No abstract

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The government’s introduction of a new service delivery agency, Centrelink, to deliver a range of programs including income support has been heralded as a major step forward in government service provision. Certainly no one would dispute that an improved level of service delivery can have major benefits for many low‐income and disadvantaged people. However, it is becoming more apparent that there are tensions between the strong emphasis being placed on improving customer services and a social security system predicated on rights and entitlements under legislation. In a system where the former takes priority, the satisfaction of numerous customers with relatively uncomplicated situations may well be considered a more valuable outcome than the satisfaction of one person with a very complex situation that may require a high input of resources. When dealing with a ‘service’ such as income support – where people’s access to assistance can make a fundamental difference to their ability to live decently – it is imperative that great care is taken before managerial and administrative models, such as a ‘purchaser‐provider split’, are imported from other sectors. This article will explore these issues from the perspective of the community sector, particularly those who assist and advocate on behalf of low‐income and disadvantaged people.