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7. Performance
The Commission will focus on delivering the following strategies to achieve intended results, which will be measured by the performance measures set out in this plan and Key Performance Indicators (KPIs) from the 2018–19 Portfolio Budget Statements.
Activity 1: Powers & functions are exercised in accordance with the Fair Work Act 2009
Delivery strategies
In exercising powers and functions, the Commission will improve the services that it provides to the community by:
- Engaging with the community in order to better understand user needs and to tailor services appropriately
- Developing our organisational capability to deliver services of the highest standard.
Intended result
The community understands the role of the Commission and recognises it as an independent and expert workplace relations tribunal.
|
Performance measures and targets |
PBS |
Data source |
2019–20 |
2020–21 |
2021–22 |
2022–23 |
|---|---|---|---|---|---|---|
|
Survey 80 per cent of parties in individual matters following a staff conference or conciliation |
No |
Survey forms |
Yes |
Yes |
Yes |
Yes |
|
At least 80 per cent of survey respondents in individual matters following a staff conference or conciliation are satisfied that their conference conciliator was even handed |
No |
Survey forms |
Yes |
Yes |
Yes |
Yes |
|
Report on the activities that involved consultation with users about improving service delivery |
No |
Internal report |
Yes |
Yes |
Yes |
Yes |
Delivery strategies
The Commission will improve its provision of information and service delivery by:
- Assessing the accessibility of our services and information
- Where appropriate, adopting new technology to improve our services
- Adopting appropriate design and user experience principles in delivering services.
Intended result
The Commission is accessible to all Australians, recognising the community’s diverse needs and expectations.
|
Performance measures and targets |
PBS |
Data source |
2019–20 |
2020–21 |
2021–22 |
2022–23 |
|---|---|---|---|---|---|---|
|
At least 80 per cent of survey respondents in individual matters following a staff conference or conciliation found information on the Commission’s website was easy to understand |
No |
Survey forms |
Yes |
Yes |
Yes |
Yes |
|
At least 80 per cent of survey respondents in individual matters following a staff conference or conciliation are satisfied with the relevance of information provided by the Commission |
No |
Survey forms |
Yes |
Yes |
Yes |
Yes |
|
At least 75 per cent of survey respondents in individual matters following a staff conference or conciliation are satisfied with information provided by the Commission about its processes |
No |
Survey forms |
Yes |
Yes |
Yes |
Yes |
|
Monitor and report on the use of technology that has been implemented in order to improve access to, or delivery of, Commission services |
No |
Internal report |
Yes |
Yes |
Yes |
Yes |
Delivery strategies
The Commission will continue to benchmark our performance and develop reporting capability in order to demonstrate timeliness in service delivery and to ensure transparency and accountability.
Intended result
The Commission is efficient, accountable and transparent.
|
Performance measures and targets |
Target |
PBS |
Data source |
2019–20 |
2020–21 |
2021–22 |
2022–23 |
|---|---|---|---|---|---|---|---|
|
Improve or maintain the median time elapsed from lodging applications to finalising conciliations in unfair dismissal applications |
34 days |
Yes |
Annual report |
Yes |
Yes |
Yes |
Yes |
|
Annual wage review to be completed to enable an operative date of 1 July |
30 June |
Yes |
Published decision |
Yes |
Yes |
Yes |
Yes |
|
Improve or maintain the median agreement approval time for agreements approved without undertakings |
32 days |
Yes |
Annual report |
Yes |
Yes |
Yes |
Yes |
Activity 2: Organisational capability is enhanced
Delivery strategies
Underpinning our delivery of Activity 1, the Commission will continue to develop its organisational capability by:
- Continuing to improve the capabilities and skills of its workforce as the key enabler of performance
- Implementing a learning management system
- Reviewing and strengthening governance structures and processes
- Demonstrating the cultural pillars of innovation, collaboration and service excellence
- Embedding contemporary risk management practices in operational activities.
Intended result
The Commission is a highly skilled and agile organisation in which its people, processes, systems and technology are aligned to deliver high quality, efficient and effective services to the community.
|
Performance measures and targets |
PBS |
Data source |
2019–20 |
2020–21 |
2021–22 |
2022–23 |
|---|---|---|---|---|---|---|
|
Maintain or improve the number of professional development plans that specify individual and/or organisational professional development goals |
No |
Internal reporting |
Yes |
Yes |
Yes |
Yes |
|
At least 30 per cent of staff are offered an opportunity to experience work outside their usual role, participate in a cross organisational project or be involved in a service improvement project |
No |
Internal reporting |
Yes |
Yes |
Yes |
Yes |
Updated time
Last updated
30 August 2019
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