The Commission met the 2019–20 Corporate Plan performance target, with 30 per cent of staff offered an opportunity to experience work outside their usual role. This is consistent with previous years.
In 2019–20, there were several initiatives that contributed to the Commission exceeding the performance target, including:
- cross‑organisational projects
- inclusion of mobility targets in personal development plans
- repositioning workforce resources to manage increased application numbers through March, April and May
- establishing a new JobKeeper case management team.
As a small organisation, it is crucial that the Commission is agile. This enables workforce resources to be moved to meet emerging priorities and ensure continued performance.
In 2019–20, this was crucial in the Commission’s continued delivery of services, while managing an unprecedented increase in applications. The Commission was able to move staff with relevant skills and experience into priority areas to ensure performance was maintained.
This capability proved crucial again, with the passing of the JobKeeper legislation, which conferred a new jurisdiction on the Commission. In a short period of time, the Commission was able to mobilise a new JobKeeper team from existing staff, introduce KPIs to measure performance, and create a case management workflow. This ensured there was no delay in the processing of applications.
The Commission’s response was only possible through promoting workforce mobility and the continuous development of workforce capabilities. The initiatives outlined above are an example of the importance of an agile workforce. These initiatives contributed significantly to the Commission meeting the performance target and continuing to deliver high‑quality, efficient and effective services to the community through the COVID‑19 pandemic.