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Performance framework

The Commission’s performance reporting framework is built around three core elements: the corporate plan, portfolio budget statements and annual performance statements.

The goals and performance measures set out in the framework in 2020–21 are shown in Table 1.

Table 1: Performance framework

Corporate plan

Purpose

As Australia's national workplace relations tribunal, the primary purpose of the Fair Work Commission (Commission) is to exercise its functions and powers in accordance with the Fair Work Act 2009. (Source: 2020-21 Corporate Plan, p.4)

Portfolio budget statements

2020-21 Budget Outcomes and Programs

Outcome 1:

Simple, fair and flexible workplace relations for employees and employers through the exercise of powers to set and vary minimum wages and modern awards, facilitate collective bargaining, approve agreements and deal with disputes (Source 2020-21 PBS, p.197)

Program 1.1:

The Commission delivers a single program of dispute resolution, minimum wage setting, orders and approval of agreements.

The Fair Work Commission exercises powers under the Fair Work Act 2009 in accordance with the objects of the Act and in a manner that is fair and just, is quick, informal and avoids unnecessary technicalities. (Source: 2020-21 PBS, p.197)

Annual performance statements

Intended results:

The community understands the role of the Commission and recognises it as an independent and expert workplace relations tribunal (Source: 2020–21 Corporate Plan, p.11).

The Commission is accessible to all Australians, recognising the community’ diverse needs and expectations. (Source: 2020–21 Corporate Plan, p.12).

The Commission is efficient, accountable and transparent (Source: 2020–21 Corporate Plan, p.13).

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. (Source: 2020–21 Corporate Plan, p.14).

Results

The following results show the Commission’s achievements in relation to the criteria and key performance indicators set out in the Fair Work Commission Corporate Plan 2020–21 (Corporate Plan) and the 2020–21 Portfolio Budget Statements, Budget Related Paper No.1.12 Attorney-General’s Portfolio (PBS).

Activity One: Powers and functions are exercised in accordance with the Fair Work Act 2009

Performance measure: The community understands the role of the Commission and recognise it as an independent and expert workplace relations tribunal.

Target

Survey 80 per cent of parties in individual matters following a staff conference or conciliation.

Source

2020-21 Corporate Plan p.11

Performance achieved

Achieved: 100 per cent of parties to individual matters were surveyed following a staff conference or conciliation.

Analysis

The Commission surveyed 100 per cent of parties to individual matters following a staff conference or conciliation. This exceeded the corporate plan performance target of 80 per cent. This is consistent with previous reporting periods.

The Commission achieved this target by incorporating post-conciliation surveys into standard procedure and ensuring staff are trained in and encouraged to follow this procedure.

Target

At least 80 per cent of survey respondents in individual matters followin a staff conference or conciliation are satisfied that their conferenc conciliator was even-handed.

Source

2020-21 Corporate Plan p.11.

Performance achieved

Achieved: 84 per cent of survey respondents were satisfied that their conference conciliator was even-handed.

Analysis

The Commission exceeded the 2020-21 Corporate Plan performance target of 80 per cent, with 84 per cent of survey respondents satisfied that their conference conciliator was even-handed. This result was consistent with previous reporting periods and is representative of the Commission's focus on ensuring ti is fair, transparent and accountable.

The Commission's staff conciliators are well trained in delivering a consitent, fair and equitable service to the Australian community. This high standard of service is maintained through training, adherence to process and procedure and setting measuring performance against KPIs.

Target

Report on the activities that involved consultation with users about improving service delivery.

Source

2020-21 Corporate Plan p.11.

Performance achieved

Achieved: The Commission reported quarterly.

Analysis

The Commission met the Corporate Plan target by preparing a quarterly report on activities that involved consultation with users about improving service delivery. The 'User Consultation' report is a whole-of-organisation initiative to ensure our continued focus on user-first service delivery.

Performance Measure: The Commission is accessible to all Australians, recognising the community's diverse needs and expectations.

Target

At least 80 per cent of survey respondents in individual matters following a staff conference or conciliation found that information, including on the Commission's website, was easy to understand.

Source

2020-21 Corporate Plan p.12.

Performance achieved

Achieved: 82 per cent of survey respondents found information, including on the Commission's website, easu to understand.

Analysis

The Commission exceeded the 2020-21 Corporate Plan performance target of 80 per cent of survey respondents finding information, including on the Commission's website, easy to understand. This is the same as the previous period.

In 2020-21, the Commission continued to apply plain language principles to improve content, including correspondence templates and high-use website information. This is consistent with the Commission's continuous improvement approach to information delivery.

The Commission recongises the need to continuous review and improve its information resources to meet the evolving needs and expectations of users. The Commission has commenced a project to redesign its website to better meet the needs of users. The Commission is using the results of user-experience research and insights about the website to ensure that we give users the information they need, in the form they want it, when they need it. The new website will be launched within the next reporting period.

Target

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.

Source

2020-21 Corporate Plan p.12.

Performance achieved

Achieved: 80 per cent of survey respondents were satisfied with the relvance of information provided by the Commission.

Analysis

The Commission met the 2020-21 Corporate Plan performance target with 80 per cent of survey respondents satisfied with the relevance of information provided by the Commission. This represents an increase of 1 per cent from 79 per cent in 2019-20.

The Commission utilised user experience principles to review our information delivery platforms to make them more fit for purpose. Whilst this result a modest improvement from 2019-20, the Commission continues to work to improve the quality of our information and access to our services.

Target

At least 75 per cent of survey respondents in individual matters following a staff conference or concilliation are satisfeid with the information provided by the Commission about its processes.

Source

2020-21 Corporate Plan p.12.

Performance achieved

Achieved: 76 per cent of survey respondents were satisfied with the information provided by the Commission about its processes.

Analysis

The Commission met the 2020-21 Corporate Plan performance target, with 76 per cent of survey respondents satisfied with the information provided by the Commission about its processes. This is in line with results in previous years and is a 1 per cent increase in satisfaction from 2019-20.

The Commission continues to focus on improving information creation and delivery to ensure it continues to meet this performance target in the future.

Target

Monitor and report on the use of technology that has been implemented in order to improve access to, or delivery of, Commission services.

Source

2020-21 Corporate Plan p.12.

Performance achieved

Achieved: The internal report was delivered in Quarter 4.

Analysis

The Commission met the corporate plan target to monitor and report on the use of technology that has been implemented in order to improve access to, or delivery of, Commission services. This is an internal report used to improve Commission services.

Performance measure: The Commission is efficient, accountable and transparent.

Target

Improve or maintain the time elapsed from lodging applications to finalising conciliations in unfair dismissal applications with a target of 34 days.

Source

2020-21 PBS, p.202 and 2020-21 Corporate Plan p.13.

Performance achieved

Achieved: conciliation conferences were finalised in a median of 21 days from the lodgment of an unfair dismissal application.

Analysis

The Commission met the 2020-21 PBS and Corporate Plan performance target, with a median 21 days elapsing from lodgment to first conciliation application in unfair dismissal cases. This is a 13-day decrease from the median of 34 days achieved during the 2019-20 reporting period.

The improved performance framework primarily reflects lower unfair dismissal application volumes in 2020-21, compared to the previous year.

Target

Annual wage review to be completed to enable operative date of 1 July with a target of publication no later than 30 June.

Source

2020-21 PBS, p.202 and 2020-21 Corporate Plan p.13.

Performance achieved

Achieved: The annual wage review was published on 16 June 2021.

Analysis

The Commission exceeded the 2020-21 PBS and Corporate Plan performance target, with the annual wage review completed on 16 June 2020. This is 14 days earlier than the target date of 30 June.

As om 2019-20, the 2020-21 review was undertaken during the COVID-19 pandemic with the review timetable again being extended to allow parties to provide submissions regarding the impacts of the pandemic as they unfolded and comment on the most recent data.

Further information is available in the Expert Panel's Annual Wage Review decision, published on the Commission's website available at fwc.gov.au.

Target

Improve or maintain the agreement approval time for agreements approved without undertakings with a target of 32 days.

Source

2020-21 PBS, p.202 and 2020-21 Corporate Plan p.13.

Performance achieved

Achieved: Agreements without undertakings were approved in a median of 14 days.

Analysis

The Commission exceeded the 2020-21 PBS and Corporate Plan performance target, with agreements without undertakings being approved in a median of 14 days from lodgment. This surpasses the target by 18 days and is a 3 day improvement on the 2020-21 median.

This strong performance can be attributed to the Commission's continued focus on improving timeliness in agreement approvals. The Commission is committed to maintaining this performance and will continue to explore opportunities for further improvement.

Activity Two: Organisational capability is enhanced

Performance measure: 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.

Target

Maintain or improve the number of professional development plans that specify individual and/or organisational professional goals, with a target of 100 per cent.

Source

2020-21 Corporate Plan p.12.

Performance achieved

Achieved: 100 per cent of performance plans specified individual and/or organisational professional development goals.

Analysis

The Commission met the 2020-21 Corporate Plan performance target, with 100 per cent of professional development plans specifying individual and/or organisational professional development goals. This is consistent with previous years.

As part of the process, staff and managers must develop a PDP from a standard template. This template requires professional development goals to be set for the reporting period. This process ensures the performance target is met and builds a culture of ongoing learning and development across all staff.

Target

At least 30 per cent of staff are offfered an opportunity to experience work outide their usual role, participate in a cross-organisational project or be involved in a service improvement project.

Source

2020-21 Corporate Plan p.14

Performance achieved

Achieved: 32 per cent of staff were offered an opportunity to experience work outside their usual role.

Analysis

The Commission met the 2020-21 Corporate Plan performance target, with 32 per cent of staff offered an opportunity to experience work outside their usual role.

In 2020-21, staff from across the organisation have participated in major Commission projects such as the website re-development project and case management system upgrade. The organisational restructure which occurred during this reporting period also provided staff with opportunities to move into different areas of the Commission.

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.