STATEMENT OF STRATEGIC INTENT

The FWBC Executive Board developed a Statement of Strategic Intent (SoSI) to guide the organisation’s directions and priorities from 2012 to 2014.

FWBC’s vision is – fair and productive Australian building and construction workplaces.

FWBC’s mission is – deliver impartial and comprehensive workplace regulation and advice.

The SoSI also outlines FWBC’s goals and strategies which are designed to inform resource allocation, priorities, business practices, systems and capability. The goals and strategies are given effect through business and team planning across FWBC and are governed by the Chief Executive and senior executives.

The four goals are as follows:

1 Ensure effective compliance and responsive enforcement

FWBC is the national full service regulator in the building and construction industry and aims to ensure effective compliance with Commonwealth workplace laws.

FWBC investigates and litigates across the full range of workplace relations civil remedy provisions using both insistence and persuasive enforcement tools. By consistently striving to improve regulatory actions and initiating new delivery models, FWBC provides efficient workplace relations enforcement for the benefit of both the building and construction industry and the broader community.

2 Implement a comprehensive regulation and advisory service

Education and advisory services are an essential function of FWBC. The agency works to provide relevant, timely and accessible information that allows industry participants to easily identify what they need to do to comply with workplace laws.

By delivering clear and accurate advice to all in the building and construction industry, FWBC increases voluntary compliance levels and advance industry productivity.

3 Deepen engagement with stakeholders

FWBC is committed to open and accountable communication with stakeholders.

To offer meaningful regulatory services, the agency maintains a strong appreciation of the concerns, views, needs and expectations of people in the building and construction industry. FWBC prioritises facilitating an ongoing two-way dialogue between the agency and the industry to support good workplace relations practices in Australia’s construction sector. By deepening engagement with stakeholder groups, FWBC offers increased public value and improved capacity to act as a responsive regulator.

4 Supporting and resourcing our staff

Ongoing investment in FWBC staff, systems and processes is the foundation of a successful agency. Integral to this is the establishment of a culture that facilitates the success of the vision and mission of the organisation.

The FWBC SoSI is available on the FWBC website:
http://www.fwbc.gov.au/statement-strategic-intent/

SERVICE CHARTER

FWBC is held accountable through Parliament, the courts and tribunals and the Commonwealth Ombudsman.

The FWBC Service Charter sets out the standards of service to which the organisation is committed. The Service Charter expresses the values that guide FWBC service. It states FWBC’s role, the standard of service the public can expect and what steps may be taken if these standards are not met.

The charter outlines the procedure for contact, communication, feedback and complaints. The FWBC Service Charter is available on the FWBC website: www.fwbc.gov.au

KEY PERFORMANCE INDICATORS

FWBC measures its performance in delivering the outcome prescribed in the Portfolio Budget Statement using three KPIs.

Due to the short period of time for reporting (one month) against FWBC’s KPIs in 2011-12, the results are statistically invalid.

Table 1.1 shows agency performance against KPI targets.

The target for KPI 3 included in the 2011-12 FWBC Annual Report differs from the PBS Statement. The PBS statement currently lists the target for this KPI as ’75 per cent of cases commenced within 18 months of receipt of complaint.’

This is incorrect and should read ’75 per cent of surveyed industry participants satisfied or highly satisfied.’

This discrepancy is due to a drafting error. The Department of Finance has been notified of this error.

TABLE 1.1 PERFORMANCE INFORMATION FOR OUTCOME 1

Outcome

Key Performance Indicators

Target 2011-12

Result 2011-12

Enforce workplace relations laws in the building and construction industry and ensure compliance with those laws by all participants in the building and construction industry through the provision of education, assistance and advice.

Level of satisfaction of clients with quality and timeliness of advice and assistance provided by FWBC.

75 per cent of surveyed clients satisfied or highly satisfied.

Level of satisfaction is unable to be measured due to the shortened time period (one month) for reporting FWBC’s operations.

Timeliness in bringing actions against contraventions of the FW Act, the IC Act, agreements, awards and orders.

File 75 per cent of matters in court within 18 months of the complaint being lodged.

FWBC filed one proceeding in its first month of operation, outside of the 18 month target. Due to the shortened reporting period (one month) the sample size (one case lodged) is regarded as a statistically invalid measure in reporting on an annualised basis for the Key Performance Indicator (KPI).

Level of satisfaction of a range of industry participants with contact aimed at promoting appropriate standards of conduct.

75 per cent of surveyed industry participants satisfied or highly satisfied.

The Customer Service Survey is conducted on a quarterly basis. The last survey was conducted in June 2012 and showed that 85 per cent of clients are satisfied with the service provided. It should be noted that this result is measured across the entire quarter from April to June 2012, while FWBC’s operations formed one month of that quarter.