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 Director 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 increase 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 and expectations of people in the building and construction industry.

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 is outcomes-focused to meet the agency’s goals.

The FWBC Statement of Strategic Intent is available on the FWBC website:
www.fwbc.gov.au/statement-strategic-intent/

 

TABLE 1.1 PERFORMANCE INFORMATION FOR OUTCOME 1

 

Outcome Key Performance Indicators Target 2012-13 Result 2012-13

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.

87 per cent

Timeliness in bringing actions against contraventions of the Fair Work Act 2009, the Independent Contractors Act 2006, the Fair Work (Building Industry) Act 2012, agreements, awards and orders.

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

92 per cent

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.

98 per cent

 

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 Key Performance Indicators (KPIs).

Table 1.1 shows agency performance against KPI targets.