Performance framework

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

The goals and performance measures set out in the framework in 2017–18 are shown in Table 39.

Table 39: Performance framework
Coporate 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: 2017–18 Corporate Plan, p.4)

 
Portfolio Budget Statements 2017–18 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: 2017–18 PBS p.120)

 

Program 1.1:

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: 2017–18 PBS p.120)

 
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: 2017–18 Corporate Plan, p.6)
  • The Commission is accessible to all Australians, recognising the community’s diverse needs and expectations (Source: 2017–18 Corporate Plan, p.7)
  • The Commission is efficient, accountable and transparent (Source: 2017–18 Corporate Plan, p.7)
  • 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: 2017–18 Corporate Plan, p.8)

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 2017–18 (Corporate Plan) and the 2017–18 Portfolio Budget Statements, Budget Related Paper No. 1.6, Employment Portfolio (PBS).

Activity One: Powers and functions are exercised in accordance with the Fair Work Act 2009
Intended
Result
The community understands the role of the Commission and recognises it as an independent and expert workplace relations tribunal
Performance Criterion Target Result
Survey 80 per cent of parties in individual matters following a staff conference or conciliation.
Source: Corporate Plan, p.6
80% 100%
Results against performance criterion

The Commission surveyed 100 per cent of parties to individual matters following a staff conference or conciliation.

Performance Criterion Target Result
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.
Source: Corporate Plan, p.6
80% 86%
Results against performance criterion

Survey responses exceeded the target, with 86 per cent of respondents being satisfied that their conciliator was even handed.

Performance Criterion Target Result
Report on the activities that involved consultation with users about improving service delivery.
Source: Corporate Plan, p.6
Report on activities Complete
Results against performance criterion

The Commission finalised two reports on activities that involved user consultation:

Intended
Result
The Commission is accessible to all Australians, recognising the community’s diverse needs and expectations
Performance Criterion Target Result
At least 80% of survey respondents in individual matters following a staff conference or conciliation found information, including on the Commission’s website, was easy to understand.
Source: Corporate Plan, p.7
80% 86%
Results against performance criterion

Survey responses exceeded the target, with 86 per cent of respondents finding that information, including on the Commission’s website, was easy to understand.

Performance Criterion Target Result
At least 80% of survey respondents in individual matters following a staff conference or conciliation are satisfied with the relevance of information provided by the Commission.
Source: Corporate Plan, p.7
80% 88%
Results against performance criterion

Survey responses exceeded the target, with 88 per cent of respondents satisfied with the relevance of information provided by the Commission.

Performance Criterion Target Result
At least 75% of survey respondents in individual matters following a staff conference or conciliation are satisfied with information provided by the Commission about its processes.
Source: Corporate Plan, p.7
75% 75%
Results against performance criterion

Survey responses met the target, with 75 per cent of respondents satisfied with information provided by the Commission about its processes.

Performance Criterion Target Result
Monitor and report on the use of technology that has been implemented in order to improve access to, or delivery of, Commission services.
Target: Corporate Plan, p.7
Report on activities Complete
Results against performance criterion

The Commission monitored and reported internally on its implementation of technology in order to improve access to, or delivery of, its services.

Intended
Result
The Commission is efficient, accountable and transparent
Performance Criterion Target Result
Improve or maintain the time elapsed from lodging applications to finalising conciliations in unfair dismissal applications with a target of 34 days.
Source: PBS, p.120; Corporate Plan, p.7
34 days 27 days
Results against performance criterion

The Commission exceeded the target of 34 days, with conciliations in unfair dismissal applications being conducted in a median of 27 days from lodgment. In 2017–18, 13,595 unfair dismissal applications were lodged and Commission staff conducted 10,491 conciliation conferences. This improves on our performance in 2016–17, when unfair dismissal conciliation conferences were conducted in a median of 34 days from lodgment.

Read more about the Commission’s performance in dealing with unfair dismissal cases.

Performance Criterion Target Result
Annual wage review to be completed to enable operative date of 1 July with a target of publication no later than 30 June.
Source: PBS, p.120, Corporate Plan, p.7
Publication by 30 June 2018 Completed on 1 June 2018
Results against performance criterion

The Commission completed the annual wage review on 1 June 2018.

Read more on the annual wage review in the wages and conditions section and in Table D13 in Appendix D, which sets out the Commission’s timeliness in meeting the target.

Performance Criterion Target Result
Improve or maintain the agreement approval time with a target of 32 days.
Source: PBS, p.120, Corporate Plan, p.7
32 days 76 days
Results against performance criterion

The Commission did not meet the target of improving or maintaining the agreement approval time within a median of 32 days. In 2017–18, the agreement approval time was a median of 76 days, compared with a median of 32 days in 2016–17.

Read more about the Commission’s timeliness in approving enterprise agreements.

Activity Two: Organisational capability is enhanced
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 Criterion Target Result
90 per cent of performance and development plans specify individual and/or organisational development goals.
Source: Corporate Plan, p.8
90% 100%
Results against performance criterion

As a part of our employee performance management framework, employees develop an annual performance and development plan in consultation with their managers.

In 2017–18, 100 per cent of performance and development plans specified individual and/or organisational development goals.

Performance Criterion Target Result
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
Source: Corporate Plan, p.8
30% 47%
Results against performance criterion

In 2017–18, 47 per cent of staff experienced work outside their usual role, participated in a cross organisational project or were involved in a service improvement project

Overarching analysis of performance against the Commission’s purposes

Activity One

In 2017–18 the Commission performed strongly against all but one of its performance criteria in achieving its purpose as set out in the Corporate Plan. Building on performance in our first annual performance statement, published in 2016–17, survey response rates were higher than in 2016–17 in most areas, with respondents again satisfied that their conciliations were even handed and that information was relevant and easy to understand, including information about our processes.

The Commission’s performance in conducting conciliations in unfair dismissal cases improved from the previous reporting period, with conferences conducted in a median of 27 days, well ahead of the 34 day target. This reflects increased resourcing of both conciliators and administrative support, consistent with the high proportion of unfair dismissal applications each year.

Once again, the Commission delivered the decision in the annual wage review with ample time to enable an operative date of 1 July 2018.

The Commission has published two externally sourced research reports that examine how employees and small business employers experience our services. Read more about the unfair dismissal user experience research and working better for small business consultation program reports.

The median time taken to approve enterprise agreements was the only performance criterion for which the Commission did not meet its target.  Detailed information is set out in the enterprise agreements section.

Activity Two

To help enhance organisational capability, the Commission has an agile operating model which builds staff mobility and enhances capability. The opportunity for staff to experience work outside their usual role builds an adaptable workforce that can easily respond to changes in resourcing and priorities. It permits staff to have a strong understanding of all parts of the Commission, which in turn contributes to better service delivery for users.

In 2017–18, nearly half of the Commission’s staff had the opportunity to expand their skills and take on new challenges by working in, or with, other parts of the agency. Significant numbers of staff were consulted about, or participated in, the implementation of eCase, the Commission’s new case management system which will go live early in the 2018–19 financial year. Many others had the opportunity to take part in cross organisational initiatives such as the diversity working group, information management and governance project and recruitment working group. Opportunities such as these encourage innovation, collaboration and service excellence.