Queensland Building and Construction Commission 2014-18 ...
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Queensland Building and Construction Commission 2014-18 Corporate Plan q bcc queensland building and construction commission 20140630_Corpplan14-18_V1.6
Transcript of Queensland Building and Construction Commission 2014-18 ...
Queensland Building and Construction Commission
2014-18 Corporate Plan
qbcc queensland building and construction commission
20140630_Corpplan14-18_V1.6
Queensland Building and Construction Commission Corporate Plan 2014-18 2
Strategic Direction
WHO WE ARE
The Queensland Building and Construction Commission (the Commission) is the state’s building and construction industry regulator.
WHO WE SERVE
With 4.64 million people currently living throughout Queensland and more than 10% of those residents working in the construction sector, the Commission has an important task in serving our customers, contributing to the growth of the Queensland economy and
regulating the industry.
Construction is one of the four pillars of the Queensland economy. We are here to serve and regulate participants in the building and construction industry to improve standards, equity and confidence in the industry for the benefit of the Queensland community.
HOW WE SERVEThe Commission supports the growing Queensland community by providing
information, advice and regulation to ensure the maintenance of proper building standards, remedies for defective building work and promoting confidence in the building and construction industry.
OUR PURPOSEFor peace of mind
OUR VISIONWe will be recognised as the best and most respected regulatory service provider in Australia.
OUR VALUES
Customers first Ideas into action Unleash Potential Be courageous Empower people Healthy & Safe Workforce
• Know your
customers
• Deliver what matters
• Make decisions with
empathy
• Challenge the norm
and suggest solutions
• Encourage and
embrace new ideas
• Work across
boundaries
• Expect greatness
• Lead and set clear
expectations
• Seek, provide and act on
feedback
• Own your actions,
successes and
mistakes
• Take calculated risks
• Act with transparency
• Lead, empower and
trust
• Play to everyone’s
strengths
• Develop yourself and
those around you
• Keep an eye on your
fellow employees’ health
• Make health and safety
everyone’s priority
• Think safe, act safe
• Take responsibility for
preventing injuries
Queensland Building and Construction Commission Corporate Plan 2014-18
Brandmark
01
Queensland Building and Construction Commission Corporate Plan 2014-18 3
Our Strategic Pillars
Key Focus Area Outcome Success Measure 2014/15 2015/16 2016/17 2017/18
1.1 Improve service quality
1.1.1 Customer Charter Published1.1.2 Process re-design all services completed1.1.3 A new customer case management system implemented1.1.4 A new customer feedback system implemented1.1.5 Internal Review Unit established
Customer Satisfaction 85%
10%
40%
90%
10%
50%
95%
10%
60%
97%
10%
70%
Year on year reduction in the number of customer service complaints1.2 Make it simpler
and easier for customers to access our services and information
1.2.1 A customer-friendly website delivered1.2.2 Mobile apps for consumer and licensees released1.2.3 New easy to remember phone number (139 333) introduced1.2.4 A 24/7 telephone service introduced1.2.5 Self-service terminals at service centres introduced
Use of online services
1.3 Communicate to create awareness of the Queensland Building and Construction Commission and its services
1.3.1 Branding strategy and marketing plan implemented1.3.2 New on-line consumer course delivered1.3.3 Social media being utilised to listen to and engage customers1.3.4 Communicate the changes made to the Domestic Building Contracts Act 2000
Customer Brand recognition 40% 50% 60% 70%
Take up rate of online consumer course 20% 30% 35% 50%
1.4 Deliver the Government’s Ten Point Action Plan reforms to provide a fairer and more equitable building and construction industry
1.4.1 Building and Construction Industry Payments Act 2004 changes implemented1.4.2 Voluntary Continuing Professional Development implemented1.4.3 Changes to the Domestic Building Contracts Act 2000 implemented1.4.4 Certification framework changes implemented1.4.5 Queensland Building and Construction Commission Act 1991 (demerit points, licensing) changes implemented1.4.6 Expansion of licensing to include plumbers and pool inspections implemented1.4.7 Proactive compliance and enforcement strategies implemented
Year on year improvement in the processing of adjudication applications under the Building and Construction Industry Payments Act 2004, within procedural timeframes
n/a 95% 96% 97%
Voluntary uptake rate in Continuing Professional Development by licensees
n/a 20% 30% 40%
Year on year reduction in the number of customer complaints against licensees
10% 10% 10% 10%
Year on year reduction in defective work10% 10% 10% 10%
Decreasing levels of unlicensed operators 4% 3% 3% 2%
1.5 Reduced red tape and regulatory burden
1.5.1 New Financial Requirements for Licensing implemented1.5.2 Changes to Contracts implemented1.5.3 Changes to insolvency event implemented1.5.4 Early Dispute Resolution service implemented1.5.5 Reductions in regulatory requirements
Licensee Customer Satisfaction 90% 95% 96% 97%
Reduction in regulatory requirement count using the Office of Best Practice Regulation calculation
390 points
25 points
35 points
15 points
1. CUSTOMERWe know our customers and put them at the heart of everything we do.
Queensland Building and Construction Commission Corporate Plan 2014-18
Queensland Building and Construction Commission Corporate Plan 2014-18
2. PEOPLEWe empower people and unleash their potential.
Key Focus Area Outcome Success Measure 2014/15 2015/16 2016/17 2017/18
2.1 Provide quality leadership and culture that guides, rewards and develops the Queensland Building and Construction Commission’s workforce
2.1.1 A new organisational structure and Executive Leadership Team implemented
2.1.2 A performance measurement framework implemented
2.1.3 A business intelligence monitoring and reporting tool implemented
2.1.4 Professional development and succession planning implemented
2.1.5 A new staff rewards and recognition system implemented that recognises the behaviours which exemplify our values as well as good outcomes
Employee engagement 80%
80%
8
10%
82%
82%
7.5
9%
84%
84%
7
8%
85%
85%
6.5
8%
2.2 Make it simpler and easier for people to do their jobs
2.2.1 All procedures and processes reviewed, challenged and streamlined
2.2.2 Streamlined, efficient and effective enabling technologies delivered
Employee discretionary effort
Low staff absenteeism rates(days/person)
2.3 Empower people and equip them for success
2.3.1 ‘Yammer’ to enable collaboration delivered
2.3.2 Dispute resolution training delivered
2.3.3 New recruitment strategies for key roles implemented
2.3.4 All delegations revised to ensure that staff have the authority to do their jobs efficiently
2.3.5 The allocation and nature of work carried out by regional offices reviewed
Separation rate
4
Queensland Building and Construction Commission Corporate Plan 2014-18 5
Key Focus Area Outcome Success Measure 2014/15 2015/16 2016/17 2017/18
3.1 Sustainable financial management
3.1.1 Loss ratio for the Queensland Home Warranty Insurance Scheme less than 100%
3.1.2 Queensland Home Warranty Insurance Scheme reforms implemented
3.1.3 Business efficiency program implemented resulting in reduction in operating expenses
3.1.4 Business intelligence tool to provide ‘real time’ visibility of operational and financial reporting implemented
3.1.5 Outsourcing of insurance assessment activity to lower cost suppliers implemented resulting in reduction in claims management costs
3.1.6 A new organisational risk appetite statement developed
3.1.7 Investment strategies reviewed
3.1.8 Additional revenue opportunities explored
Loss ratios
Reduction in costs
Increase in equity
n/a
n/a
2%
97%
5%
5%
95%
5%
10%
93%
5%
10%
3.2 Supply chain management
3.2.1 All mail house and supplier contracts reviewed
3.2.2 A new information, communications and technology strategy geared towards hosted software and platform as service options developed
Reduction in other operating costs n/a 5% 5% 5%
3.3 Innovation and best practice processes and systems
3.3.1 ‘Yammer’ collaboration tool for staff delivered
3.3.2 Inter-agency and inter-State collaboration and conferences introduced
3.3.3 Information technology roadmap developed and implemented
Positive result at Queensland Public Sector Awards n/a Finalist n/a Finalist
Positive result at Australian Teleservices Awards Finalist n/a Finalist n/a
Innovated processes or systems identified for review and redesign for best practice
11 5 5 6
New innovative processes or systems implemented 8 2 2 3
Staff satisfaction rating with innovations 83% 85% 87% 90%
Customer satisfaction rating with innovations 83% 85% 87% 90%
3. BUSINESS EXCELLENCEWe strive to provide high quality services at an optimal cost to serve.
