Our performance against the strategic plan
A 4-year strategic plan is prepared annually and describes our vision, objectives, strategic initiatives and performance indicators. The strategic plan informs our business plan, which details the activities we need to undertake to achieve our strategic objectives.
Key achievements
Our 2021-25 strategic plan identified 7 key strategic initiatives with the following key achievements in 2021-22:
KEY STRATEGIC INITIATIVE | KEY ACHIEVEMENTS 2021-22 |
Building future capabilities | Commenced work on a workforce planning strategy. Focused on change management and project management skills and digital capabilities to build a workforce for tomorrow. |
Contributing to reconciliation with First Nations people | Delivered the actions of the Innovate Reconciliation Action Plan, including cultural awareness training for team members and installing Traditional Acknowledgement signage at the entrance of each of our offices. Partnered with an Aboriginal and Torres Strait Islander owned group training organisation to deliver a traineeship in our Cairns office. |
Driving efficiencies and effectiveness | Implemented a business process mapping tool to drive efficiencies in our processes. Implemented an asset management system. Developed a data strategy. Ombudsman-led innovation and ideation sessions across teams to determine focus areas from the Working for Queensland results. |
Enhancing member management | Implemented improvements to the scheme participant portal. Enhanced the onboarding process for new scheme participants. Enhanced reporting insights for scheme participants. Introduced regular scheduled contact between dispute resolution manager or team leaders and scheme participants to enhance continuous improvement. |
Enriching customer experience | Continued our customer experience program with a focus on human-centred design and improved communication skills. Worked on improving our digital accessibility and ensuring our website is accessible for all users. |
Expanded jurisdiction (embedded networks) | Implemented new systems and processes to manage embedded network cases and welcome exempt sellers as members. |
Raising awareness of our service | Introduced a new awareness raising strategy to suit a changing environment, including social media campaigns, hosting webinars and providing editorial content for niche publications. |
Reviewing our customer relationship management solution | Commenced planning and investigating alternative options for a future customer relationship management solution for case management and stakeholder relations. |
The key objectives of the 2021-25 strategic plan are customer, people, service and connections.
Our customer
We resolve complaints efficiently and effectively, communicating meaningfully and building trust with our customers. If we can’t help, we explain why and suggest who can.
- We deliver fair and reasonable outcomes for consumers and members.
- We listen to and respect our customers to build and maintain their trust.
- Our teams have the skills to resolve wide-ranging problems for our internal and external customers.
INDICATORS OF SUCCESS | PERFORMANCE |
Achieve agreed targets in customer and member surveys |
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Achieve agreed dispute resolution targets |
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Continuously improve quality and customer service |
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Our people
We are committed problem solvers, working together to improve our service and ourselves. Our values guide our motivations and our outcomes.
- We attract, develop and retain committed professionals who are motivated by our values
- We have an empowered, high-performing and resilient team
- We build the capabilities of our people and develop their skills.
INDICATORS OF SUCCESS | PERFORMANCE |
Increase engagement result of Working for Queensland (WFQ) survey |
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Retain My Workgroup factor result in the top quartile (>75%) of WFQ comparison data |
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Professional development completed |
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Our service
We provide a free, fair and independent dispute resolution service, which is evolving with the changing landscape of our sector.
- We embrace change and adapt to emerging technologies
- Our business is accountable, efficient and effective.
INDICATORS OF SUCCESS | PERFORMANCE |
Invest in our systems and processes to ensure they remain fit for purpose |
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Deliver our services effectively within the required, agreed response targets |
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Our connections
We create impact through our connections, raising awareness of our service among communities who may need us and providing value to our members and industry.
- Everyone who needs our help knows who we are and how to contact us
- We educate consumers about how we can help with energy and water issues
- We collaborate with community organisations who support energy and water consumers
- We connect and influence our stakeholders to improve outcomes for the sector.
INDICATORS OF SUCCESS | PERFORMANCE |
Share our insights and experiences to collaboratively improve the sector for all |
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Provide information to help our stakeholders understand and help resolve the issues their customers are experiencing |
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Meet with communities across the state via in-person and virtual methods |
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Increase awareness of our service through a variety of traditional and digital channels |
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See the official copy of the 2021-22 annual report, as tabled in the Legislative Assembly of Queensland, on the Queensland Parliament's tabled papers website.