Federal Court Corporate Services - Goals, Performance Measures, Strategies & Priorities

Corporate Plan 2016 - 2020

Federal Court Corporate Services Goals

The amalgamation of corporate services  functions for the FCoA and the FCC with the FCA into a single administrative  body with a single appropriation will be the focus of strategy for the next 12  months. The amalgamated corporate services body is expected to generate  efficiencies by consolidating resources, streamlining processes and reducing  duplication. 

The challenge for the new Corporate Services team will be to  remain focussed on delivery of services to the courts and the NNTT whilst the  amalgamation occurs.  

The budget for the team will be reduced over the life of the  plan. Lower costs will need to be achieved through consolidation of resources  and greater productivity. Early consultation and communication, both within the  team and to the courts and the NNTT, will be very important to manage the reputation of the new team and ensure that stakeholders' expectations are met.  

The success of the amalgamation will be measured by the  status of all of the courts. The corporate services of the courts will be recognised nationally, and internationally as playing a leading and managerial  role in creating modern, efficient and safe dispute resolution with a  reputation for exceeding expectations and for introducing innovative digital  operations for judges, staff and other users of our services. 

Significant work was undertaken in 2015 in preparation for  the amalgamation and this plan continues that work to identify the best systems  and processes to achieve the desired goals.

Over the next four years we will focus on three  main strategic goals: 

1. Efficient and effective corporate services 
2. Build an agile, skilled and engaged workforce,  and 
3. Optimise technology to support judicial and  registry functions.
   

Performance Measures

The key outcome measure for Corporate Services is contained  in the Portfolio Budget Statements. This is, improved administration and  support for the resolution of matters according to law for litigants in the  FCA, the FCoA and the FCC and parties in the NNTT through efficient and  effective provision of shared corporate services. 

The ability of the new team to meet budget and projected  average staffing numbers are the metrics that will be used to measure  performance.

1.  Strategic Objective - Efficient and effective corporate services

The goal to amalgamate corporate services functions of the  three courts is to improve efficiency, create a culture of high performance and  provide value for money services.  

Amalgamation provides opportunities to consolidate the  experience of corporate services staff to identify the most effective policies  and procedures to develop nationally consistent services that support the work  of the judiciary and registries.

Our strategies over the next four years are to: 

1. Benchmark finance processes to identify efficiencies and eliminate duplication, and
2. Conduct a business process review to streamline  the functions of corporate services.

Priorities for the 2016–17 plan year

In the 2016–17 plan year, we will undertake the following  projects and deliverables:                   

2.  Strategic Objective - Build an agile, skilled and engaged workforce

Amalgamation of the corporate services teams will  necessitate changes to the structure and culture of the organisation. In  addition, with the increasing applications of technology to the work of the  courts and the NNTT, it is expected that the nature and type of work performed  by corporate services and registry staff will impact on capability  requirements. 

The first 12 months of this plan will focus on identifying  and communicating a positive culture and shared values for the newly merged  Corporate Services team. Significant work was done during 2015 to identify  differences in work practices and policies. The new team will jointly focus on  identifying which practices and policies will be transferred or modified for  the new team to best meet the needs of the courts and the NNTT. 

Innovation will become a key capability in order to deliver efficiencies, reduce costs and keep pace with change. To respond we will  require a skilled, agile and engaged workforce.

Our strategies over the next four years are to:

1. Build and sustain an engaged workforce who are  passionate about working together to achieve the vision
2. Identify capability requirements resulting from  the new structure
3. Strengthen the leadership group, and
4. Create a high performance culture.

Priorities for the 2016–17 plan year

In the 2016–17 plan year, we will undertake the following  projects and deliverables:               

3.  Strategic Objective - Optimise technology to support judicial, registry  and corporate services functions

During the next four years, we will continue to identify and  develop digital services to support improvements in registry functions,  judicial work and enhance online access for the legal profession and other court users.  

Amalgamation provides an opportunity to modernise our IT  systems and update our key business systems. Considerable planning has already  been undertaken to ensure that the strategy is able to incorporate each courts’  and the NNTT’s long- and short-term requirements. 

This strategy aims to optimise technology for case  management by increasing online accessibility for the legal community and,  where appropriate, members of the public. It also supports the judiciary and  court officers to manage and decide cases according to the law as quickly,  inexpensively and efficiently as possible.

Our strategies over the next four years are to:

1. Modernise technology to improve quality and range of services
2. Maintain a quality, contemporary and efficient  IT environment, and
3. Relentlessly improve the courts’ key business  systems.

Priorities for the 2016–17 plan year

In the 2016–17 plan year, we will undertake the following  projects and deliverables: