Capability

Legislative

Government policies and legislative changes can significantly impact the jurisdiction, workload and operating environments of the Courts and the Native Title Tribunal. To support the Courts and the Native Title Tribunal meet these evolving needs, the Listed Entity needs agile and flexible resources and systems.

Over the four years of this plan, we will:

• Maintain and develop additional capacities for case management of the migration and corporate crime jurisdictions.
• Maintain and build capabilities and efficiencies to support the Courts and the Native Title Tribunal to meet the demands for a range of increased jurisdictional requirements.
• Support the FCFCOA (Division 1) and the FCFCOA (Division 2) to continue to implement and improve the family law case management pathway.
• Support the FCFCOA (Division 1) and the FCFCOA (Division 2) to continue to build a national structure for family law Registrars and Court Child Experts, including support structures.
• Support the FCFCOA (Division 1) and the FCFCOA (Division 2) to continue to implement the significant reforms to the Family Law Act 1975 (Cth).
• Assist the Native Title Tribunal in acquitting its statutory functions under the Native Title Act 1993 (Cth) in relation to case management and public register capability.

Administrative

The Listed Entity’s 1400+ strong workforce operates in 22 locations across Australia, fostering close collaboration with the Courts and the Native Title Tribunal and supporting them to deliver a national service to the Australian community.

Over the four years of this plan, we will:

• Maximise efficiency in managing national enquiries.
• Deliver services via a range of locations throughout Australia, including regional and remote.
• Develop enhanced practices and processes that ensure the safety of litigants, particularly in the family law jurisdiction.
• Implement and maintain strong governance arrangements to ensure we are accountable, open, collaborative, and responsive.
• Achieve financial sustainability by realising further savings to achieve balanced budgets.
• Invest in leadership and management to ensure our leaders are responsible, visible, respected, and trusted.
• Provide best practice information management systems to ensure adequate document storage, protection, and governance.

Information and Communications Technology

Our environment demands agility and responsiveness to be able to effectively support the Courts and the Native Title Tribunal’s evolving priorities. A key driver of this agility is the Listed Entity’s robust Information and Communication Technology (ICT) capability and we remain committed to ongoing investment in our ICT systems.

Over the four years of this plan, we will:

• Improve service delivery through aligned digital platforms that are efficient, easy to use and tailored to the needs of the Courts and the Native Title Tribunal.
• Increase our ICT capability and align our ICT strategies to whole-of-government initiatives and standards.
• Strengthen cybersecurity protection to mitigate risks from current and emerging threats.
• Modernise systems and processes with the capacity to navigate and respond to change.
• Standardise systems and processes that allow us to rapidly respond to changes in organisational processes and client needs.
• Assist the Native Title Tribunal to reinvigorate applications and website to allow streamlined services to stakeholders.

People

We recognise that our people are the foundation of our success. The Listed Entity is committed to cultivating a diverse workforce with a rich blend of skills and life experiences. This will be instrumental in supporting the Courts and the Native Title Tribunal to deliver on their stated purpose and fulfil their goals and objectives.

Over the four years of this plan, we will:

• Commit to cultivating a workplace where employees feel valued, safe, and empowered to reach their full potential.
• Invest in our people and leaders to deliver the best outcomes and support a strong and respectful organisational culture.
• Implement and maintain a dynamic workforce planning model that attracts and retains talent, establishes career pathways, and provides development opportunities for all employees.
• Improve awareness and access to health and wellbeing resources, ensuring our workforce is productive, resilient, and safe.
• Enhance diversity awareness and promote inclusiveness through cultural competency training and the establishment of employee networks and diversity champions.
• Recognise and celebrate the achievements and milestones of our employees, instilling a sense of purpose and commitment to deliver government outcomes.
• Commit to reconciliation through a refresh of the Listed Entity’s Reconciliation Action Plan, focusing on relationships, respect, and opportunities.
• Provide timely and accurate support services to enable the Native Title Tribunal to implement corporate and capability frameworks.

Workforce capability

The Strategic Commissioning Framework is part of the Government’s commitment to reduce inappropriate outsourcing and strengthen the capability of the APS. The framework’s focus is on reducing outsourcing of core work. As such, under the framework APS employees will increasingly deliver the core work of the APS as outsourcing is reduced.

In 2024–25, the Listed Entity will reduce outsourcing of core work in line with the APS Strategic Commissioning Framework. Our targets for 2024–25 focus on reduced outsourcing of Human Resources, IT and Procurement work, with an expected reduction of $547,106.00 in 2024–25 in outsourcing expenditure. This will support the Listed Entity to build capability in-house and create additional development opportunities for the current workforce.