Produced by the Swedish National Courts Administration. Doc. no OPERATIONAL PLAN

Transcription

1 Operational Plan

2 Cover photo: The Finance Department Operational Planning Conference at Kålmården where the theme was External Analysis. Örjan Johnson, Head of Finance, and Ulf Berggren, Head of the Technology Unit, the Swedish National Courts Administration. Photo: Brita Nordholm. This page: The IT Information Conference held in November 2008 in Jönköping. From the left: Sören Sundquist, Office Services and Assistant Head of Security, Luleå District Court and the Norrbotten County Administrative Court, Rolf Carlsson, Head of Administration, Luleå District Court and Norrbotten County Administrative Court, Janette Johansson, Court Secretary, Västerbotten County Administrative Court, Veronica Ekdahl, Administrator, Skaraborg District Court. Photo: Patrik Svedberg.

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4 The fundamental objective of the Swedish National Courts Administration is to strengthen the independence of the courts and release time and resources for adjudication. Produced by the Swedish National Courts Administration Doc. no OPERATIONAL PLAN

5 1 Statement by the Director-General 2 Operational objectives 2.1 Commission and mandate 2.2 Operational objectives laid down by the Government in the Appropriation Directions for Internal control and supervision 4 Planning conditions 4.1 Financial factors 4.2 Competence provision 4.3 IT and technology development 4.4 Security considerations 4.5 Public image of the Courts of Sweden 5 Operations of the Swedish National Courts Administration 5.1 Current operations 5.2 Priority development areas 6 Organisation of the Swedish National Courts Administration 7 Reporting requirements and assignments in accordance with the Appropriation Directions for Feedback 7.2 Assignments OPERATIONAL PLAN

6 STATEMENT BY THE DIRECTOR-GENERAL 1 Statement by the Director-General The Swedish National Courts Administration will face major challenges in The generational shift is under way, the number of cases filed is rising and there is a constant need to reduce the number of cases pending. Efforts will obviously continue to focus on ensuring high quality in adjudication and enhance job satisfaction in the workplace. The report submitted recently concerning public trust and confidence in the courts highlights the need to intensify our work, enhance quality and be even better at meeting the expectations of the general public. At the same time, we are aware that our financial resources are more limited than in previous years. To discharge our duties satisfactorily, effective co-operation within the Courts of Sweden and with other agencies in the judicial system is imperative. One of the starting points will be to engage with the external world and not just react to it. In 2008, all departments made a comprehensive analysis of external factors and did so in a more concerted way than has been the case in the past. The findings have been compared with the strategic positions adopted a couple of years ago and form the basis of this operational plan. In order to improve the potential for achieving good results a clear operational strategy will be formulated. By continuing the co-operation with authorities outside the Courts of Sweden initiated in 2008, we will be able to make better forecasts of case flows. This is obviously an essential factor in preparing the budget prior to presentation to the Government. This will in turn determine the level of resources that can be allocated to the courts with the aid, for example, of the new resource allocation model that is in the process of being introduced. The provisions of adequate resources to the Courts of Sweden, and the allocation of resources between the courts in a fair and transparent manner, are prerequisites for cases being settled within a reasonable time, while still maintaining the quality of adjudication. This is also important in our ambition to maintain a good working environment, which is essential if we are to retain a competent workforce and offer an attractive workplace when recruiting new staff. Consequently, resource allocation will be an important issue during the coming year. The Swedish National Courts Administration is also required to create a good working environment in the Courts of Sweden by offering all employees a wide range of opportunities for competence development. A significant feature of this process is the establishment of the Courts of Sweden Judicial Training Academy, which will be inaugurated in January Other new features include courses for reporting clerks in administrative courts, a greater commitment to leadership training and the training of managerial staff in their role as employer. Competence development will also take place by supporting networks, especially for court secretaries. An evaluation of the working conditions of law clerks and legal clerks/assistant judges will be conducted, which will provide a means of ensuring that a career in the courts will continue to be attractive to young law graduates. The commitment to security issues will be maintained in order to provide a secure working environment for all employees. Efforts to raise the level of efficiency in every part of the system must continue in order to ensure that our financial resources are adequate. In the long term, more efficient working methods will result in greater job satisfaction. New technical solutions will continue to be provided although the courts need to communicate reactions and ideas. Rationalisation will take place largely through a continuous process of change at the different workplaces. An important task in 2009 will be to ensure a solid foundation for sharing the experience gained 6 OPERATIONAL PLAN

7 STATEMENT BY THE DIRECTOR-GENERAL from such changes with other courts, irrespective of whether they relate to organisational structures or the simplification of routine duties both large and small. In 2009, the future of the county administrative courts will be revealed. The property and environmental courts could also acquire different areas of competence. The complete or partial implementation of these proposals will entail major changes for the staff concerned and will impose a heavy workload on the courts and the Swedish National Courts Administration. For my part, I am looking forward to sustaining frequent contact with everyone who works in the Courts of Sweden in order to find out more about your requirements, working situation, working environment and other information necessary to consolidate and promote operational planning. Contact with other parts of the judicial system will also help to optimise our operations. Particular importance should be attached to the support we receive from the Supervisory Council. The Council brings together individuals from the Courts of Sweden, officials at other authorities and the Swedish Bar Association, thus providing a valuable diversity of views regarding our operations. All in all, there are excellent prospects that the work of the Courts of Sweden will continue to develop positively, both for those who work there and for the general public. Barbro Thorblad Director-General OPERATIONAL PLAN

8 OPERATIONAL OBJECTIVES 2 Operational objectives 2.1 Commission and mandate The task of the Swedish National Courts Administration (SNCA) is to provide administrative support and service to the general courts, the general administrative courts, the lease, rent and tenancy tribunals, the National Legal Aid Authority and the Legal Aid Tribunal. With due regard for the independence of the courts as enshrined in the Constitution, the SNCA shall, within its sphere of operations, provide administrative guidance and co-ordination in order to ensure that operations are in compliance with the law and are undertaken efficiently. The SNCA is also responsible for the development of legal information and for performing the duties laid down in the Legal Information Ordinance (1999:175). 2.2 Operational objectives laid down by the Government in the Appropriation Directions for 2009 With respect for the respective roles of the courts, the SNCA and other relevant public authorities, the SNCA shall create conditions for the Courts of Sweden to achieve its operational targets by lopmental and quality- enhancement measures, tion about the work of the Courts of Sweden, courts and other relevant authorities The Courts of Sweden shall work towards ensuring a long-term and adequate level of staffing by personnel with suitable training and know-how for them to perform their duties. It shall work towards achieving an equal gender distribution. It shall work towards achieving a greater proportion of employees who have a foreign background and also prevent and counteract any incidence of discrimination. It shall ensure a good working environment. The SNCA should take part in developing cooperation with other countries and also in peacepromoting operations, assuming that external funds are available. It may also take part in developing co-operation that is not classified as aid. The SNCA shall initiate and co-ordinate the international operations of the Courts of Sweden. 8 OPERATIONAL PLAN

9 INTERNAL CONTROL 3 Internal control The Government has identified a need for more evident control of Government authorities as well as enhanced accountability on their part. As a result, a partially new and partially amended framework within internal control came into effect on January 1, 2008 with regard to Government authorities. The purpose of the new framework is to clarify management responsibility and to provide a foundation for accountability and more effective and secure operations. The Government framework now requires those Government authorities that fall within the scope of the Ordinance (2007:603) on internal control to address, monitor and document the risks to which their operations are exposed in the process of achieving the desired results and complying with the requirements specified for their operations. The head of SNCA (the Director-General) bears ultimate responsibility for the internal control and shall ensure that the operations are run effectively, that they are reported with a true and fair view and that the authority exercises due care in the deployment of public funds. In accordance with the new instructions to the courts, the head of the court/tribunal is obliged to implement the internal control that rests with the SNCA. In the annual report, the Director General is required to submit an assurance of the adequacy and effectiveness of the internal control. This requires systematic and regular follow-ups and appraisals. The SNCA has thus begun to make systematic use of risk assessments to identify circumstances that constitute a risk that the requirements applicable to these operations will not be met in accordance with the Government Agencies Ordinance (2007:515). An efficiently conducted risk assessment can highlight threats that may exist due to controllable or non-controllable risks that may impact on the ability of the organisation to achieve its goals. In conjunction with the risk assessment, the administrative processes of the Courts of Sweden are also prescribed and documented in order to identify risks in these processes and to develop and improve operations. These risk assessments result in the formalisation of the control system and various control activities. In addition to these control activities, the SNCA will make annual visits to the courts, commencing in These visits are intended to function as a mutual quality enhancement measure, where the SNCA will disseminate positive examples and provide administrative assistance and support. This also gives the SNCA a solid foundation on which to improve manuals and instructions. Commencing in 2008, questionnaires are sent annually to the heads of the courts and are intended to provide a basis for continuing quality enhancement measures. This will also serve as a basis for the affirmation by the Director-General in the Annual Report. Internal control is to a large extent a matter of responsibility. Even if it ultimately rests with the management, all employees are expected to take part in internal control by actively participating in operational planning. OPERATIONAL PLAN

10 PLANNING CONDITIONS 4 Planning conditions In preparation for the planning period, the SNCA adopted a number of strategic positions that took the form of assumptions about possible future prospects for a number of areas within a timeframe of four to six years. These positions remain largely unchanged but certain segments have been revised following an analysis of external factors. In preparation for the planning period , these positions are described as planning assumptions. 4.1 Financial factors The budget of the Swedish courts is currently under severe strain and a considerable injection of resources will be necessary during the present planning period to enable the courts to operate and to cope with the constantly increase in the number of cases filed. The number of cases has risen sharply over a number of years, primarily criminal cases but also civil cases. The recent downturn in the Swedish economy will probably be reflected in a rise in the number of civil cases and bankruptcies. The duration and depth of this recession will determine the magnitude of its effect as well as Government prioritisation. The nature of the work of the Courts of Sweden is such that a stable financial base is essential. As judges have security of tenure, it is very difficult to change the size of the labour force from one year to the next. Furthermore, premises cannot be replaced at short notice, as they are specially adapted to the work of the courts. The Budget Bill for 2009 states that the Government will revert to the Parliament in the 2010 Budget Bill to provide a more detailed account of further additional resources and measures that will be required to allow the authorities in the judicial system to comply with stricter Government standards and to deal with the increasing number of cases. 4.2 Competence provision Competence provision is an important issue for the Courts of Sweden and will assume greater prominence in the immediate future. The courts will continue to have an urgent need to recruit qualified staff, as a large proportion of its workforce is approaching retirement age. The worsening economic situation will to some extent reduce competition for qualified staff in certain professional categories. However, it is predicted that competition for qualified legal staff will remain high. Rising crime and the increasing complexity of criminal and civil cases as well as cases in the administrative courts will place a greater burden on the judicial process. In order to address these problems, greater specialisation within a number of areas will probably be required. 4.3 IT and technology development The development of IT and technology in society in general, and within the Courts of Sweden in particular, is changing, and new forms of support are constantly evolving. This trend makes it possible to apply new working methods and achieve greater operational efficiency. The introduction of new technology support and IT solutions is governed by supply and demand. Not only is the product range changing at an increasing rate, stakeholders are intensifying their demands. This trend is having an impact on the court system and greater efforts will be devoted to IT and technology solutions in order to satisfy external expectations. The use of technical aids is expanding in scope and form. In this respect priority must be given to 10 OPERATIONAL PLAN

11 PLANNING CONDITIONS the judicial chain and rules need to be drawn up to govern how and to what extent the courts are to be provided with such technical aids. In view of the quantity of information in the systems currently being used by the courts, it is essential to maintain a high level of security in new technical solutions in order to safeguard information against harm and illicit use, The courts are faced with greater expectations in terms of access, service and transparency. The information requested must be provided using modern technology and working methods. The internet has had a major impact on education, access, dissemination of information and working methods. With the Government s e-administration plan it should be made as simple as possible for the highest possible number of people to exercise their rights and discharge their obligations, and to access the services provided by public authorities. The SNCA will continue in its endeavour to provide support and tools to allow the courts to satisfy both internal and external information requirements. The trend towards more widespread electronic data interchange between public authorities and the general public (e-administration) requires detailed legal analysis and in several instances constitutional amendments. Within the Courts of Sweden, co-ordination of the flow of information in the judicial system (RIF) is the foremost example of e-administration. 4.4 Security considerations Threats directed at individuals, information and property are growing in complexity and may cause considerable damage and injury should they be put into effect. This requires carefully assessed security levels and enhanced security awareness. Security efforts involve a constant process of cooperation between the SNCA, the courts and other public authorities within the judicial system. Experience indicates a greater general pattern of threats against various public authorities. When court buildings are rebuilt or new buildings erected, security issues will be given a high priority. 4.5 Public image of the Courts of Sweden The public image of the court system is shaped to a large extent by the media, which makes it essential that the courts possess the know-how and the means to make active use of the media as a means of communicating with the general public. A more active approach to the media on both the strategic and operational levels will result in a more accurate image of the work and thereby raise public confidence. OPERATIONAL PLAN

12 OPERATIONS WITHIN THE SNCA 5 Operations within the SNCA Organisation/working procedures Management/control Co-workers Co-workers Information Co-workers Current operations Co-workers Operational support Co-workers Co-workers Security Co-workers Competence provision The figure illustrates how section 5.1 Current operations and the SNCA workforce relate to section 5.2 Prioritised development areas Operations at the SNCA are multi-faceted and consist of ongoing activities, such as support and service for the courts, as well as development efforts aimed at promoting change. Section 5.1 Current operations presents those efforts that are constantly being made and which are instrumental in the success of all other operations. Section 5.2 shows the six prioritised development areas. There are set specific strategic targets for all ongoing operations and prioritised development areas. The method by which these targets are be achieved is described in individually adopted strategies. The activities described below are designed to contribute to achieving these set targets. 5.1 Ongoing operations Strategic objective The SNCA shall create added value for the courts by providing support and service. Strategy The SNCA shall and that of the courts concerning administrative matters fully acquaint itself with the conditions in which the courts operate tives of the courts tions in close co-operation with the courts provide, develop and manage administrative systems that have a high degree of accessibility and availability co-ordinate measures to satisfy the mutual needs of the courts within the judicial system and ensure a professional manner is adopted in dealings with other parties Legal operations The SNCA is assigned by the Government to conduct various legal enquiries. In the annual Appropriation Directions, the SNCA is obliged to evaluate measures such as proposed legislative amendments, different reforms etc. A number of referrals are responded to on an ongoing basis relating to a wide variety of topics, while information is provided on impending changes in legislation and similar measures. The SNCA represents the Government in certain claims for damages, decides on appeals in accordance with the Ordinance concerning Charges in General Courts, and also decides on appeals relating to requests for remission in accordance with 12 OPERATIONAL PLAN

13 OPERATIONS WITHIN THE SNCA the Ordinance on the Management of Government Receivables. In addition, it is responsible for its Statute Book (DVFS), for publishing reports of court cases and for representing the Government in trials where one of the parties is a public authority within the Courts of Sweden. The SNCA is represented in many different cooperation and reference groups, which usually consist of representatives from the other public authorities within the judicial system as well as different voluntary associations and special interest groups. In that sense the SNCA acts as an intermediary between these bodies and the courts and also to ensure that information is disseminated correctly and efficiently among those involved. Furthermore, the SNCA also takes part in different international reference groups. The SNCA publishes a number of manuals dealing with various aspects of the administration and enforcement of justice, the primary purpose of which is to provide information and function as training material. A user survey has been undertaken to further improve the manuals. The SNCA also publishes two different newsletters dealing with European law. The first mainly contains judgments from the European Court of Human Rights and is published eleven times a year. The second newsletter is devoted mainly to judgments by the European Court of Justice and is published eight times a year. These two newsletters are also published on the website for the Courts of Sweden Information The SNCA bears overall responsibility for the strategy, structure and content of internal and external information, and also offers strategic support to the authorities within its sphere with regard to information and communication issues. The SNCA operates a common intranet for the Courts of Sweden, which consists of information and functions that facilitate the daily work of the courts. Its management involves overall responsibility for structure and content as well as cohesion in the work through an editorial organisation. The SNCA manages and develops a common website; wwww.domstol.se. The primary target groups are the general public and the media. The SNCA also provides tools, support and training for the courts own websites. This site is intended to function as a complement to the personal contact in the courts and to provide answers to frequently asked questions. The SNCA produces a periodical (Domkretsen) that is published four times a year. The target group is staff in the court system and other persons who are interested in matters relating to the courts. There is also a newsletter (Chefsnytt) that is distributed to the head of every court in Sweden and which contains current information. The SNCA is responsible for the courts graphic platform, the purpose of which is to clarify for the general public the role of the courts. These publications have a uniform appearance that facilitates recognition by the recipient and enhances quality, while strengthening the identity of each individual court and the Swedish Courts as a single entity. The SNCA has produced a number of everyday tools for the courts, such as profiled document templates for the Microsoft Office package. The media group, which has accepted the task of being available for contact with the media, is provided with administrative support through regular meetings and training courses. The SNCA also strives to ensure that a strategy for the courts media contacts is formulated together with the media group. The purpose is to make the courts work more actively in dealings with the media. OPERATIONAL PLAN

14 OPERATIONS WITHIN THE SNCA Each year the SNCA designs, prints and distributes a number of graphical products, such as an address list, the annual report, a legal aid brochure, fee tables and electronic media presentations of the courts. On a daily basis, the SNCA provides the public and other interested parties with verbal and written information about the SNCA and the court system. It also receives visits from schools, other public authorities and associations of lay judges. The SNCA also participates in recruitment fairs for law students. Sweden s presidency of the EU will almost certainly require the SNCA to provide information about the Courts of Sweden in English to a greater extent than before. In order to meet this demand, the SNCA will continue to produce more material and information in English Provision of premises Court premises need to be renewed and altered for different reasons, such as accommodating organisational changes, demands for stricter security requirements and demands for modern, flexible workplaces. The task of the SNCA in this process includes playing an active role in ensuring that the courtrooms are designed in a manner that provides adequate security for both employees and the general public. As regards office design, it is desirable that the design adopted should support the emergence of new forms of collaboration between groups and individuals and also offer a high degree of flexibility. During the planning period major changes to court premises will take place, including those listed below. The Supreme Administrative Court will operate from a single site on Wallingatan in Stockholm from January 2009 and will remain there while permanent premises are being arranged on Riddarholmen, where it is expected to move in autumn of premises at the City Hall, which is currently undergoing major rebuilding and extension work. This move is expected to take place in September holm will move to a single site in the Old Riksdag building on Riddarholmen in autumn premises in a new court building in the centre of Sollentuna in August Court and the County Administrative Court will move into a newly constructed court building in autumn A number of major alterations to premises necessitated by organisational changes are described in section Organisation and working procedures. In its presentation to the Government, the SNCA has submitted proposals for reorganisation of first-instance administrative judicial proceedings. Should the Government decide to proceed, this will give rise to a considerable need for new premises for these courts at the end of the planning period Technology Modern technology is being installed continuously at the courts to support operations and ensure greater efficiency. The introduction of new technology will take place primarily during the previously described alterations to court premises that involve rebuilding and extension work. However, during this period new technology will also be installed in court buildings which are not subject to rebuilding or extension work. Technical security systems, such as intruder and personal assault alarms, CCTV, and entrance and access control systems will be installed as part of new construction projects, while existing facilities 14 OPERATIONAL PLAN

15 OPERATIONS WITHIN THE SNCA will be upgraded to meet stricter security requirements. The court television system consists of systems for video-conferencing during the hearings, audio and video recording and playback as well as presentation and information systems. Equipment for the recording and playback of examinations of parties etc, was installed during 2008 as part of the More modern court proceedings reform while presentation technology is being supplied continuously to the courts. Telephone switchboard systems and telephone and data communication networks require upgrading to ensure they meet the standards that are essential for modern, efficient operations. Upgrading and replacement take place in conjunction with new construction projects and where there is an urgent need. The Government-commissioned reform More modern court proceedings came into force on November 1, 2008 and has now entered the management and maintenance phase, which requires a modified support organisation that can satisfy the courts requirements in terms of access and a high level of service. Work on introducing these improvements started in the autumn of 2008 and will continue during In addition to the procurement of equipment and installation as part of current operations, service and support contracts for the equipment at the courts will be signed with installers and support organisations and these will also be followed up. Equipment for fixed-line and mobile telephone communication of speech and data will also be procured and central contracts will be signed in respect of this equipment Staff administration The SNCA is responsible for staffing and salary policies, negotiation issues, competence development and overall staff administration. In accordance with the Appropriation Directions, the SNCA will act to ensure an adequate, long-term supply of staff with competence appropriate to its operations, as well as a good working environment. A systematic approach is therefore essential when drawing up guidelines, general models and tools that can be used by the courts in their staffing operations. The SNCA will adopt a consultative approach and exercise both control and support functions with regard to the courts. A key task is to employ various measures to enhance the role of the employer and to ensure the employer s policy is understood by the workforce at all levels in the Courts of Sweden. During the previous agreement period, an agreement was reached on individually assessed salaries for all permanent judges. The ensuing review concluded, however, with a recommendation by the salary board which the employer accepted. Within the framework of the current central agreement, the SNCA has reached local agreements adapted to relevant operating conditions, and these were in turn delegated to local parties on both sides. During the planning period, salary reviews will be undertaken on January 1, 2010 for both unions (ST and Jusek). In addition, all three reviews will be evaluated during the agreement period. According to an agreement between ST and the Courts of Sweden, the first two reviews will be followed up and evaluated before the third review takes place. The courts request concerning vacant positions for judges is examined by the SNCA. During 2008, the SNCA examined ninety such requests. It is estimated that there will be similar figures during the coming period. The SNCA recruits and employs law clerks at the request of the courts. In 2008, a total of 464 were employed and it can be assumed that there will only be a slight variation in However, during the remainder of the period, numbers are more uncertain on account of the situation in OPERATIONAL PLAN

16 OPERATIONS WITHIN THE SNCA the economy. A harsh economic climate normally implies a risk that savings will be made by having fewer law clerks as these positions are for a limited term and a decrease in numbers would result in cutbacks and savings being rapidly achieved Financial administration The SNCA is responsible for the budget of the courts. One vital aspect of this task is to ensure that the costs can be financed and reported satisfactorily, both in the short term and the long term. An annual report is produced every year, and an interim report every six months, highlighting the economic situation. The annual report also analyses the results achieved by the courts and the tribunals and to what extent they have reached their stipulated objectives. These analyses of the influx of cases and the meeting of objectives provide an important basis for both financial forecasts and the allocation of resources among the courts. In February each year, a budget is submitted to the Government that contains forecasts, analyses and a request for appropriations the Courts of Sweden will require during the next three years. In 2009 there are plans to introduce systematic support for the work done by the courts in preparing budgets and forecasts. The SNCA follows up, analyses and forecasts the financial situation of the Courts of Sweden continuously in order to provide a stable basis on which to assess the economic situation. The SNCA is responsible for ensuring that current and monthly accounting by the courts is functioning efficiently. This involves, among other things, recording incoming and outgoing payments, managing fixed assets and loans, invoicing demands for payment, monitoring outstanding claims and collecting fees payable in the event of bankruptcy. One of the most central tasks of financial administration is the allocation of resources to the courts, and the budget is allocated among the courts largely according to the average number of cases filed during the last two years. A new resource allocation model that takes other workload indicators into account is being gradually introduced and is described in the section on Governance and Control. One key task is to provide details of financial and accounting issues, and up-to-date, relevant information should always be available from the Doris intranet. The SNCA produces monthly follow-ups of trends related to its objectives, and this information is available on its intranet Doris. A follow-up is also made of the results achieved by the courts in relation to the Government s operational goals and those of the courts themselves, for the coming year. Various key performance indicators are calculated for the courts which are used in comparative analyses of the courts resource needs and efficiency etc. The SNCA also collaborates with other authorities to produce forecasts of the influx of cases and court matters. One such forecast was handled by the Swedish Migration Board and was undertaken together with other authorities that are involved in the asylum process. An exchange of information between the authorities may result, among other things, in forecasts of the future case flow to the migration courts. Another area of collaboration, initiated in 2008, involves the authorities in the judicial chain and aims to permit evaluations and forecasts to be made of the workload throughout the entire chain. Some of this work will therefore consist of forecasting the number of incoming criminal cases at the courts IT operations The courts use IT to support and develop their operations and raise the level of operational efficiency. The Courts of Sweden, other authorities in the judicial system and, ultimately, the general public, all depend on the processing of information in the courts joint IT systems. 16 OPERATIONAL PLAN

17 OPERATIONS WITHIN THE SNCA An IT strategy has been drawn up for 2008 to 2011 and outlines operational goals, which include a continued focus on access, security and flexibility and retaining centralised operation of joint IT systems and services. It must also be ensured that the IT solutions under development meets the information security standards laid down by the SNCA, and observing environmental considerations by complying with environmental policy and objectives. The SNCA is responsible for operating, maintaining and upgrading joint court systems that it has either purchased or developed in house. This obligation can only be met by ensuring uniformity in terms of hardware, networks, IT security solutions, software purchases and systems developed in house that form part of the joint court environment and which are linked to the communication network (Domnät). Further responsibilities include procurement, purchases and installation of all the elements that form part of the joint environment. The communication networks are a vital component in this environment and both local (LAN) and wide area (WAN) networks must be of a high standard and will need to be raised even further more in the future to allow functions such as audio and video transmission. There will also be an increasing need for the Courts of Sweden to communicate with other public authorities, the parties in a case, the general public and companies Security Security issues dealt with by the SNCA involve the protection of individuals, property and information. Supporting the courts in their internal security work through training, information and consultation, helps to ensure safe, secure courts with a wellbalanced level of security. Here, the Administration co-operates with other authorities in the judicial system such as the Swedish Prosecution Authority, The National Police Board, the Swedish Prison and Probation Service and the Swedish Economic Crime Authority. To ensure that the SNCA deals with security issues that the courts consider to be of particular importance, a security group has been established within the Courts of Sweden. The group is intended to be a link between the SNCA and all the courts in the country. It also functions as a natural point of reference for the SNCA to check matters within the course of day-to-day operations. The composition of the group reflects a geographical spread, with the involvement of both smaller and larger general courts and administrative courts. Special attention has been devoted to the problems of inadequate security in conjunction with hearings held by county administrative courts on health service premises, which has been highlighted by several of these courts. Another crucial topic is undue influence, which refers to attempts to influence officials through methods involving harassment, threats, violence or corruption. Incident reporting is another important aspect of preventive security. Incident reporting provides the SNCA with a broad, overall picture of the security problems facing the courts and allows measures to match the underlying needs. It also allows positive and instructive examples and best practice to be communicated to other courts. Feedback of experience is one of the benefits of the incident reporting system Procurement Public procurement is an area undergoing rapid change. On January 1, 2008, a new Public Procurement Act (LOU) came into force. During 2010, the procedural aspects of the regulations will be reformed by incorporating the EU Remedies Directive into Swedish legislation. The regulations set high standards of competence for those who work with procurement and subordering. Since the regulations are complicated and OPERATIONAL PLAN

18 OPERATIONS WITHIN THE SNCA the volume of procurement and sub-ordering by the courts is on the increase, there is a considerable need for specialist competence within this field. As a result of the Remedies Directive, sanctions may be applied against those authorities which in their procurement obstruct the Public Procurement Act. This makes it even more important to ensure a high level of quality in the use of procurement and subordering. There has been an increasing emphasis on environmental and social issues in procurement and the SNCA intends to raise awareness of such issues within the Courts of Sweden and will seek to make full use of the opportunities offered by the Public Procurement Act in this respect. The SNCA provides skills, support and service in procurement with regard to both the formal, legal aspects, which are derived from the Public Procurement Act, and the financial objective of achieving the best possible deal. The target group for such help consists of buyers at the courts and executive officers at the SNCA. Procurement that impacts on overall operations is planned and undertaken by the SNCA in collaboration with the end-users and other stakeholders. The SNCA plans and implements various forms of ongoing information and training measures in procurement. Information about procurement and sub-orders is updated continuously on the external website, the Doris intranet and in the accounting manual Archiving The SNCA is responsible for general archiving issues for the courts and monitors relevant legislation. The archive strategy of the Courts of Sweden stipulates the existence of modern, rational archive management that supports operations and protects the public right to information and accessibility in accordance with current legislation. In order to facilitate the work in the courts, the SNCA offers information, advice and training and provides common archiving templates. Co-ordination between the different courts and between individual courts is essential. This may, for example, involve the co-ordination of the special archiving instructions adopted by the National Archives of Sweden. Other co-ordination issues may relate to transporting archives to an archive authority. It is practical for the SNCA and the archive authorities that decisions have been taken regarding applicable procedures in issues relating to the transfer of archives from a court to an archive authority etc. Accordingly, the SNCA and the National Archives of Sweden have signed general agreements on behalf of the courts that regulate principles and financial compensation to the archive authority. During the period , it is anticipated that issues relating to storage and discarding of information in operational support papers and printed documents will addressed. Existing disposal instructions need to be updated and reviewed, and there may be reasons to re-evaluate earlier decisions. There is also a need to co-ordinate regulations governing paper documents and digital registers. As in the case of other authorities, the Courts of Sweden will probably need to consider digital storage of documents. Attention will continue to be focused on archiving. The National Archives of Sweden is expected to amend the rules, which will mean that every authority/board or court will use process-oriented archiving. The SNCA will gradually draft new archiving documents for the different courts, which will be done by surveying operational processes at the courts and linking the archive documents to these processes. Templates and instructions will then be prepared, after which the archive staff will receive training. The National Archives of Sweden stipulate 18 OPERATIONAL PLAN

19 OPERATIONS WITHIN THE SNCA the application of its archiving models. The SNCA must produce specific archiving documents for the Courts of Sweden as a whole by the end of During this period, the technical support for archiving will need upgrading, while templates and guides will need to be modernised, monitored and evaluated on an ongoing basis, and updated with new information. Many projects carried out by the different units at the SNCA include archive issues, Here the Legal Department will contribute with its expertise. This may include e-archives for co-ordinating the flow of information in the judicial system (RIF), the development of the Vera operational support system or planning archive storage spaces for court buildings that have been newly constructed or rebuilt. Such archive issues will be particularly extensive in the event of court mergers and other organisational changes International co-operation Although development co-operation will continue to dominate operations during this period, the focus on civilian crisis management will continue to increase. However, it is difficult to clearly delineate between development co-operation and civilian crisis management efforts. In the light of the Swedish Presidency of the European Union, certain special measures will be taken during In 2009, development co-operation with Turkey will be the most extensive programme. As part of a bilateral programme, major efforts will be made to support the reform of the Turkish administrative courts in a bid to shorten turnaround times for cases. This year the emphasis will be on the regional administrative level. Another important project will focus on the relationship between the media and the judiciary as a means of increasing confidence in the Turkish courts. Projects related to delegation of tasks will also be carried out. Co-operation with Russia will be undertaken in the form of neighbourhood co-operation. Efforts will to some extent depend on whether or not Swedish aid to Russia is phased out completely. In the light of the financial situation of Courts of Sweden in the coming years, such co-operation will probably be limited in nature. Co-operation with countries in the Balkans will continue. Co-operation with Bosnia and Herzegovina will continue as an extension of the EU-funded project that was concluded in the summer of Co-operation with other Balkan countries, such as Kosovo, Serbia and Croatia, is possible. In this respect, foreign policy priorities will determine in part which measures will be selected. The Ukraine has for some time been a prioritised country for development co-operation and may be chosen within the next few years. Joint action, such as fact-finding measures and pilot studies, may be carried out together with other law enforcement authorities as a part of preparations for new engagements. The SNCA faces a growing expectation to provide experts for civilian crisis management measures and co-operate with other authorities for this purpose. The national strategy for Swedish participation in international peace and security support operations indicates that there is the political will to meet such expectations. More personnel for the Courts of Sweden will almost certainly be nominated for the EU Rule of Law Mission in Kosovo to refill posts, and/or for new posts. It cannot be ruled out that court staff will be nominated for other peace-supporting measures. The increasing demand for experts in crisis areas necessitates the provision of specialist training in risk protection or security sector reform (SSR) for example. It is expected that the number of requests from delegations from other countries to make study visits to the courts will remain at current levels. This OPERATIONAL PLAN

20 OPERATIONS WITHIN THE SNCA is also the case regarding participation in international seminars Operational support In September 2007, the SNCA established a unified operational support system to improve access for the courts and ensure a high level of service within central areas. It covers areas such as IT, operational support (Vera), courtroom technology and administrative support. Administrative support includes the Doris Intranet/Internet, EA-support, SIV, PA support and Palasso. The operational support system was evaluated in the autumn of At the meetings of the employer group, the heads of the courts were asked about functionality, handling people and competence in the operational support service. Operational support was consistently perceived as positive with a high degree of competence, professional treatment and access that meets the stipulated standards. The low call frequency during the late afternoon has led to amended opening hours, which from 2009 will be to Certain sections of the support service receive relatively few calls and in the current review one or more of the present options many be integrated into a different support section. This may be the case with SIV and Doris. Consideration is also being given to co-location of IT, Vera and courtroom technology in order to further enhance the level of service and eliminate any uncertainty in the choice of support section. Such a measure should enhance competence and increase support efficiency. The staff who perform operational support duties are to undergo further competence enhancement measures related to handling people etc Environment The SNCA will act to ensure that every court has its own up-to-date environmental policy with quantifiable goals and follow-up routines for target compliance. Guidelines and a template will be drawn up and distributed during the spring of Accessibility An action plan has been prepared to function as a tool for planning and following up accessibility issues within the Courts of Sweden. The goal is that neither visitors nor staff should be denied access on account of functional disability. Those areas that require further attention will be identified by producing current situation analyses and action plans. The action plan will cover premises, communications and information, as well as operations and staffing issues. The SNCA is responsible for renting all the premises used by the authorities within the court system, and it thus also assumes responsibility for producing an inventory of premises and remedying any possible shortcomings with regard to access. Such an inventory was undertaken during the period and the shortcomings identified will be remedied during the period The SNCA is responsible for taking stock of matters relating to access within the area of information and communications. However, the SNCA is not responsible for websites that are outside the joint solution. During the coming planning period, a number of activities will be undertaken in order to improve access in these areas. This may take the form of regular web editor training courses, an access review of the Doris intranet as well as using the expertise of language consultants. Each authority will be required to draw up its own access action plan and apply it to all its operations. The action plan may also contain supplements with regard to premises and information not covered by the overall action plan of the SNCA. 20 OPERATIONAL PLAN