County Court of Victoria Strategic Plan 2014/ /18

Transcription

1 County Court of Victoria Strategic Plan 2014/ /18 October 2014

2 Table of Contents Introduction... 1 Who We Are... 3 Our Aspiration... 3 Our Purpose... 4 Our Values... 4 Strategic Intent... 5 Goals... 5 Priority Actions... 6 The County Court of Victoria, 250 William Street, Melbourne, Victoria ii

3 Introduction This Strategic Plan reflects the aspirations of the County Court of Victoria, drawing together the purpose and values that drive the work of the Court, and sets out the goals and priority actions for the period 2014/ /18. Consistent with previous Strategic Plans since 2010, the development of this Strategic Plan has been informed by the International Framework for Courts Excellence (IFCE). Using recognised organisational improvement approaches, the IFCE provides a methodology to guide a court to identify areas for improvement in the quality of the justice they deliver and in their administration, and to develop strategies to address these gaps with a view to improving the value of services a court offers its community. This Strategic Plan reflects the County Court s commitment to a process of continuous improvement in the seven areas of court excellence identified in the IFCE. Working within the IFCE framework maximises the Court s ability to accommodate current and anticipated challenges and identify improvement opportunities. Primary among these challenges facing the Court is the increasing demand on its resources due to both a higher volume of matters coming before the Court and the changing nature of those proceedings, including the expansion of judicial function in some areas. To address these and other challenges, we must persist in our efforts to reduce delay, increase efficiencies and promote judicial resilience in the face of heavy workloads and limited resources. A significant ongoing challenge for the Court remains the stabilisation and redevelopment of its out-dated mission critical IT system, the Case List and Management System (CLMS). The system constrains the Court s ability to manage risk, and improve productivity, and it does not meet the requirements for a modern and efficient court. The establishment of Court Services Victoria (CSV) on 1 July 2014 provides opportunities for growth and change at the County Court, and with those opportunities, new challenges. Now responsible for its own functioning, governance and strategy, there is greater scope for the Court to chart its own path in delivering the highest standard of justice to the community. In doing so however, the Court must learn how to best articulate and systemise the business of the Court, to measure performance, model for future demand and secure funding in the new operating environment. The County Court of Victoria, 250 William Street, Melbourne, Victoria 1

4 The key role of the Court Administration is to support the judges in performing their day-to-day work in the dynamic and ever changing environment in which they operate and to provide proactive and innovative responses to ensure that court services remain accessible, fair and efficient. Michael Rozenes Chief Judge Fiona Chamberlain Chief Executive Officer The County Court of Victoria, 250 William Street, Melbourne, Victoria 2

5 Who We Are The County Court of Victoria is the principal trial court in Victoria, occupying the intermediate tier in the hierarchy of Victorian courts. The Court s 65 judges, supported by close to 200 staff, finalise over 12,000 cases per year in its combined criminal and civil jurisdictions. Four County Court judges sit in other jurisdictions, including the Children s Court, the Coroner s Court and the Victorian Civil and Administrative Tribunal. In addition to proceedings at Melbourne, judges also hear cases at circuit courts in 13 regional centres. The Court s original jurisdiction in criminal matters covers all indictable offences except treason, murder and related offences. The Court deals with a broad range of criminal matters under both Victorian and Commonwealth legislation including serious theft, armed robbery, drug trafficking, sexual offences, fraud and dishonesty offences, culpable driving, serious assault and income and sales tax offences. The Court hears appeals that arise from the Magistrates' Court or from the Children's Court in respect of criminal and quasi-criminal matters. Appeals are also heard from the Family division of the Children's Court. The Court has unlimited civil jurisdiction and presides over commercial matters, building disputes and claims for damages arising from a wide range of incidents including medical negligence, serious injury and defamation. The Court is also able to hear Transport Accident Commission and Workcover matters. The civil jurisdiction constitutes approximately one third of the Court s work. The County Koori Court was established in 2008 and is the first sentencing court for Aboriginal offenders in a higher jurisdiction in Australia. The County Koori Court seeks to ensure greater participation of the Aboriginal community in the sentencing process of the Court via the involvement of Aboriginal Elders, Respected Persons and others, such as the County Koori Court Coordinator. The Court sits in the Melbourne County Court and at the Morwell and Bairnsdale Law Courts in Gippsland. Our Aspiration To deliver the highest standard of justice to the community we serve thereby inspiring public confidence in the rule of law. The County Court of Victoria, 250 William Street, Melbourne, Victoria 3

6 Our Purpose To be a leader in court excellence by hearing and determining disputes and administering justice in a fair, timely, transparent and efficient manner. Our Values The following values 1 guide the work of the Court: Respect To work cooperatively as a whole of court to ensure people who come in contact with the Court are treated well. Integrity To approach our work in an honest, ethical and reasonable manner. Fairness To treat people equally and impartially and to ensure equitable access to justice. Transparency To engage in open, reasoned and independent decision-making, underscored by clear, understandable processes. To be open and accountable in the provision of all court services. Timeliness To focus on delivering a quality service that is efficient and responsive. Professionalism To be competent and capable and to strive for continuous review of, and improvement in the work we do. 1 These values align with the ten values underpinning the International Framework for Court Excellence. The County Court of Victoria, 250 William Street, Melbourne, Victoria 4

7 Strategic Intent In addition to delivering services in line with our values, the Court operates with the following strategic intent: The work of our judges is the core of the services we provide. The Court will organise its operations to provide seamless, timely and effective support to judges; We recognise that the work of the Court is in all instances influenced and guided by the judges; We will implement strategies to ensure the Court is a physically and psychologically safe workplace for all judges and staff; We will work cooperatively at all levels to enable the Court to operate as an integrated, connected and purposeful organisation; We will connect with the court community and work collaboratively with other organisations to meet the needs of the community in line with the principles of access to justice. Goals In delivering on the Court s future plan and to ensure it performs its role consistent with its purpose and values, the Court will pursue the following strategic goals: Goal 1: Invest in our people to maintain a valued, diverse, skilled, effective and performance focused workforce. The most important resources of the Court are its people - the judges and the court staff who support them. In developing a flexible organisation with high morale and a culture of excellence, we will continue to encourage all judges and staff to embrace innovation, professional development and collaboration. Court leadership will provide the environment, resources, and training necessary to enable the delivery of the highest level of service. This will be complemented by action to manage judicial and staff workloads and to monitor the impact of the nature of the work of the Court on personal wellbeing. Goal 2: Continuous improvement of court services, systems and processes. The delivery of services in a professional and timely way is essential to achieving our purpose and the Court s aspiration. Efficient and streamlined systems not only offer better service to court users but also contribute to increased cost-effectiveness. The County Court of Victoria, 250 William Street, Melbourne, Victoria 5

8 The Court will pursue continuous improvement in all systems and processes, using available technology to increase efficiency, enhance ease of access and reduce costs. An appropriate focus on performance and measurement of outcomes is critical to promoting continuous improvement and ensuring that the quality of services provided is consistent with the Court s values. Goal 3: Accountability for the careful, efficient, and proactive management of court resources. Strong governance contributes to performance improvement. It also critical to the prudent management of finite resources in anticipation of future challenges and changes in demand. The Court will continue to strengthen governance and organisational structures to support effective resource management and to improve service delivery. Goal 4: Connect with the Court community A democratic society premised on the rule of law requires an informed public who support the judiciary and trust it to decide matters impartially, according to the law. As such the Court will actively promote public understanding of, and confidence in the judicial system. Transparency and accountability of court operations provide the public with confidence that valuable public resources are managed wisely, and that the court system operates with integrity and fairness. As such regular court communications will convey timely, accurate, and relevant information about the court. Strong relations with the Legislative and Executive branches of Government are important to the Court s ability to maintain and improve court operations and services. As such, we will constructively build and manage these relationships. This will be done in a way that respects the principle of judicial independence. Priority Actions Most of the priority actions detailed in this plan relate to year one of a three year rolling program designed to progress the Court towards fulfilment of its goals. The priority actions are key activities and do not represent a full Operational Plan for the Court. In addition to these actions, the Court will undertake a broad range of business as usual activities that support the delivery of the dayto-day operations. The Court is committed to undertaking both these standard operations and the priority activities to the highest professional standard. The County Court of Victoria, 250 William Street, Melbourne, Victoria 6

9 Goal 1 Goal 2 Goal 3 Goal 4 Invest in our people to maintain a valued, diverse, skilled, effective and performance focused workforce Continuous improvement of court services, systems and processes Accountability for the prudent, efficient and proactive management of court resources Connect with the Court community 1.1 Develop a learning and development framework and strategy for staff that aligns with the Court s business and strategic objectives. 1.2 Develop and implement a safe workplace strategy aimed at promoting physical and psychological safety via a wellbeing program. 1.3 Undertake 360 degree performance assessment of the Court Administration Executive Leadership Team. 1.4 Review and implement a targeted in-house professional development program for judges. 1.5 Design a tailored induction process for new judges. 1.6 Design and implement a Staff Engagement Process. 2.1 Complete Phase 1 stabilisation of the Case List Management System project. 2.2 Implement e-lodgement and electronic document management (imanage) for criminal cases in Melbourne. 2.3 Review the Court s values to ensure they are aligned with our Strategic Intent. 2.4 Act on the four priority improvement opportunities identified in the independent assessment of the Court s progress in implementing the International Framework for Court Excellence in late Develop and implement a Performance Reporting Framework. 2.6 Support the development and implementation of a mechanism, 3.1 Strengthen the Court s internal governance arrangements. 3.2 Develop and submit a BERC bid for the Case List Management System upgrade and judicial resources to respond to service delivery pressures. 3.3 Undertake a third International Framework for Court Excellence self-assessment. 3.4 Collaborate with Court Services Victoria to establish the Court s service requirements. 3.5 Develop and implement a project management framework. 3.6 Review and update court-wide Business Continuity Plan. 3.7 Introduce a Commercial List Co-ordinator in the Registry. 3.8 Establish a new County Court 4.1 Improve the Court s external online presence through a redeveloped Court website. 4.2 Establish and implement a strategy for the Court s engagement in law reform. 4.3 Develop and implement a Media Strategy for the Court. 4.4 Develop a Statement of Strategic Intent for the Court ( ). 4.5 Undertake a Court User Satisfaction Survey consistent with the International Framework for Court Excellence. The County Court of Victoria, 250 William Street, Melbourne, Victoria 7

10 Goal 1 Goal 2 Goal 3 Goal 4 Invest in our people to maintain a valued, diverse, skilled, effective and performance focused workforce Continuous improvement of court services, systems and processes such as a mentoring system, to enable judges to support each other to foster best practice in their judicial role. Accountability for the prudent, efficient and proactive management of court resources Legal Resource Centre and engage with the Law Library of Victoria to secure quality library services for the Court. Connect with the Court community 2.7 Implement a regular review process for optimisation of criminal and civil listings. 2.8 Develop and implement an IT engagement and governance model. 2.9 Implement and maintain a Business Continuity Plan for the Case List Management System Implement an updated e- Filing system for civil cases Implement Melbourne sittings of criminal cases at Geelong Revisit latest in court technology offerings to promote better functioning of the Court Undertake a review of the Serious Injury List to understand The County Court of Victoria, 250 William Street, Melbourne, Victoria 8

11 Goal 1 Goal 2 Goal 3 Goal 4 Invest in our people to maintain a valued, diverse, skilled, effective and performance focused workforce Continuous improvement of court services, systems and processes delays. Accountability for the prudent, efficient and proactive management of court resources Connect with the Court community 2.14 Develop and implement a civil pro bono scheme Pilot and evaluate a new team-based model for the management of criminal cases Develop and implement a system of archiving Develop and maintain an accommodation plan to meet the changing and future demands of the Court, both Melbourne and across Regional Victoria Review cash office systems and processes Develop and implement a comprehensive Information Management Policy to guide the release and publication of information Review and implement a new civil file format. The County Court of Victoria, 250 William Street, Melbourne, Victoria 9

12 Goal 1 Goal 2 Goal 3 Goal 4 Invest in our people to maintain a valued, diverse, skilled, effective and performance focused workforce Continuous improvement of court services, systems and processes 2.21 Develop and implement a Strategic Communications Plan. Accountability for the prudent, efficient and proactive management of court resources Connect with the Court community The County Court of Victoria, 250 William Street, Melbourne, Victoria 10

13 County Court of Victoria Strategic Plan 2014/ /18