Performance
Corporate Plan 2020-2021
This section sets out the intended actions and high-level activities that will contribute to the entity's purpose over the four years of this plan.
Program 1.1: Federal Court of Australia
Purpose
To decide disputes according to law as quickly, inexpensively and efficiently as possible.
Strategic objectives/themes
Deliver efficient and just dispute resolution.
Contribute to the Australian legal system — strengthen relations with court users.
Improve access to justice.
Build public trust and confidence.
How we will achieve our strategic objectives
- Extend the National Court Framework (and its core principles) across all of the Court’s legal operations to further support the effective case management and disposition of proceedings.
- Further develop non-traditional hearing types including digital and online hearings.
- Continue to enhance online access.
- Continue initiatives for court user ease of access to all services.
Key activities
For 2020–21 (and the outlook period 2021–2024), the Federal Court will progress the following key activities:
| Link to strategic objective | Goal | Target | |||
|---|---|---|---|---|---|
| 2020–21 | 2021–22 | 2022–23 | 2023–24 | ||
| Increase the mediation and case management support work for judges through implementation of the national arrangement for registrars. | x | x | x | x |
| Align Judicial Registrars to directly support National Practice Area (NPA) Coordinating Judges in the management of each NPA, and judges within each NPA more generally. | x | x | x | x |
| Develop, pilot and implement a best practice model that forms the basis of digital hearings. | x | |||
| Continue to implement improved web and digital services to increase ease of access to the Court. | x | x | x | x |
| Further develop and refine the best practice model that forms the basis for online hearings conducted by Microsoft Teams (or other suitable platform). | x | x | x | x |
| Develop tailored resources and educational materials via different channels to assist court users. | x | x | x | x |
| Develop and deliver seminars, lectures and training to improve access to justice, education on new services and other topics of relevance, including artificial intelligence. | x | x | x | x |
| Continue to align services with the Digital Transformation Agenda. | x | x | x | x |
| Develop new functional accommodation design principles to facilitate the use of new digital hearing technologies. | x | x | x | x |
How we will measure our performance
The key outcome measure for the Federal Court is contained in the Portfolio Budget Statements. Across its jurisdiction, the Court will apply and uphold the rule of law for litigants in the Federal Court and parties in the Tribunal through the resolution of matters according to law and through the effective management of the administrative affairs of the Court and the Tribunal.
The Court maintains two time goals to measure the performance of its work. All strategies and tactical plans are designed to support the achievement of these performance goals. The Annual Performance Statement will report on the success of the plan to achieve timely completion of cases.
| Performance criteria | 2020–21 Measure | 2021–22 Measure | 2022–23 Measure | 2023–24 Measure |
|---|---|---|---|---|
| Timely completion of cases | 85% of cases completed within 18 months of commencement | As per 2020–21 | As per 2020–21 | As per 2020–21 |
| Judgments to be delivered within three months | As per 2020–21 | As per 2020–21 | As per 2020–21 |
Intended results
- Increased mediation and case management support work for judges.
- Registrar resources utilised more effectively on a national basis to address workload demands.
- Continued improvement of the hybrid model of remote and in person hearings that emerged as a result of COVID-19.
- Improved multi-function facilities to accommodate remote hearings, enabling judges, witnesses and parties to be linked in to matters being heard in other locations, thus minimising travel expenses, improving access to justice and freeing up courtrooms for other hearings.
- Establish user groups for each NPA and improved liaison with the profession.
- Developed practices and procedures for NPAs.
- Continued ongoing support for judges through judicial education.
National Native Title Tribunal
Purpose
The Tribunal is an independent body established by the Native Title Act 1993 (Cth). The purpose of the Tribunal is to perform the functions conferred upon it by the Act in accordance with the directions contained in s 109, ethically, efficiently, economically and courteously, thus advancing the purposes underlying the Act, particularly reconciliation amongst all Australians.
Strategic objectives/themes
Support reconciliation and Indigenous workforce growth initiatives by performance of its statutory functions.
Enhance the delivery of our services.
Improve the accessibility and quality of our information to increase understanding of native title and the native title system.
Continue to implement services that reflect an understanding of the current and evolving needs of our stakeholders.
How we will achieve our strategic objectives
- Implement effective initiatives for recruiting and retaining Indigenous employees and developing and utilising their unique skills and knowledge.
- Ensure consistent service delivery with a focus on service excellence.
- Improve service delivery through ongoing innovation and focus on the needs of our stakeholders.
- Periodic review of organisational structure to enable flexible deployment of staff and resources.
- Ensure our website is current, fully describes available services, and meets stakeholders’ information needs.
- Identify operating efficiencies and cost-effective practices and processes.
Key activities
For 2020–21 (and the outlook period 2021–2024), the Tribunal will progress the following key activities:
| Link to strategic objective | Goal | Target | |||
|---|---|---|---|---|---|
| 2020–21 | 2021–22 | 2022–23 | 2023–24 | ||
| Deliver the 2020 Reconciliation Action Plan in partnership with the Federal Court. | x | |||
| Complete the Indigenous employment strategy in conjunction with the Federal Court and apply strategy to all recruitment activities. | x | x | x | x |
| Identify areas of service delivery where the use of technology can improve accessibility of information for Traditional Owners. | x | x | x | x |
| Develop internal knowledge, capability and culture to focus on service excellence. | x | x | x | x |
| Expand Tribunal online resources by continuing to assess our website, products and services. | x | x | x | x |
| Continue to enhance and improve the NTV plus visualisation tool. | x | x | x | x |
| Deliver tailored and culturally appropriate services in response to stakeholder feedback. | x | x | x | x |
| Develop partnership with key stakeholders to deliver education and specialised training. | x | x | x | x |
How we will measure our performance
The Tribunal strives to be an externally focussed organisation, responsive to stakeholder needs, and conscious of the role conferred upon it by Parliament. The Tribunal will look to stakeholders for their assessments of its performance. It will also publish, relevant statistics in the Report of the National Native Title Tribunal, which is included in the Federal Court of Australia’s Annual Report.
Intended results
- Indigenous workforce development opportunities identified and championed.
- Tribunal staff equipped and motivated to achieve high-quality results.
- A flexible workforce aligned to work needs and demands.
- Enhanced accessibility to Tribunal information and resources with increasing online delivery.
- A user friendly tool that supports the visualisation of native title by the general public.
- High quality Geospatial services compliant with industry standards.
- Effective working relationships with stakeholders.
- Increased knowledge in stakeholders and the wider community about the role and functions of the Tribunal.
Program 2.1: Family Court of Australia
Purpose
To help Australians resolve their most complex family disputes by deciding matters according to the law, promptly, courteously and effectively.
Strategic objectives/themes
Deliver just, efficient and effective dispute resolution of complex family law matters.
Ensure best practice in judicial and non-judicial processes.
Protect vulnerable parties and children.
Improve access to justice.
Build public trust and confidence.
How we will achieve our strategic objectives
- Develop harmonised family law rules and common case management processes.
- Strengthen the role of the Family Court as a specialist court for complex family law matters.
- Implement the Lighthouse Project and comprehensive information sharing with State and Territory child welfare authorities and police.
- Continue to enhance the role of registrars.
- Expand the provision of alternative dispute resolution within the Court.
- Improve strategies and processes to address family violence.
- Continue to improve online information and improve the efficiency of the Court through digital innovation.
- Improve the scope for information sharing and collaboration with other agencies to improve access and service delivery to court users.
- Review and improve the delivery of Child Dispute Services.
Key activities
For 2020–21 (and the outlook period 2021–2024), the Family Court will progress the following key activities:
| Link to strategic objective | Goal | Target | |||
|---|---|---|---|---|---|
| 2020–21 | 2021–22 | 2022–23 | 2023–24 | ||
| Work towards common case management and rules harmonisation within the family law system. | x | x | x | x |
| Maximise the role of registrars by increasing delegations and enhancing case management practices to ensure they provide specialist services to families. | x | x | x | x |
| Expand the provision of alternative dispute resolution within the Court, utilising registrars and family consultants. | x | x | x | x |
| Harmonise the Notice of Child Abuse, Family Violence or Risk of Family Violence. | x | |||
| Implement the Lighthouse Project involving risk screening using DOORS Triage, service referral and safety planning, and establishing the high risk Evatt List, to support families who may have experienced family violence and other risks. | x | x | ||
| Improve the digital capabilities of the Court by enhancing the digital court file, eFiling and other online services and digital processes. | x | x | x | x |
| | Enhance collaboration with agencies and service providers to facilitate information sharing when risks are alleged in family law proceedings. | x | x | x | x |
| | Review the Family Violence Best Practice Principles and Family Violence Plan. | x | x | x | x |
| Restructure the Court’s website to ensure all court users can easily access and understand key information. | x | x | ||
How we will measure our performance
The key outcome measure for the Family Court is contained in Outcome Two of the Portfolio Budget Statements. That is, to apply and uphold the rule of law for litigants in the Family Court through the resolution of family law matters according to law, particularly more complex family law matters and through the effective management of the administrative affairs of the Court.
The Family Court maintains three goals related to timely completion of cases. Strategies and priorities are designed to support the achievement of these performance goals. The Court’s Annual Performance Statement will report on the success of the plan to achieve timely completion of cases.
| Performance criteria | 2020–21 Measure | 2021–22 Measure | 2022–23 Measure | 2023–24 Measure |
|---|---|---|---|---|
| Timely completion of cases | Clearance rate of 100% | As per 2020–21 | As per 2020–21 | As per 2020–21 |
| 75% of judgments to be delivered within three months | As per 2020–21 | As per 2020–21 | As per 2020–21 | |
| 75% of cases pending conclusion to be less than 12 months old | As per 2020–21 | As per 2020–21 | As per 2020–21 |
Intended results
- Improved efficiencies and access to justice in family law through clear and harmonised rules and case management procedures.
- Improved case management through early registrar triage and safely conducted ADR and family dispute resolution (FDR), and increased judicial time to focus on the most complex disputes.
- Reduced delays and backlogs of pending family law cases, assisting litigants to resolve their disputes in a just and timely manner with simplified court procedures.
- Positive outcomes for children and families through increased information sharing and engagement with relevant stakeholders and other jurisdictions.
- Improved protection of vulnerable parties and children exposed to family violence and other risks through early risk identification, screening and assessment.
Program 3.1: Federal Circuit Court of Australia
Purpose
To assist with the effective resolution of disputes using streamlined procedures and appropriate dispute resolution processes to resolve matters as efficiently and cost effectively as possible.
Strategic objectives/themes
Deliver just, efficient and effective dispute resolution in family law, migration and general federal law matters.
Ensure best practice in judicial and non-judicial processes.
Protect vulnerable parties and children.
Improve access to justice.
Build public trust and confidence.
How we will achieve our strategic objectives
- Develop harmonised family law rules and common case management processes.
- Maximise the role of registrars.
- Implement the Lighthouse Project and comprehensive information sharing with state and territory child welfare authorities and police.
- Improve strategies and processes to address family violence.
- Continue to enhance online services and improve digital innovation.
- Improve the scope for information sharing and collaboration with other agencies to improve access and service delivery to court users.
- Expand the provision of alternative dispute resolution to suitable family law matters within the Court.
- Review and improve the delivery of Child Dispute Services.
Key activities
For 2020–21 (and the outlook period 2021–2024), the Federal Circuit Court will progress the following key activities:
| Link to strategic objective | Goal | Target | |||
|---|---|---|---|---|---|
| 2020–21 | 2021–22 | 2022–23 | 2023–24 | ||
| Work towards common case management and rules harmonisation within the family law system. | x | x | x | x |
| Maximise the role of registrars by increasing delegations and enhancing case management practices to ensure they provide specialist services to families. | x | x | x | x |
| Expand the provision of alternative dispute resolution to suitable family law matters within the Court utilising registrars and family consultants. | x | x | x | x |
| Harmonise the Notice of Risk. | x | |||
| Implement the Lighthouse Project involving risk screening using DOORS Triage, service referral and safety planning, and establish the high risk Evatt List, to support families who may have experienced family violence and other risks. | x | x | ||
| Improve the digital capabilities of the Court by enhancing the digital court file, eFiling and other online services and digital processes. | x | x | x | x |
| Identify opportunities to expand the use of online services to integrate court user needs, improve access and reduce cost. Scope the requirements with users and develop a project plan. | x | x | x | x |
| Work towards enhanced collaboration with agencies and service providers to facilitate information sharing when risks are alleged in family law proceedings. | x | x | x | x |
| Review the Family Violence Best Practice Principles and Family Violence Plan. | x | x | x | x |
| Restructure the Court’s website to ensure all court users can easily access and understand key information. | x | x | ||
| Continue to implement the Priority Property Pool 500 Pilot to provide a quicker, cheaper and simpler way of resolving family law property disputes involving small property pools. | x | x | ||
| Review the operation of Indigenous Lists in family law matters. | x | x | x | x |
How we will measure our performance
The key outcome measure for the Federal Circuit Court is contained in Outcome Three of the Portfolio Budget Statement. That is, to apply and uphold the rule of law for litigants in the Federal Circuit Court through more informal and streamlined resolution of family law and general federal law matters according to law, through the encouragement of appropriate dispute resolution processes and through the effective management of the administrative affairs of the Court.
The Court maintains three goals related to timely completion of cases to measure the performance of its work. All strategies and tactical plans are designed to support the achievement of these performance goals. The Annual Performance Statement will report on the success of the plan to achieve timely completion of cases.
| Performance criteria | 2020–21 Measure | 2021–22 Measure | 2022–23 Measure | 2023–24 Measure |
|---|---|---|---|---|
| Timely completion of cases | 90% of final order applications disposed of within 12 months | As per 2020–21 | As per 2020–21 | As per 2020–21 |
| 90% of all other applications disposed of within six months | As per 2020–21 | As per 2020–21 | As per 2020–21 | |
| 70% of matters resolved prior to trial | As per 2020–21 | As per 2020–21 | As per 2020–21 |
Intended results
- Improved efficiencies and access to justice in family law through clear and harmonised rules and case management procedures; and the implementation of key family law initiatives.
- Improved case management through early registrar triage and safely conducted ADR and FDR, and increased judicial time to focus on the most complex disputes.
- Reduced delays and backlogs of pending family law cases, assisting litigants to resolve their disputes in a just and timely manner with simplified court procedures.
- Positive outcomes for children and families through increased information sharing and engagement with relevant stakeholders and other jurisdictions.
- Improved protection of vulnerable parties and children exposed to family violence and other risks through early risk identification, screening and assessment.
Program 4.1: Commonwealth Courts Corporate Services
Purpose
To provide efficient and effective corporate services to the Commonwealth Courts and Tribunals.
Strategic objectives/themes
Deliver efficient corporate services to each Commonwealth Court and Tribunal.
Build an agile, skilled and engaged workforce.
Optimise technology to support judicial, registry and corporate services functions.
Improve access to justice.
How we will achieve our strategic objectives
- Streamline processes and procedures to identify efficiencies.
- Further refine business processes to streamline the functions of corporate services.
- Build and sustain an engaged workforce who are passionate about working together to achieve the vision.
- Strengthen the leadership group.
- Create a high performance culture.
- Modernise technology to improve quality and range of services.
- Maintain a quality, contemporary and efficient IT environment.
- Improve the Courts’ key business systems.
Key activities
For 2020–21 (and the outlook period 2021–2024), Corporate Services will progress the following key activities:
| Link to strategic objective | Goal | Target | |||
|---|---|---|---|---|---|
| 2020–21 | 2021–22 | 2022–23 | 2023–24 | ||
| Continue to enhance and further refine the risk and emergency management framework. | x | x | x | x |
| Assess the entity property portfolio for capacity to address longer term requirements. | x | x | x | x |
| Modernise and renew security equipment and systems, as funding permits. | x | |||
| Deliver quality property projects to support expanded work in jurisdictions, as funding becomes available. | x | x | ||
| Provide enhanced support to staff to assist in effective and commercial sound procurement decisions. | x | x | x | x |
| Continue to implement staff resilience and wellbeing training. | x | x | x | x |
| Leadership development. | x | x | x | x |
| Continue to develop and enhance training documentation and programs (classroom and online) for the entity. | x | x | x | x |
| Deliver a common web platform for the entity. | x | x | x | |
| | In line with the Government’s bargaining framework, commence discussions and negotiations for a replacement enterprise agreement for the entity | x | x | ||
| | Increase workforce planning and capability actions to support the APS workforce strategy for COVID-19 learnings and reform. | x | x | x | x |
| | Deliver the 2020 Reconciliation Action Plan in partnership with the National Native Title Tribunal | x | |||
| | Complete the Indigenous employment strategy in conjunction with the National Native Title Tribunal and apply strategy to all recruitment activities. | x | x | x | x |
| | Review work practices to ensure they are aligned to our workplace continuity plans | x | |||
| | Implement a new document management system. | x | x | x | x |
| | Migrate all Courts and Tribunals to new integrated case management system. | x | x | x | x |
| | Maintain appropriate courtroom technology equipment lifecycle. | x | x | x | x |
| | Consider experience during COVID-19 for new technologies solution to support digital and/or video conferenced hearings. | x | |||
How we will measure our performance
The key outcome measure is contained in Outcome Four (program 4.1 and 4.2) of the Portfolio Budget Statements. That is, improved administration and support of the resolution of matters according to law for litigants in the Federal Court, the Family Court and the Federal Circuit Court and parties in the Tribunal through efficient and effective provision of shared corporate and registry services. The Court’s Annual Performance Statement will report on the success of the plan to achieve efficient and effective corporate services.
| Performance criteria | 2020–21 Measure | 2021–22 Measure | 2022–23 Measure | 2023–24 Measure |
|---|---|---|---|---|
Efficient and effective corporate services | Corporate services to be provided within the agreed funding | As per 2020–21 | As per 2020–21 | As per 2020–21 |
Intended results
- Improved security in all court premises.
- Increased digital capability to support the growth in online hearings and other digital initiatives.
- Improved website information to better support self-represented litigants and other litigants.
- Implement a five-year strategic property plan.
- Completed Sydney criminal jurisdiction stage one fit out and the corporate services property fit out
- Improved training documentation and programs for risk and procurement.
- A revised workforce planning model to capture key learning from the COVID-19 period to ensure we have a diverse, skilled and agile workforce to support the work of the Courts and the Tribunal into the future.
- Revised work practices that align to our workplace continuity plans.
Program 4.2: Commonwealth Courts Registry Services
Purpose
To provide efficient and effective registry services to the Commonwealth Courts and Tribunals.
Strategic objectives/themes
Deliver efficient registry services to each Commonwealth Court and Tribunal.
Build a service-oriented and digitally savvy workforce.
Deliver a consistent registry service experience to all users.
Improve access to justice.
How we will achieve our strategic objectives
- Develop leadership and service delivery capability.
- Realise the benefits of the Digital Court File.
- Deliver a new service model for integrated Commonwealth registry services.
- Leverage and scale the National Enquiry Centre.
- Improve in-court technical support.
- Implement and deliver digital litigation support to the judiciary, profession and litigants.
Key activities
For 2020–21 (and the outlook period 2021–2024), Registry Services will progress the following key activities:
| Link to strategic objective | Goal | Target | |||
|---|---|---|---|---|---|
| 2020–21 | 2021–22 | 2022–23 | 2023–24 | ||
| Establish leadership forums for managers and team leaders for information sharing and problem solving. | x | x | x | x |
| Provide enhanced support and training for in-court technology, digital hearings and online hearings through the establishment of a Digital Practice Team. | x | x | x | x |
| Implement business process changes to complement the rollout of the Digital Court File. | x | x | x | x |
| Review the model for the management of general federal law enquiries. | x | x | x | x |
| Enhance National Enquiry Centre systems and capability. | x | x | x | x |
| Design and implement a new service model for integrated registry services. | x | x | x | x |
How we will measure our performance
The key outcome measure is contained in Outcome Four (program 4.1 and 4.2) of the Portfolio Budget Statements. That is, improved administration and support of the resolution of matters according to law for litigants in the Federal Court, the Family Court and the Federal Circuit Court and parties in the Tribunal through efficient and effective provision of shared corporate and registry services. The Court’s Annual Performance Statement will report on the success of the plan to achieve correct information, timely processing of documents and efficient registry services.
| Performance criteria | 2020–21 Measure | 2021–22 Measure | 2022–23 Measure | 2023–24 Measure |
|---|---|---|---|---|
| Correct information | Less than 1% of enquiries result in a complaint about registry services | As per 2020–21 | As per 2020–21 | As per 2020–21 |
| Timely processing of documents | 75% of documents processed within three working days | As per 2020–21 | As per 2020–21 | As per 2020–21 |
| 90% of documents processed within five working days | As per 2020–21 | As per 2020–21 | As per 2020–21 | |
| Efficient registry services | All registry services provided within the agreed funding and staffing level | As per 2020–21 | As per 2020–21 | As per 2020–21 |
Intended results
- Effective and efficient use of available resources.
- Quality, timely and consistent information for all court users across all Courts and the Tribunal.
- Enhanced access to justice services through digital technologies.
- An environment that focusses on safety for court users experiencing family violence.
- Flexible and remote modes of working introduced.
