Capability

The Listed Entity’s success in achieving its goals over the next four years relies on continually evolving and leveraging its core capabilities through information technology (IT), our people and workforce capability planning, and investment in infrastructure.

Information and communication technology

Our investment in information technology capability is guided by Corporate Services’ strategic priority to deliver innovative, secure and integrated data and digital solutions.

Over the four years of this plan, we will:

• Improve service delivery through aligned digital platforms that are efficient, easy to use and tailored to the needs of the Courts and the Native Title Tribunal and their users.
• Invest in modern, robust platforms including the continued migration to cloud services that allow us to innovate and simplify our systems, and to leverage emerging technologies safely and securely.
• Continue building our internal IT workforce and align IT strategies to whole-of-government initiatives and standards.
• Strengthen cybersecurity protections to mitigate risks from current and emerging threats.
• Standardise systems and processes to allow us to rapidly respond to changes to organisational needs.
• Ensure close strategic alignment between digital investments, to maximise value and reusability of services.

People

Our investment in our people is guided by Corporate Services’ strategic priority to ensure we have valued, capable and empowered people.

The Listed Entity’s people are critical to enabling the Courts and the Native Title Tribunal to perform their functions effectively. We appreciate that our people underpin our success and cultivating an engaged and diverse workforce with a rich blend of skills and life experiences is instrumental in supporting the Courts and the Native Title Tribunal to deliver on their stated purpose and fulfil their goals and objectives.

To deliver on this commitment over the four years of this plan, we will:

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

The Listed Entity is committed to proactively contributing towards achieving the priority reforms articulated in the National Agreement on Closing the Gap. This includes supporting the Courts and the Native Title Tribunal in the development and implementation of further Reconciliation Action Plans, the continued development and delivery of tailored cultural learning, cultural safety and cultural competency training and education for Judges and staff and continued community engagement and consultation to ensure that policies and initiatives are appropriately co-designed and culturally responsive to the needs of communities.

Workforce capability

The Strategic Commissioning Framework is part of the Government’s commitment to reduce inappropriate outsourcing, strengthening the capability of the APS and reducing outsourcing of core work.

Under the framework APS employees will increasingly deliver the core work of the APS.

In 2025–26, the Listed Entity will focus on continuing to reduce outsourcing of core work in accordance with the APS Strategic Commissioning Framework and our internal targets. In 2024–25, we met our target of reducing outsourcing of Human Resources, IT and Procurement work by 5.5 full time equivalent employees. Our continued commitment to the APS Strategic Commissioning Framework will support the Listed Entity in building internal capability and facilitate development opportunities for our current workforce.

Infrastructure

Our investment in infrastructure is guided by the Corporate Services’ strategic priority to ensure that the facilities of the Courts and Native Title Tribunal are safe, secure, fit-for-purpose and accessible.

To deliver on this commitment over the four years of this plan, we will:

• Develop a strategic property plan for facilities maintenance and future tenancy requirements.
• Deliver major property projects, including additional migration capacity and associated works.
• Optimise workspaces to suit contemporary work practices.
• Update onsite and personal security arrangements for judges, staff and court users.