1. Strategic Use of Client Feedback by Courts Experience of the Family Court of Australia AIJA Court Administrators’ Conference

2. Some messages from the FCA experience: n Courts need to adopt a business-like approach to management;

3. Some messages from the FCA experience: n Courts need to adopt a business-like approach to management; n A “business-like” organisation needs a strategic framework for embracing client/customer views to survive;

4. Some messages from the FCA experience: n Courts need to adopt a business-like approach to management; n A “business-like” organisation needs a strategic framework for embracing client/customer views to survive; n This means embracing client views across strategic, performance measurement, process improvement and complaints handling processes.

5. The FCA has embraced the Customer- Service Relationship Model: n In this, “the customer” (called “the client” in the Family Court of Australia) should be at the centre of an organisation’s concerns;

6. The FCA has embraced the Customer- Service Relationship Model: n In this, “the customer” (called “the client” in the Family Court of Australia) should be at the centre of an organisation’s concerns; n So that all elements within the organisation should be aligned to meet the needs and values of its “customers”.

7. The Model looks like this: Clients Service Strategy Systems & ProcessesJudges & Staff

8. A holistic approach is needed n Dealing with complaints is essential, but not enough;

9. A holistic approach is needed n Dealing with complaints is essential, but not enough; n A comprehensive and strategic focus to client feedback:

10. A holistic approach is needed n Dealing with complaints is essential, but not enough; n A comprehensive and strategic focus to client feedback: n demonstrates that Court’s value their clients;

11. A holistic approach is needed n Dealing with complaints is essential, but not enough; n A comprehensive and strategic focus to client feedback: n demonstrates that Court’s value their clients; n enables a structured approach to process improvement and greater likelihood of success (client behaviour has a huge impact on success/failure of initiatives); and

12. A holistic approach is needed n Dealing with complaints is essential, but not enough; n A comprehensive and strategic focus to client feedback: n demonstrates that Court’s value their clients; n enables a structured approach to process improvement and greater likelihood of success (client behaviour has a huge impact on success/failure of initiatives); and n provides more objective information, avoiding negativity and skewing effects of complaints.

13. How the FCA uses client feedback n Strategic level n “Value Creation Workshops” - strategic plan n Performance measurement - balanced scorecard/surveys Strategic Process Improvement Operational Components

14. How the FCA uses client feedback n Strategic level n “Value Creation Workshops” - strategic plan n Performance measurement - balanced scorecard/surveys n Process Improvement n Strategic process improvement projects - use of surveys and focus groups with consultants(eg, KPMG) n Analysis of complaints Strategic Process Improvement Operational Components

15. How the FCA uses client feedback n Strategic level n “Value Creation Workshops” - strategic plan n Performance measurement - balanced scorecard/surveys n Process Improvement n Strategic process improvement projects - use of surveys and focus groups with consultants(eg, KPMG) n Analysis of complaints n Operational components n Local client service improvement plans - local surveys and consultations n Analysis of complaints Strategic Process Improvement Operational Components

16. National initiatives underway FileAssessResolve PrepareJudge Trial Management Supervise Manage Urgent/Summary 1 2 3 4 d a b c Check Point 6 5 Resolution Management Underway 1.Dandenong Unrepresented 2.Newcastle Special Listings 3.Parramatta combine DirH/CC 4.Early Involvement/CaseFlow Mgmt 5. CaseTrack 6.Forms Review 7.Case Checkpoint - Adelaide e f g h i j 7 Planned a.Summary track b.Review of Counselling/Mediation c.Alternate Family Reports d.Measuring success of Interventions e.Information sessions f.Category of cases g.Independent expert advice h.Judicial conciliation iTrial Management options j.Outline of Case document k.Voluntary counselling options k 4