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ContentsSection 4 Legal and Support Services 100

Community Relations Division 101Legal Management Service 102Legal Representation Office 103Public Defenders Office 104NSW Sentencing Council 106

Regulatory Services 107

Legal Profession Admission Board 108Legal Profession Advisory Council 109Professional Standards Council 110Office of the Legal Services Commissioner 111

Corporate Services 113

Asset Management Branch 117Finance and Strategy Branch 119Human Resources Branch 120Information Services Branch 121Reporting Services Branch 122Law Courts Library 123Library Services Division 123Communications Unit 124Diversity Services Unit 124Corporate Services Unit 125

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Attorney General’s Department of NSWAnnual Report 2005-2006

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Legal and Support Services CommunityRelationsDivision 101 LegalManagementService 102 LegalRepresentationOffice 103 PublicDefendersOffice 104 NSWSentencingCouncil 106

Provide a range of legal services to the Attorney General, the government and those members of the community entitled to legal assistance

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Members of the Vanuatu legal profession and judiciary outside the Port Vila Supreme Court.

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LEGAL & SUPPORT SERVICES (CONTINUED)

Community Relations DivisionWhat it is

The Community Relations Branch (CRD) provides advice and

services to the Attorney General and the Government, including

responding to members of the community and stakeholders.

What it does

The CRD is the primary contact point for members of the public

who raise questions with the Attorney General, and for members

of the public, legal practitioners or justice agencies who make

applications to the Attorney General in accordance with a range

of legislation. This involves a wide range of legal issues including:

legal assistance; litigation and applications for indemnities and

recovery corrections.

When necessary, the Division also supports business centres

and other AGD agencies in their relationship with clients, particularly

with complaints-handling and client feedback. It also processes

Freedom of Information Act 1989 (NSW) applications.

The CRD also has responsibility for appointing NSW Justices of the

Peace (JPs) and informing them about changes to the legislation.

What it achieved in 2005–06

Record levels of correspondence

During 2005–06 the CRD addressed public concerns about

sentencing in sexual assault matters, hit-and-run drivers and

animal cruelty. It also responded to concerns relating to gay and

lesbian parenting, daylight saving, a Charter of Human Rights for

NSW and amendments to the anti-discrimination law.

The Branch finalised 11,046 items of correspondence, 83 per cent

within 21 days (a 22 per cent improvement over 2004–05).

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John Feneley - Assistant Director General - Legal Services. (Executive Committee member not present on page 11)

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A record number of JPs

In 2005–06, the CRD appointed 21,848 new JPs for a total of more

than 35,000 JPs as a result of new arrangements.

Plain language advances

The CRD’s commitment to using easier-to-understand language in

departmental and ministerial correspondence with the public led to

a major overhaul in its correspondence templates and precedent

library during the year.

Planning for the future

The FOI/Privacy e-learning Project, following a pilot phase, will be

introduced on Infolink during 2006–07.

Legal Management ServiceWhat it is

The Legal Management Service (LMS) is a consultancy and advisory

service for legal management, education and training.

What it does

The Service helps NSW Government agencies review, assess,

restructure and source legal work. It provides information, including

publications, on legal resources and legal management policies,

and contact details for specialist public sector lawyers.

The LMS also manages the AGD’s provision of assistance to

overseas public sector legal agencies, particularly for Vanuatu.


Restructure of the Service

The Council on the Cost and Quality of Government agreed that

NSW agencies would benefit from a greater level of coordination

and oversight for legal services.

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Under new laws Justices

of the Peace (JP) are

reappointed every

five years.

This year the JP section of

the Community Relations

Division, coordinated a

promotional campaign

to encourage those who

became JPs before 8

December 2003, to reapply

by 31 August 2006.

Details: www.lawlink.nsw.

gov.au/jp

Marilyn Curphey, a Justice of the Peace in Albury.Photo courtesy of the Border Mail, Albury-Wodonga

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The ongoing Vanuatu Legal Sector Strengthening

Program (VLSSP)

The VLSSP was launched in December 2000 after the NSW AGD

was contracted to manage the project on behalf of AusAID, the

Commonwealth Government agency that oversees Australia’s

international aid program.

In 2005–06, AGD assisted AusAID and the Government of

Vanuatu to design a $10 million five-year support project.

The VLSSP’s specific achievements during 2005–06 include

Vanuatu’s first-ever Law Week, two three-month placements

of ni-Vanuatu legal officers to gain experience in Australia, a

week-long advocacy workshop facilitated by eight Victorian

barristers and continuing legal education workshops.

Plans for the future

The LMS will work with the Premier’s Department to increase the

coordination and oversight of legal services across NSW agencies.

Legal Representation OfficeWhat it is

The Legal Representation Office (LRO) was established in 1994

to provide advice and representation in relation to the Royal

Commission into the NSW Police Service. It was retained to do

the same for the Police Integrity Commission (PIC) set up as a

result of the Royal Commission and the Independent Commission

Against Corruption (ICAC).

What it does

The LRO provides free, independent legal assistance to witnesses

involved in the ongoing PIC and ICAC investigations, Royal

Commissions of Inquiry, limited Coronial Inquests, and any Special

‘I hope in some small way our Department’s assistance in ensuring

a stable and fair justice system will be the foundation for a

brighter future for the people of Vanuatu’

Effective consultation

Michelle Brazel, head

of AGD Legal Management

Service, has been

instrumental in ensuring

all the members have been

consulted and are happy

with the coming year’s

program of activities.

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Commissions of Inquiry such as the Special Commissions of Inquiry

into the Waterfall Rail Accident and the Campbelltown and

Camden Hospitals.

The LRO is available to advise people who are requested by the PIC

or the ICAC to attend an interview or served with a notice to provide

a statement of information.


Client assistance

In 2005–06, LRO provided legal representation to 105 clients:

46 per cent at PIC and 54 per cent at ICAC.

Providing support where it is needed most

The LRO also delivered legal assistance in regional areas of NSW.

It assisted the Legal Aid Commission of NSW (LAC) in the case

management of a large and potentially expensive series of criminal

trials and in delivering legal services to disadvantaged people

in Burwood.


The LRO is committed to the delivery of high-quality, cost-effective

and timely services to its clients whenever the need arises.

Public Defenders OfficeWhat it is

The Public Defenders Office (PDO) provides salaried barristers as

public defenders, independent of the Government. They are

appointed as statutory officers under the Public Defenders Act 1995.

What it does

The PDO provides high-quality legal representation for people

charged with serious criminal offences who have been granted

legal assistance as defined by the Act. Most of the PDO’s work

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Information Sessions have been held to provide staff with details about the planned 2007 head office move to the Parramatta Justice Precinct.

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(about 88 per cent) comes from the NSW Legal Aid Commission,

with the balance coming from Aboriginal Legal Services and

community legal centres.

Its focus is on providing representation in more serious, complex and

lengthy criminal matters. The PDO also has a significant High Court

and Court of Criminal Appeal practice.

The PDO barristers play an important role in community legal

education. They speak at numerous continuing legal education

seminars and conferences, as well as coaching schools in mock trial

competitions, and participating in Law Week activities. Barristers

also participate in regular training sessions for the Aboriginal Legal

Services, including regional services, and assist the Bar Association

with their reading program for new barristers.


Hundreds of parties represented

In 2005–06 the PDO provided representation in 926 matters,

including 68 Supreme Court trials and sentence matters, 387

District Court trials and sentence matters and 277 appeals including

High Court appeals. In addition, the PDO provided representation

in the Solomon Islands as part of an agreement with AusAID and

represented in two appeals before the Darwin Court

of Criminal Appeal.

The PDO provided legal representation in 108 matters briefed by

the Aboriginal Legal Services throughout the State.

Assisting the profession

One of the PDO’s functions is to be available as a resource to the

legal profession, providing advice and guidance in criminal law

matters. Last year, the Office assisted 484 requests for advice.


The PDO looks forward to implementing a new, more efficient

brief-management system.

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NSW Sentencing CouncilWhat it is

The independent NSW Sentencing Council consults and advises

the Attorney General on sentencing issues.

What it does

The Council advises the Attorney General regarding offences

suitable for standard non-parole periods and their proposed

length, and advises and consults on matters suitable for guideline

judgments. It monitors and reports annually to the Attorney General

on sentencing trends and practices, including the operation of

standard non-parole periods and guideline judgments. It also

prepares research papers or reports on subjects in connection

with sentencing.


Influential new papers

The Council presented a paper on the Role of Sentencing Advisory

Councils to the National Judicial College of Australia’s National

Sentencing Conference in February 2006. It also released a number

of other papers, including Seeking a Guideline Judgment on

Suspended Sentences. Other Council publications are available

at www.lawlink.nsw.gov.au/lawlink/scouncil/ll_scouncil.nsf/

pages/scouncil_reports.


The Sentencing Council will review its operations with the aim of

identifying the best approaches to determining sentencing.

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Sentencing Council of NSW 2005–06.

‘The Sentencing Council’s new

members will advise, and consult with, the Attorney General on sentencing issues.’

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LegalProfessionAdmissionBoard 108 LegalProfessionAdvisoryCouncil 109 ProfessionalStandardsCouncil 110 OfficeoftheLegalServicesCommissioner 111

Assisting the community to receive professional services that are affordable and accountable

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Regulatory ServicesArtist Impression – Parramatta Justice Precinct 2007.

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Central to the Department’s

2006 Law Week activities

was the statewide launch

and hundreds of school

readings, of the children’s

educational book Why

Should I? A fun way to learn

about the law.

Targeting 8-12 year olds,

and covering the civics

and citizenship syllabus

in New South Wales

primary schools, the book

uses cartoons, humour

and group exercises to

encourage primary school

children to read about the

law, understand it and

research it further.

AGD staff, solicitors and

barristers read the book

to over 15,000 students at

about 500 primary schools

across the state.

REGULATORY SERVICES (CONTINUED)

Legal Profession Admission BoardWhat it is

The Legal Profession Admission Board (LPAB) is a self-funded

body responsible for making rules for and approving the admission

of lawyers and appointment of public notaries.

What it does

The LPAB is unique in Australia by offering a Diploma in Law

course providing an accessible and affordable pathway towards

legal practice in NSW. Other LPAB functions include assessing

and accrediting academic legal and practical training courses,

maintaining the rolls of lawyers and public notaries, and assisting

the Supreme Court in the conduct of admission ceremonies.


Following the conclusion of a major review of practical legal training

courses the Board decided to require from NSW practical legal

training providers an annual reconciliation of each course’s content

against the national practical training competency standards.

New rules for legal practitioners

The Board adopted new Legal Profession Admission Rules to reflect

changes in legal profession admission arrangements.


The Board plans to develop a new website to improve access to

information for staff, clients, overseas lawyers and the public. It will

also review rules and procedures for the granting of academic and

practical training exemptions to overseas lawyers seeking admission

in NSW. A new Student Record System will also be investigated.

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Legal Profession Advisory CouncilWhat it is

The Legal Profession Advisory Council (LPAC) is a statutory

body established in 1987.

What it does

The Council’s role is to monitor the functions of the legal

profession in NSW.


Working papers aimed at achieving better outcomes

The Council produced a paper on information barriers as a strategy

for managing conflicts of interests and drafted a submission to the

Law Society Ethics Committee on best practice when leaving firms.

The Council also investigated opportunities for action resulting from

the communication skills discussion paper produced by LPAC in

2004–05. In addition, LPAC worked on the legislative provisions

concerning conditional cost agreements and uplift fees.


In June 2006, the Attorney General advised that the LPAC would

be abolished when the current members’ terms come to an end in

December 2006, as regulatory decisions will be made at a

national level.

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Professional Standards CouncilWhat it is

The Professional Standards Council is an independent statutory

body established and administered under the Professional

Standards Act 1994.

What it does

The Council approves and monitors professional standards

schemes that aim to improve professional standards, protect

consumers and limit the civil liability of professional and other

occupational groups.

The scheme used to promote self-regulation by occupational and

professional groups is the Cover of Excellence®. This scheme is for

members of occupational associations committed to high ethical

standards. They can use its logo as a symbol identifying them as

professionals covered by a professional standards scheme.


Review of the Council’s application processes

A major review of the application processes has been undertaken,

with new guidelines drafted for most jurisdictions.

Administering and approving professional

standards schemes

The NSW Council continued to administer eight schemes covering

occupational associations representing solicitors, barristers,

accountants, forensic engineers, land surveyors and valuers. Seven

are due for renewal in the next two years. The Council is reviewing

an application for approval of a scheme by another engineering

association, and is currently analysing a scheme submitted by an

association of computer professionals.

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The NSW Professional

Standards Council is

driving the implementation

of national professional

standards legislation.

As an independent statutory

body administered under the

Professional Standards Act

1994, the council approves

and monitors the Cover of

Excellence scheme.

This scheme aims to

improve professional

standards, protect

consumers and limit the civil

liability of professional and

other occupational groups.

Occupational and

professional associations

apply to the council to have

a scheme approved.

The Professional Standards Council team includes, from left, Graduate Legal Officer Jonathan Lee, Executive Officer Kate Sainsbury and Administrative Officer Mary Abi-Younes.

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Proposed legislative amendments

The Council proposed legislation to allow for the mutual recognition

of schemes across jurisdictions.

Planning for the future

During 2006–07, the secretariat to the Council plans to finalise the

review of the Council’s decision-making processes, including the

annual reporting guidelines, a major review of the Policy Statement

on Professional Indemnity Insurance, a review of all other policies and

the adaptation of those policies for each State or Territory jurisdiction.

The secretariat will continue to contribute to legislative reform,

including encouraging the mutual recognition of all schemes.

Office of the Legal Services CommissionerWhat it is

The Office of the Legal Services Commissioner (OLSC) is a

co-regulator with The Law Society and Bar Association and receives

complaints about solicitors, barristers and licensed conveyancers

in NSW. It oversees the investigation of complaints about the

conduct of practitioners, and plays a major role in resolving

consumer disputes.

What it does

The OLSC’s main role is to improve consumer satisfaction with legal

services by responding to complaints and promoting compliance

with high professional and ethical standards.


Implementing new legislation

The new Legal Profession Act 2004, commenced in October 2005,

considerably expanded the Office’s powers. All reference material

had to be rewritten to reflect the new legislation.

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Steve Mark, Legal Services Commissioner.

‘Every one of us can help by treating others

the way we expect to be treated - with

respect and fairness.’

The ‘re:spect’ campaign is a central part of the Department’s Right to Dignity at Work program.

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The Incorporated Legal Practice Unit’s first year

The Incorporated Legal Practice Unit completed its first full year

overseeing the regulation of 600 incorporated legal practices and

ensuring they are fully compliant with the Act.

Ongoing research

The OLSC continued to monitor trends in complaints against

practitioners and assess the impact of recurrent complaint issues

such as costs, advertising and conflict of interest. This information

was used in research and policy papers, including work on the

Cost Review Panel Report and a major discussion paper on

Conflicts of Interest.

ISO 9001 accreditation

The OLSC’s most ambitious task for 2005–06 was to seek

accreditation to ISO 9001, the international standard model for a

quality management system. The first part of the process required a

complete review of practices and procedures.

All staff were extensively trained in every aspect of OLSC procedures

to ensure they completely understood the Quality Systems Manual

and could readily identify the responsibility and tasks of each other

and other departments.


The OLSC aims to continue to deliver a responsive service to

complainants while ensuring that practitioners are treated fairly.

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AssetManagementBranch 117 FinanceandStrategyBranch 119 HumanResourcesBranch 120 InformationServicesBranch 121 ReportingServicesBranch 122 LawCourtsLibrary 123 LibraryServicesDivision 123 CommunicationsUnit 124 DiversityServicesUnit 124 CorporateServicesUnit 125

Provides strategic corporate management services to support business and operational

imperatives by promoting organisational excellence and best business practice.

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Corporate Services Division

The current res:pect campaign featuring Departmental staff ( Angela Ballas, Stephen Hartnett and Naomi Onofia) reaffirms the Department’s commitment regarding attitudes and values as expressed in our Code of Conduct.

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CORPORATE SERVICES DIVISION

Corporate Services DivisionWhat it is

The Corporate Services Division (CSD) supports the operations

of the AGD. It comprises a number of branches that were

consolidated in 2005–06.

What it does

These are the entities that constitute the CSD:

Asset Management Services

Provides the facilities to support justice services in NSW.

The Branch manages 168 court facilities ranging from small rural

courthouses to large multi-court complexes and high-rise city

buildings. As well as court buildings, the AGD occupies 65,000

square metres of leased accommodation and 26 residences. It also

supports the AGD by managing its vehicle fleet and the contractual

arrangements and systems needed to facilitate the procurement of

$85 million worth of goods and services.

Finance and Strategy

Responsible for the annual financial statements, processing

financial transactions and providing technical advice on accounting,

financial and taxation issues. Working hand in hand with each of the

business centres within the AGD, the Branch analyses businesses

and projects, and allocates resources to help each business centre

achieve their objectives. The Branch focuses on strategic planning,

performance measures and reporting.

Human Resources

Provides specialist advice and support in human resource (HR)

management including payroll, leave, recruitment, workers’

compensation, occupational health, safety and rehabilitation, job

evaluation, position descriptions, industrial relations, HR policies

and training and development.

Dignity and

respect charter

The Department’s Right to

Dignity at Work strategy

is reinforced through our

vision, business plans,

policies, training and

performance management.

Senior management is

strongly committed to

creating a workplace in

which all staff have the

opportunity to achieve high

levels of job satisfaction

and morale. Clearly,

there can be no place for

inappropriate behaviour

that offends, degrades or

humiliates staff.

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CORPORATE SERVICES DIVISION (CONTINUED)

Information Services

Provides IT services to AGD business centres, including service

desk and desktop computing support, courtroom technology,

phone and data networks, business systems and data storage,

internet and intranet services, information security, disaster

recovery and switchboard services, and corporate records

and information management.

Reporting Services

Provides recording and transcription services to the courts and

tribunals of NSW, delivering a statewide service from central,

suburban and regional locations.

Law Courts Library

Provides a joint Commonwealth-State law library located in the

Law Courts Building, Sydney.

Library Services Division

A network of five libraries in the AGD, providing library and information

services to all departmental officers, the judiciary and designated

clients. It also provides library services to courthouses throughout the

State, as well as maintaining floor collections for the judiciary.

Communications Unit

Develops communications strategies to keep the public and staff

informed of the AGD’s programs and initiatives. It prepares the staff

newsletter and other publications, and also arranges media events.

Diversity Services Unit

Provides leadership and advice to the AGD and other justice

sector agencies on how to integrate the equity issues of people

with disabilities and people from culturally and linguistically

diverse communities.

Corporate Services Unit

The Unit supports key governance structures of the AGD, including

New disability plan

The AGD has reinforced

its commitment to people

with disabilities in its new

Disability Strategic Plan

for 2006–08.

The plan builds on

the Department’s

achievements to ensure

its services, programs

and facilities promote

equitable access and

participation for people

with disabilities.

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Judith McKibben, Sound Reporter - Dual Remote Recording Studio - Downing Centre.

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the Audit, Capital Expenditure Review, Operational Budget and

Policy Committees. Its main services are executive support, project

management and change management. It coordinates projects,

obtains performance information, prepares reports, conducts

research and liaises with other branches, units, business centres

and external agencies.

What the Corporate Services Division (CSD)

achieved in 2005–06

Parramatta Justice Precinct (PJP)

The $330 million PJP will include Courts, the State Parole

Authority (formerly NSW Parole Board), regional offices of the

Legal Aid Commission, and shopfronts for Legal Aid, Community

Justice Centres, Victims Services, Offices of the Protective

Commissioner and the Public Guardian, and the Registry of

Births, Deaths & Marriages.

The move will be a significant change for AGD staff, who have been

engaged in extensive consultation through briefing sessions and staff

panels to contribute to the planning of the workplace and shopfront

services, and to consider transport, childcare and other issues. The

consultation process and rollout program has enabled the AGD to

identify strategies to assist staff in moving to Parramatta, including a

scheme to enable them to purchase annual travel passes for public

transport through the payroll system and providing a commercial

childcare facility.

The PJP features the first NSW State Government buildings

constructed to a five-star environmental rating. It will include the

new Children’s Court, the Sydney West Trial Courts housing nine

trial courts, and the Justice Precinct Offices, a nine-storey office

block complex with the Department of Health and the AGD as major

tenants. It also includes the refurbishment of Jeffery House, formerly

part of Parramatta District Hospital, as the home of the Community

Health Service within the PJP.

PJP on target

The $330 million

Parramatta Justice

Precinct is on target to

meet its budget and be

completed almost six

months early.

The Precinct is expected

to be completed in 2007,

and the Children’s Court

will be operating by the

end of 2006.

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Scale model of the Parramatta Justice Precinct, on display at the Department’s Goodsell Building head office.

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The project is on target to meet its budget, with the Children’s Court

expected to be opened ahead of schedule in 2006.

The centralisation of services within the one precinct enables long-

standing concerns about accessibility of legal services and public

safety to be addressed. The PJP is being purpose-built, with

disability access and heightened security to address the concerns of

public service staff, law officers and the public.

State-of-the-art technology will ensure connectivity of the various

services, while audio-visual facilities will enable remote participation

in court proceedings including vulnerable witnesses such as children

and sexual assault victims.

What the Asset Management Services (AMS)


Record year for new court facilities

With the completion of three purpose-built court buildings, 2006 has

seen the addition of more new court infrastructure than any single

year for almost a century. The new court buildings are built to world’s

best design standards, and provide spacious and comfortable public

areas and facilities for practitioners and clients to meet in private.

They are all equipped with audio-visual technology that enables

defendants to participate in court matters remotely and vulnerable

Goodsell sale

The Goodsell Building,

which has been the

Department’s corporate

headquarters since 1970,

has been sold for

$60.2 million.

The sale reinforces our

relocation to the new

Parramatta Justice

Precinct, which could

now occur some three to

four months ahead

of schedule.

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Bill Brown, Director Parramatta Justice Precinct.

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witnesses to give evidence from outside the courtroom.

The new courthouse at Bankstown is over twice the size of its

predecessor, with five state-of-the-art courtrooms. The building

features a Community Justice Centre, where free mediation

services are available to resolve civil disputes, and facilities for the

Magistrates’ Early Referral Into Treatment (MERIT) program.

Broadmeadow Children’s Court, near Newcastle, is specially

designed to provide a calm and secure environment for hearing

criminal and care matters involving children and young people. It has

a children’s clinic, where young people can be assessed before they

appear in court.

Mount Druitt did not have a court facility until 2006. The new building

incorporates two courtrooms and facilities for the Circle Sentencing

program, which addresses the over-representation of Aboriginal

people in custody.

Improvements to existing buildings

The Department dedicated $23 million to improve court buildings,

incorporating funding from the Government’s Strategic Court

Upgrade Program, which provides $250 million over 10 years to

enhance functionality of existing buildings.

Improvements included completion of an additional courtroom and

associated facilities at Blacktown; improved access for people with

a disability at Muswellbrook, Windsor, Kiama, Albury and Bourke;

completion of a perimeter wall around Goulburn Courthouse; over

$1 million on fire safety systems at the King Street courthouse;

airport-style perimeter security for eight court buildings (bringing

the total to 25); and significant enhancements to electronic

security and surveillance systems at 18 court buildings, including

a $2.5 million upgrade at the Downing Centre and John Maddison

Tower in Sydney.

Improved efficiencies

Significant improvements were made to the efficiency, cost-

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effectiveness and environmental impact of the AGD’s operations.

These include reducing occupied office space below the

Government benchmark of 17 square metres; installing in-ground

watering systems at Goulburn, Cooma, Bathurst and Dubbo;

completing contractual arrangements to reduce power

consumption at 35 sites (with projected annual savings of

$388,000); statewide contracts for collection and recycling of

paper and cardboard; increasing the proportion of Green Power

use across the AGD to 6 per cent; and improving environmental

performance rating of vehicles to well above the Government target.

The AGD was the only NSW Government agency recognised in the

DEUS Green Globe awards for energy efficiency.


A significant increase in the funding allocation for court

improvements will allow the Department to tackle major functional

enhancements and detailed planning of works over the remaining

eight years of the Court Upgrade Program. There will be an

increased focus on business analysis, strategic advicec and

the recovery of debt.

In 2006–07, the Department will address improvements to disability

access, especially focusing on jury facilities; construct an additional

courtroom and associated facilities at Nowra; complete major

alterations and extensions to enhance functionality at courthouses

in Fairfield, Albury and King Street, Sydney; continue significant

improvements to Goulburn Courthouse, with particular focus on

the prisoner handling facilities; and complete detailed planning and

development of cost-effective solutions for major court facilities at

Wagga Wagga, Taree, Wollongong, Central and Dubbo.

What the Finance and Strategy Branch (FSB)


Improved governance

The FSB set out to improve accountability and corporate governance.

Guidelines were issued for all boards and committees and new

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reports included scorecards and dashboards to facilitate Executive

Committee decisions.

Better allocation of resources

There was further integration of the AGD’s Results and Services

Plan with the Total Asset Management Plan and an improved

budget process.

Standards implemented

As required by the NSW Treasury, the Australian Equivalent

to International Financial Reporting Standards (AEIFRS) has

been implemented.

Targets achieved

The capital allocation of $89 million was spent on scheduled projects

and the FSB was instrumental in ensuring that the AGD achieved its

net cost of services target for the 2005–06 financial year.

Streamlining processes

Streamlining of accounting processes was another big area for

Finance and Strategy with the amalgamation of six accounts

payable units into one and banking by 164 Local Courts to a

single bank account.


The FSB will review the AGD’s program structure further to better

align services with resources.

What the Human Resources Branch (HRB)


Supporting AGD staff

There were improvements in staff training, recruitment and

occupational health & safety. HRB undertook significant work to

prepare staff for the move to the Parramatta Justice Precinct.

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Long-term retention programs

To address long-term retention of staff, the Management Mentoring

and Graduate Recruitment and Development programs were

expanded. The Certificate IV in Business (Frontline Management)

was piloted and senior executives were put through a 360 degree

Feedback and Development program.

What the Information Services Branch (ISB)


Establishing new infrastructure

In 2005–06, a Courtroom Technology Group was set up, the

Connected~AGD infrastructure upgrade was completed, and a new

service management processes were introduced. These initiatives,

which include putting a PC on every staff member’s desk, will raise

the level of client services and facilities available statewide, especially

for regional or remote areas.

Exceeding service target levels

Service standards were developed and monthly reports to the AGD

Executive show that the Branch exceeded target levels for system

availability, service desk response and resolution times.

Greater flexibility with new technologies

The ISB completed its implementation of the AGility project

management methodology for project governance. Best practice IT

processes (ITIL) and a new Service Desk system (Infra) have been

implemented for ISB’s service management.

The Branch also published an ISB Service Catalogue, an

invaluable new resource that lists services, facilities, service

standards and targets.

Wireless mobile technologies like BlackBerry PDAs were introduced

to increase efficiency and response times.

The Branch also established portals to give staff around

NSW consistent information facilities. Voice-over IP (VOIP)

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Outlook for 2006–07

A significant increase in

the funding allocation

for court improvements

will allow us to tackle

some major functional

enhancements and

detailed planning of

works over the remaining

eight years of the Court

Upgrade Program.

In the first two years,

the Department

has concentrated on

some long-needed and

urgent improvements.

Now that these are

complete, we will assess

the scope of work and

priorities needed to

support the Department’s

future service

delivery objectives.

Information Services Branch (ISB) Director Walter Cellich, awards Helpdesk Support Officer Domenic Parisi, with the ISB Director’s Award.

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was released as the new telephony standard, linking the AGD

with the Government’s broadband network for faster, less

expensive connectivity.

IP-based digital transmission for audio and video has been tested,

implemented, and adopted as standard for new and upgraded

courtrooms, while video conferencing facilities, remote witness and

witness testimony recording facilities are now at a number of priority

sites such as the Downing Centre.

Resolving back-up issues

ISB established disaster-recovery facilities at the Australian Centre

for Advanced Computing and Communication (ac3) in Redfern.


CourtLink will be a major release in 2007 and ISB is committed to

further developing knowledge-sharing facilities and promoting a

knowledge-sharing organisation. The Branch will also see the final

audit for security certification under ISO/IEC 27001 standards.

What the Reporting Services Branch (RSB)


Building on service improvements

New technologies included a refined platform for Computer

Assisted Transcription (CAT) software and voice-recognition

technology for reporters.

New standards

Reporting Services developed user manuals and training packages

for nationally recognised Australian Transcript Standards.

A year’s work

More than 1 million pages were transcribed in 2005–06,

representing 65,000 hours of court proceedings. Each day,

the RSB provides a reporting service to an average of 118

courts across the State, rising to more than 140 courts during

times of peak demand.

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A Health and Safety

Services section has

been created, by

combining the previous

OH&S and Workers

Compensation units

within the Human

Resources Branch.

The section has been

created due to an

increased focus on

occupational health

and safety and workers’

wellbeing, given

employees are the most

valuable resource within

any organisation and it

is imperative that their

health is not adversely

affected by their work.

Occupational health

refers to the degree

of physical, mental

and social wellbeing

of workers in all

occupations, including

visitors and contractors.

It is a legislative

requirement that every

AGD workplace has on-

site OH&S representation.

Health and Safety Services staff, from left, Rebecca Kale, Martha Mereau and Jody Goldring. (Absent: Mario Citroni and Shaun Dwyer.)

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The RSB will pursue digital recording to replace ageing analog

equipment and improve flexibility.

What the Law Courts Library achieved in 2005–06

High customer satisfaction

Staff answered 7,636 queries, with an impressive 97.4 per cent

of loan requests satisfied from the library’s collection.

The 2005 court staff survey reported the majority of respondents

were very satisfied, or satisfied, with library services.

Improved library management system

The new library management system, FIRST (Optimus Prime),

was implemented in November 2005 and the OPAC (Online Public

Access Catalogue) was launched on 17 March 2006. The Optimus

Prime Library Management System will enhance functionality and

improve work processes.


It is planned to integrate the AGD’s Financial Management System,

‘SUN’, with the FIRST Library Management System.

What the Library Services Division achieved in 2005–06

Gains from using electronic services

A total of over $100,000 in hard copy publications was cancelled in

2005–06. The majority of savings were made in chamber, floor

and courthouse collections.


The AGD law libraries catalogue is to be made available via the

Department’s internet site, Lawlink.

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Other significant

projects developed by

the Communications

Unit during the current

reporting year include

Parramatta Justice

Precinct – the staff

relocation program,

the Right to Dignity

Campaign, Corporate

Editorial development

and updates (infolink,

Lawlink, Portal

Content and Review),

Indigenous Justice

and Crime Prevention

(media and public

awareness programs),

a Corporate Websites

Review, Knowledge

Bank–facilitation and

management, Annual

Achievements Awards,

Communications

Toolkit for Managers,

the Plain Language

Campaign and a Courts

Media Handbook.

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What the Communications Unit achieved in 2005–06

Keeping staff in the loop

There was a series of staff briefings on the AGD’s relocation to the

Parramatta Justice Precinct in 2007.

Raising awareness

The Unit was also involved in developing the Right to Dignity

‘re:spect’ campaign for staff, promoting a range of Indigenous

justice and crime prevention programs and organising the Annual

Achievement Awards. The Justice of the Peace (JP) Reappointment

campaign in June 2006 addressed the problem of falling numbers

of JPs, with widespread metropolitan and regional media coverage.

Posters and information packs were distributed to all State MPs.

The Unit also coordinated communications for the Missing Persons

Campaign with NSW Police.


In 2006–07, the Unit will provide support to various internal

change initiatives, including the AGD’s relocation to Parramatta

and the Courts 2010 program. It will also focus on promoting the

AGD’s important work in Indigenous justice, crime prevention and

alternative dispute resolution.

What the Diversity Services Unit (DSU) achieved in

2005–06

Renewing leadership

A program was conducted for senior managers to challenge

their understanding of diversity, and propose a framework called

Productive Diversity that encourages organisations to appreciate,

harness and capitalise on the talents of its diverse staff base.

In March, Diversity Services followed up on the 2004 Capacity

Roundtable with the Law Week 2006 launch of the discussion

paper entitled Are the rights of people whose capacity is in

question being adequately promoted and protected? The paper

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examined issues of capacity across the medical, legal, financial and

community sectors, and asked when capacity should be challenged

and assessed, and by whom. A report will be prepared for government

consideration based on feedback.

Flexible Service Delivery training

The DSU has continued to provide Flexible Service Delivery training

to staff within the AGD, including development of an online training

module. The online module complements the popular interactive

‘Hands-On Day’, which gives staff the opportunity to meet and

discuss service provision strategies with people with disabilities.

Culturally and linguistically diverse community

(CALD) projects

To celebrate the significance of the new Culturally and Linguistically

Diverse Communities’ Access Plan (2006–08), a major departmental

launch event was held on Harmony Day. Harmony Day was also

celebrated with events held across NSW further demonstrating the

AGD’s commitment to diversity. Many staff members participated,

hosting lunches or morning teas, and made a statement against

racism by wearing orange ribbons.


The Unit will focus on the development of disability-specific

and disability-related trainers.

What the Corporate Services Unit (CSU) achieved in 2005–06

Corporate services reform

In 2005–06, the CSU established service level agreements with

self-funded entities for asset management, human resources

and information communication technology (ICT) services. These

entities include the Public Trustee NSW, the Offices of the Protective

Commissioner and Public Guardian, the Registry of Births, Deaths

& Marriages and the Crown Solicitor’s Office.

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Media Liasion

The Communications Unit

has a media spokesperson,

who responds to media

inquiry, arranges interviews,

prepares media releases,

liaises with the Minister’s

Office, and assists staff and

the judiciary with media

management.

On average, the media unit

receives several hundred

enquiries per week. An

Officer of the department

remains on call after hours

and on weekends.

Typical enquiries include:

Media seeking interviews

and statements regarding

contentious issues

Media seeking access

to court documents

and transcripts

Media seeking outcomes

and next hearing dates

for cases before the

Local Court, Coroner’s

Court, Land and

Environment Court,

Administrative Decision’s,

Tribunal and Industrial

Relations Commission

Media seeking

clarification on laws

and sentencing.

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Refining Management Methods

The CSD advocates adoption of refined management methods such

as Six Sigma and Balanced Scorecard. The Six Sigma methodology

provides a structured approach for continuous improvement and

process redesign, ensuring output constantly meets customer

specifications. Balanced Scorecard reports on performance across

the interrelated aspects of an organisation’s performance—financial,

customers and community, our people and operations.


The CSU will further assist in consolidating the CSD and extending

service level agreements in 2006–07, including arrangements

for integrating ICT systems and consolidating the Department’s

remaining two payrolls into one.

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Jane Healy associate to Chief Justice of the High Court of Australia and Vanessa O’Mara - Manager Information Services.

Susan Horvat, a dedicated Sheriff’s Officer and a role model in the Departments ‘Re:spect’ campaign.

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