strategic use of client feedback by courts experience of the family court of australia aija court...

Strategic Use of Client Feedback by Courts

Experience of the Family Court of Australia

AIJA Court Administrators’ Conference

Some messages from the FCA experience:

Courts need to adopt a business-like approach to management;



A “business-like” organisation needs a strategic framework for embracing client/customer views to survive;



A “business-like” organisation needs a strategic framework for embracing client/customer views to survive;

This means embracing client views across strategic, performance measurement, process improvement and complaints handling processes.

The FCA has embraced the Customer-Service Relationship Model:

In this, “the customer” (called “the client” in the Family Court of Australia) should be at the centre of an organisation’s concerns;

The FCA has embraced the Customer-Service Relationship Model:

In this, “the customer” (called “the client” in the Family Court of Australia) should be at the centre of an organisation’s concerns;

So that all elements within the organisation should be aligned to meet the needs and values of its “customers”.

The Model looks like this:

Clients

Service Strategy

Systems & Processes Judges & Staff

A holistic approach is needed

Dealing with complaints is essential, but not enough;



A comprehensive and strategic focus to client feedback:




demonstrates that Court’s value their clients;




demonstrates that Court’s value their clients; enables a structured approach to process improvement

and greater likelihood of success (client behaviour has a huge impact on success/failure of initiatives); and




demonstrates that Court’s value their clients; enables a structured approach to process improvement and

greater likelihood of success (client behaviour has a huge impact on success/failure of initiatives); and

provides more objective information, avoiding negativity and skewing effects of complaints.

How the FCA uses client feedback

Strategic level “Value Creation Workshops” -

strategic plan Performance measurement -

balanced scorecard/surveysStrategic

Process

Improvement

Operational Components




balanced scorecard/surveys

Process Improvement Strategic process improvement

projects - use of surveys and focus groups with consultants(eg, KPMG)

Analysis of complaints

Strategic

Process

Improvement





balanced scorecard/surveys

Process Improvement Strategic process improvement

projects - use of surveys and focus groups with consultants(eg, KPMG)


Operational components Local client service improvement

plans - local surveys and consultations


Strategic

Process

Improvement


National initiatives underway

File Assess Resolve

Prepare Judge

Trial Management

Supervise Manage

Urgent/Summary

1

2

3

4

d

a

b

c

CheckPoint

6

5

Resolution Management

Underway1. Dandenong Unrepresented2. Newcastle Special Listings3. Parramatta combine DirH/CC4. Early Involvement/CaseFlow Mgmt5. CaseTrack6. Forms Review7. Case Checkpoint - Adelaide

e

fg

h

i

j

7Planneda. Summary trackb. Review of

Counselling/Mediationc. Alternate Family Reportsd. Measuring success of

Interventionse. Information sessionsf. Category of casesg. Independent expert adviceh. Judicial conciliationi Trial Management optionsj. Outline of Case documentk. Voluntary counselling options

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strategic use of client feedback by courts experience of the family court of australia aija court...

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