Judicial Commission of NSW Annual Report 2017-18

9 Annual Report 2017–18 — Judicial Commission of NSW Overview of the Commission Examining complaints Key results Key challenge Strategic direction 62 formal complaints examined and all complaints acknowledged in writing within 5 days. See p 49 for more information. Explaining to complainants why their complaint was dismissed under statutory criteria in the Judicial Officers’ Act 1986. See p 49 for more information. Finalise the majority of complaints that do not require further examination within 90 days and the preliminary examination of all complaints received within 12 months. See p 49 for more information. Engaging with our partners and the community Key results Key challenges Strategic direction Collaborated closely with the Department of Justice to help communicate major justice reforms to judicial officers. See pp 37, 61 for more information. Publicised best practice for judicial officers working with interpreters in courts and Tribunals. See p 62 for more information. Provided assistance to the Australian National Imam’s Council on preparing an explanatory note for Muslims in court. See p 60 for more information. Commenting on and implementing the NSW Government’s extensive criminal justice reforms. Balancing our core work with requests for research assistance and capacity- building projects. See pp 56, 61 for more information. We will continue to review and implement the NSW Government’s criminal justice reforms. We will collaborate with the Judicial Council on Cultural Diversity to implement the national framework to improve accessibility to courts for Aboriginal and Torres Strait Islander women, migrants and refugee women. See p 56 for more information. Our people Key results Key challenge Strategic direction 89% staff satisfaction as measured in our yearly staff survey. See p 67 for more information. Encouraging busy staff to balance their work commitments with training and development opportunities. See pp 66, 72 for more information. Developing further strategies to assess and understand where the Commission’s productivity can be improved. See p 66 for more information. Our governance Key results Key challenges Strategic direction 10 Commission and 4 Audit Risk Committee meetings held, ensuring robust governance. See pp 79 –83 for more information. We complied with the requirements of NSW Treasury Policy Paper TPP 15-03 directed to internal and audit and risk management policy for the NSW public sector. See p 83 for more information. Reviewing and implementing internal audit recommendations which must be balanced with our core operations. See p 83 for more information. Managing succession planning as long-term staff approach retirement. Refining and keeping to our strategic direction while maintaining effective policies that ensure safety, security, confidentiality, access, availability, equity, risk management, integrity, compliance and assurance. See p 76 for more information. Results in brief and strategic direction continued