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Governance The Chief Justice is responsible for managing the administrative affairs of the Court (section 38A Family Law Act 1975) assisted by the Chief Executive Officer (section 38B). Overview of the court Part 2 The Chief Executive Officer’s powers are broad (section 38D), although subject to directions from the Chief Justice (section 38D(3)). The Chief Executive Officer holds the responsibilities and powers of an agency head under Commonwealth financial management and public service legislation. By delegation from the Chief Justice, Regional Coordinating Judges assist in administering judicial functions in particular areas, such as case management. There is a balance of powers and responsibilities across management and the judiciary. The Chief Justice has maintained a collegiate style of governance and the judges meet twice yearly in plenary. In addition, judges and staff participate in a number of committees that develop policies across a range of matters. The Chief Justice’s Policy Advisory Committee (PAC), which meets quarterly, advises the Chief Justice on policy matters. The Rules Committee also meets quarterly. The Court also has a number of other standing Committees that generally meet by telephone on a regular basis or as required, out of court hours. They are: Aboriginal and Torres Strait Islander Committee Access to Justice Committee Communications Committee Electronic Benchbook Committee Ethics and Research Committee Family Violence Committee Information and Communication Technology Committee Judgment Publication Committee Law Reform Committee Library Committee National Case Management Committee Professional Development Committee Property Management Committee The functions and role of various committees are detailed in Appendix 1. The Court Management Group, comprising the Chief Executive Officer and other senior staff, is responsible for leading and implementing the Court’s strategic direction. Operational management is devolved to registries where managers work closely with judges to deliver court services to families in dispute. 14 Family Court of Australia Annual Report 2005–2006
Planning The Family Court’s Strategic Plan was last reviewed in February 2003. Recent developments across the family law system, particularly the introduction of Family Relationship Centres from 1 July 2006 and the continued expansion of the Federal Magistrates Court, have required the Court to confirm its core functions and review its strategic direction. Accordingly, during the reporting year, the Court’s judges and executive have further reviewed the strategic direction in line with the Government’s reform agenda. This planning has been informed by the client satisfaction research conducted during 2005-06 and previous financial years. An important part of the work has been the development of the combined registry in conjunction with the Federal Magistrates Court. The combined registry is intended to better service clients in family law across both courts and demands the careful management of the courts’ resources to achieve that objective in balance with the Family Court’s strategic direction. This requires both courts to share resources in ways that optimise cost-efficiency in administering the family law courts. Part 2 Overview of the court Risk management, internal audit and fraud control The Court’s Internal Audit Committee oversees the Court’s risk management, internal audit and fraud control functions. This committee comprises the Chief Executive Officer, the Executive Director Corporate, a Registry Manager, and Acumen Alliance, the Court’s internal auditors who provide secretariat services to the committee. The Court’s Business Risk and Fraud Control plan was reviewed during the year and was subsequently endorsed by the Internal Audit Committee. Several audits were conducted during the year: Travel Policy and Expenditure Follow-up Financial Compliance Management of Complaints Asset Management IT Security Review Records Management Purchasing and Contract Management Bank Reconciliation Process, and HR Personnel File and Personnel Data Follow-up Review. Recommendations from concluded audits are being progressively addressed. Family Court of Australia Annual Report 2005–2006 15
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Held: Appeal allowed. Remitted for
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Costs — Security for costs applic
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Child sexual abuse allegations —
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6. Each of her Honour’s findings
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not filed with the Court. The wife
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7. In relation to his Honour’s s
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FIRST INSTANCE JUDGMENTS Property a
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6. The complex issues raised by the
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It is not necessary to consider if
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The mother submitted that the child
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3. Court intervention should be lim
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Costs — Costs agreements — Whet
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Other reporting Part 6
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Management of Human Resources The p
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Ten places in the National Public S
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Legend SES Senior Executive Service
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Occupational Health and Safety (OH&
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The Court is working to continually
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Facilities for examining documents
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The Family Court took these steps t
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Parramatta Fit-out alterations were
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Table 5: Consultant services contra
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Advertising and market research The
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Financial sTATEMENTS Part 7 112 Fam
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FAMILY COURT OF OF AUSTRALIA INCOME
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FAMILY COURT OF OF AUSTRALIA STATEM
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FAMILY COURT OF OF AUSTRALIA SCHEDU
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FAMILY COURT OF OF AUSTRALIA SCHEDU
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Financial sTATEMENTS Part 7 Notes t
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Financial sTATEMENTS Part 7 Notes t
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Appendices Part 8
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Appendix 1 Court Committees and Pub
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In addition to the Law Reform Commi
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Appendix 2 Judicial activities In a
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Many judges and judicial registrars
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Registries ADELAIDE 3 Angas St, Ade
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APPENDIX 4 Resources for Outcomes O
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Glossary of terms Part 9 174 Family
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Judicial Registrar - A judicial off
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Compliance index Part 10 178 Family
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Compliance index Part 10 Corporate
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Alphabetical Index Part 10 Australi
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Alphabetical Index Part 10 Deputy C
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Freedom of Information Act 1982, 10
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O Alphabetical Index Part 10 Occupa
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Alphabetical Index Part 10 Women’
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