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Measures, Strategies and ResultsOutput Targets: Dispensing JusticeAt the Court, we aim to maintain judicial independence,while achieving a strategic vision, developing organisationalexcellence and acknowledging our people.How the Court Measures its ProgressThe Court is part of the Dispensing Justice Output Group. This group supports the State’s judiciary in its disposition of criminal and civil matters, maintainingthe administrative operations of the system of courts and statutory tribunals in order to increase community confidence in the justice system andstrengthening fair and efficient dispute resolution, while reducing disadvantage and respecting diversity.Output groups represent a collection of outputs made up of quantity, quality and timeliness measures. The table below details the output targets andactual achievements of the Court in 2004–05, as published in Budget Paper No 3 (BP3).Unit of 2004–05 2004–05 Variance 2005–06Performance Measure Measure Target Actual (%) TargetQuantity:Total Cases Disposed, comprising: No. 11,130 12,776 14.8 11,650– Civil 7,000 8,242 17.7 7,000– Criminal 2,230 2,219 (0.8) 2,350– Appeals 1,900 2,315 21.8 2,300Quality:Respondents to user survey rating the registry service as good or very good* % 85.0 89.0 4.7 85.0Timeliness:Civil cases disposed of within 12 months of commencement % 37.0 37.0 nil 40.0Criminal cases (including trials, pleas and appeals) disposed of within12 months of commencement % 80.0 88.0 10.0 80.0*Last survey conducted in 2003–04. The Court conducts the user survey every two years.The Court’s Strategic PrioritiesThe Court’s objectives are to:• maintain judicial independence—preserving the independence of the judiciary is of fundamental and enduring importance to our democratic systemof government, so the public can continue to be assured that cases will be considered ‘without fear or favour’;• achieve a strategic vision for the Court—guiding structural, procedural and administrative reforms of the Court to provide high quality, equal andconsistent justice for the community through accessible, efficient and adequate resources;• organisational excellence through procedural reform—improving judicial case management by establishing a range of procedural and legislativereforms and improving the use of information technology methods to manage information more effectively; and• our people are important—identifying, utilising and recognising staff as significant contributors to the work of the Court, while providing opportunitiesfor skill development.What the Court Achieved in 2004–05We undertook a comprehensive review of the Court’s progress towards achieving its strategic priorities through the completion of key prime activities, asstated in the 2004–07 Strategic Plan, at the January 2005 County Court Planning Conference. Summary details regarding major organisational improvementsand achievements identified at the conference are shown opposite. More information on all of these achievements is included in the body of theAnnual Report. The County Court Strategic Plan is available on the Court web site at www.countycourt.vic.gov.au6County Court of Victoria 2004–05 Annual Report