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Strategic Asset Plan STRATEGIC ASSET PLAN DELIVERING SAFE, SECURE AND SUSTAINABLE COURT AND TRIBUNAL ASSETS VIA EXCELLENT AND EXPERT ASSET MANAGEMENT 2016–2031 Court Services Victoria acknowledges the This report may also be downloaded Aboriginal and Torres Strait Islander people from the Court Services Victoria website as the Traditional Custodians of the land. www.courts.vic.gov.au Court Services Victoria also acknowledges and pays respect to their Elders, past and present. Enquires Court Services Victoria This report is protected by copyright. Apart 223 William Street from any use permitted under the Copyright Act Melbourne Victoria 3000 1968 (Cth), all rights are reserved. Email: [email protected] © Court Services Victoria Published by Court Services Victoria Design: Andrew Hogg Design November 2016 Cover image: Supreme Court of Victoria Image above: Coroners Court of Victoria 1 CONTENTS 1 THE PURPOSE 2 2 THE VISION 2 3 THE SERVICE PLAN 2 4 THE KEY PRIORITIES 3 5 THE DELIVERY 3 6 THE ENVIRONMENT 3 7 THE STRATEGY 4 8 ACCESSIBLE JUSTICE THROUGHOUT VICTORIA 6 8.1 CBD 6 8.1.1 Issues 6 8.1.2 Opportunities 6 8.2 Metropolitan Melbourne 7 8.2.1 Issues 7 8.2.2 Opportunities 7 8.3 Regional Victoria 9 8.3.1 Issues 9 8.3.2 Opportunities 9 9 FUNDING 10 10 SUPPORTING DOCUMENTS 10 11 APPENDICES 12 Appendix 1 Court Services Delineation Model 12 COURT SERVICES VICTORIA STRATEGIC ASSET PLAN 2 1.0 2.0 3.0 THE THE THE PURPOSE VISION SERVICE PLAN Delivering safe, secure Court Services Victoria (CSV) aims to The Victorian courts and tribunals operate and sustainable court enable provision of accessible justice for as an interconnected network in their all Victorians through a portfolio service delivery across Victoria, from and tribunal assets via of buildings that are safe, secure and the Melbourne CBD to metropolitan and excellent and expert sustainable to meet the service needs of regional areas. Demand for court and asset management. the jurisdictions, court and tribunal users tribunal services across Victoria, driven and community, now and into the future. primarily by population, is occurring at different rates meaning that some areas The guiding principles for delivering this are under significant pressure while other vision are: areas have little or decreasing demand. • Accessibility to justice in all forms to be maximised A Court Services Delineation Model (detailed at Appendix 1) provides a • Safe, sustainable and fit-for-purpose framework for identifying service court environments to be provided provision requirements, location, type and • Technology-enabled solutions to be future need within defined catchments on incorporated a state-wide basis. • Partnerships with agencies, authorities The needs of the different jurisdictions and the community to be sought vary significantly, particularly between • Existing asset base and capability to be the CBD and metropolitan areas. The optimised service plan identifies priorities within, but not between, the CBD, metropolitan Melbourne, and regional Victoria. “We should be safe and easy to do business with across all touch-points in whatever form” “We should be safe and easy to do business with across all touch-points in whatever form” 3 4.0 5.0 6.0 THE KEY THE THE PRIORITIES DELIVERY ENVIRONMENT Key areas of focus: CSV’s strategy for delivering safe, secure CSV’s asset portfolio is diverse and and sustainable courts and tribunals via geographically spread around Victoria, • Enabling specialist court infrastructure excellent and expert asset management from major buildings in the Precinct including family violence response is centred on taking a service-driven and metropolitan areas, through to • Ensuring safe, flexible, future proofed strategic approach that is informed and single courtroom facilities dispersed and fit-for-purpose environments evidence-based. The whole asset lifecycle throughout regional Victoria, with a total • Delivering Melbourne CBD Legal will be considered, with expert capability of 75 buildings. While most properties Precinct (the Precinct) development gathered on this basis, working in an are Crown-owned and vested in CSV, a requirements environment of continuous improvement number are leased, either commercially to ensure that CSV’s assets meet the or in arrangements with local councils. • Delivering Melbourne growth corridor service needs of the Victorian community. The portfolio includes many significant development priorities This methodology is detailed in the Asset and heritage-listed courts, many of these • Implementing the Court Services Management Framework. buildings are in poor condition, with Delineation Model across metropolitan only 16% meeting or exceeding CSV’s and regional Victoria Safe, secure and sustainable courts Building Condition Assessment minimum • Identifying a set of principles that and tribunals will be those that have benchmark. will determine proper priorities and a systematic program of upgrades to allocation of resources for new capital ensure that they meet best practice, While leasing properties offers flexibility works and maintenance of the existing the requirements of the Court Services and efficiency, it is essential that this is asset base both within and between Delineation Model and the benchmarks done in a strategic manner, with forward the CBD, metropolitan Melbourne, and that CSV sets in its regular Building planning and a commercial focus to regional Victoria. Condition Assessment reviews. These are optimise lease outcomes across the categorised into condition, compliance, portfolio. functionality and safety. Technology enablement is a key driver to meeting these benchmarks and the service needs of the courts and tribunals. CSV’s asset portfolio consists of 75 buildings of which only 16% meet or exceed CSV’s Building Condition Assessment minimum benchmark. COURT SERVICES VICTORIA STRATEGIC ASSET PLAN 4 7.0 THE STRATEGY The key recommendations of the The strategy responds to the defined Strategic Asset Plan are: service needs of all jurisdictions, incorporating the following components • Build and enhance Victoria’s network over a 15 year period: of court and tribunal assets consistent with the guiding principles to properly • Investment in ten new court and cater for present community need and tribunal facilities future demand. • Expansion of five xistinge court and • Develop Victoria’s network of court and tribunal facilities tribunal assets as one interconnected • Upgrade and lifecycle management system. across the court portfolio • Distribute services to ensure that – Accommodating the new Court provision of access to court and tribunal Services Delineation Model services is relative to the distribution – Replacing/upgrading critical and demand from the population. infrastructure • Implement the Court Services – Increase in recurrent maintenance Delineation Model (refer Appendix 1) to funding ensure equitable and consistent court services availability and distribution. • Divestment of up to thirteen properties • Drive technology-enabled access, • Release of up to ten leased properties. service efficiency and safety for all parties. • Divest and invest in court and tribunal assets to optimise the efficiency and utilisation of buildings in accordance with the proposed Court Services Delineation Model. • Ensure flexible use of assets via leasing, multi-jurisdictional sharing, co-location and links with local community. • Develop integrated service delivery networks and precincts. COURT SERVICES VICTORIA STRATEGIC ASSET PLAN 5 Children’s Court at Broadmeadows COURT SERVICES VICTORIA STRATEGIC ASSET PLAN 6 8.0 ACCESSIBLE JUSTICE THROUGHOUT VICTORIA 8.1 CBD The Precinct is at the heart of the 8.1.1 • Establish the resources required to plan Victorian courts asset portfolio. The ISSUES and implement the future County Court majority of the jurisdictions have their Public Private Partnership contract to • Increased service demand in CBD by state headquarter court located there, ensure appropriate service provision and 26.8% by 2031. with VCAT and Coroners Court of resources during the next contract phase. • Constraints in development potential Victoria being the exceptions. The Precinct • Prioritise occupation within the in Precinct due to: is created by the Victorian courts, Precinct by each jurisdiction (including plus CSV, the Commonwealth Law Courts, – Lack of available undeveloped land VCAT) of central headquarters fit for the university law schools and multiple legal – Lack of future proofing capacity purposes of future service delivery needs. firms and agencies, including Office of – Cost of development in CBD • Optimise CSV owned buildings in the Public Prosecutions, Commonwealth Precinct via divestment of properties Director of Public Prosecutions, Victoria – Existing heritage building constraints. and leases no longer required. Legal Aid, • Supreme Court infrastructure is no Victorian Bar and the Law Institute of longer fit-for-purpose with insufficient • Enable efficiencies through sharing of Victoria, all of which make up a concentrated and inadequate facilities resulting in core specialist facilities that support and vibrant legal eco-system. significant issues including safety and court function including custody, PIC security, demand, functionality, condition, transfers, knowledge and technology, It is recognised that there is a premium to compliance and risk of failure. security, information management and occupy land in the Precinct, particularly customer services. given the rapid expansion of that part • Need for new
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