is not always easy. As noted in the Miller Report, we recognise that change something that is learned and developed with experience and time. brings me to another important element of the Supreme Court's Digital Strategy. The first phase of the Strategy has largely involved foundational work. Upgrading legacy systems. Remediating aging infrastructure. The next critical phase of the Court's digital transformation involves change management. This means preparing our people for new technologies and processes. We are trying to engender a culture of continuous improvement. our greatest chance at innovation is our people. People who are adaptable to change, have a natural curiosity, a willingness to learn and an understanding of the bigger picture within the Court and the justice system. People with digital and analytical skills who routinely engage with modern IT infrastructure and applications. People who are prepared to help review and business processes within the Court to find more efficient ways of doing things without compromising the quality of the ultimate outcome. The Court will continue to recruit and retain these type of people to ensure we have a strong and agile 21st century workforce. Engagement with the community the Supreme Court's Digital Strategy identifies opportunities for the Court to better communicate with its users and the community at large. A modern Court must seek to explain to the public the nature of the work it performs. It must also be visible in delivering access to justice and the rule of law. As Chief Justice Ferguson noted in her recent swearing in, may have to “we put further thought into how we communicate both as to the methods of communication and – the language that we use.” technology can help here. For example, the Court is currently rebuilding its website. We will use audience-based navigation to ensure each type of Court user (practitioners, litigants, students, members of the media, Court staff etc) will be directed to the
is not always easy. As noted in the Miller Report, we recognise that change something that is learned and developed with experience and time. brings me to another important element of the Supreme Court's Digital Strategy. The first phase of the Strategy has largely involved foundational work. Upgrading legacy systems. Remediating aging infrastructure. The next critical phase of the Court's digital transformation involves change management. This means preparing our people for new technologies and processes. We are trying to engender a culture of continuous improvement. our greatest chance at innovation is our people. People who are adaptable to change, have a natural curiosity, a willingness to learn and an understanding of the bigger picture within the Court and the justice system. People with digital and analytical skills who routinely engage with modern IT infrastructure and applications. People who are prepared to help review and business processes within the Court to find more efficient ways of doing things without compromising the quality of the ultimate outcome. The Court will continue to recruit and retain these type of people to ensure we have a strong and agile 21st century workforce. Engagement with the community the Supreme Court's Digital Strategy identifies opportunities for the Court to better communicate with its users and the community at large. A modern Court must seek to explain to the public the nature of the work it performs. It must also be visible in delivering access to justice and the rule of law. As Chief Justice Ferguson noted in her recent swearing in, “we may have to put further thought into how we communicate – both as to the methods of communication and the language that we use.” technology can help here. For example, the Court is currently rebuilding its website. We will use audience-based navigation to ensure each type of Court user (practitioners, litigants, students, members of the media, Court staff etc) will be directed to the
TheWayForwardPlacingInnovativeideasintoPractice.docx