Скачать презентацию Committed to Excellence Looking Ahead Developing YOUR State Скачать презентацию Committed to Excellence Looking Ahead Developing YOUR State

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“Committed to Excellence” Looking Ahead: Developing YOUR State Agenda Incorporating the NACM National Agenda “Committed to Excellence” Looking Ahead: Developing YOUR State Agenda Incorporating the NACM National Agenda into Your State Association Agenda Presentation at BLANK LOCATION DATE

Approach Part One: What IS a State Agenda? Part Two: Where do we start? Approach Part One: What IS a State Agenda? Part Two: Where do we start?

What IS a State Agenda? • A set of priorities developed to be a What IS a State Agenda? • A set of priorities developed to be a “touchstone” for your state association’s leadership in its education, training, advocacy • Developed through feedback and outreach to and input from state association leaders and members like you. • Intended to drive your association’s priorities for the period of 20 XX-20 YY.

Is an Agenda Different than a Strategic Plan? Strategic Plan Agenda Guide & Steps Is an Agenda Different than a Strategic Plan? Strategic Plan Agenda Guide & Steps Visionary Framework

Is an Agenda Different than a Strategic Plan? Strategic Plan Agenda • Guides short Is an Agenda Different than a Strategic Plan? Strategic Plan Agenda • Guides short or long-term efforts of an organization • Contains actual deliverables (goals, objectives and actions items - GOAs) • Provides a strategy and steps on how to achieve GOAs • Details benchmarks by which to measure successes • Advances the Mission and Vision of an organization • Contains broad inspiration aimed of providing guidance to overall activities • Provides the framework to ensure that GOAs stay within focus • Details purposes that give direction to efforts

Why is a State Agenda Important? • Reflect key judicial branch needs and interests Why is a State Agenda Important? • Reflect key judicial branch needs and interests • Can spark discussion and innovation, and support the institutionalization of promising practices • Can guide courts in identifying and working through challenges, brainstorming solutions, and developing meaningful strategies and partnerships to improve the administration of justice

Incorporating an Agenda into Your Strategic Plan • Can be used as an expanded Incorporating an Agenda into Your Strategic Plan • Can be used as an expanded discussion with regard to Mission and Vision • Can be used to reality check an existing strategic plan or bring new life to a stagnant or dormant plan • Can bring a strategic plan back in to focus or alignment

Successful Outcomes of a State Agenda Unifying theme and vision for activities Ability to Successful Outcomes of a State Agenda Unifying theme and vision for activities Ability to speak with uniform voice on issues Provides an overarching framework for organization’s activities Promotes court administration as a profession in your state

Approach Part One: What IS a State Agenda? Part Two: Where do we start? Approach Part One: What IS a State Agenda? Part Two: Where do we start?

Do You have a Strategic Plan? Must have a Mission Must have a Vision Do You have a Strategic Plan? Must have a Mission Must have a Vision Must have Organizational Readiness Must have Leadership & Membership Buy-In

Considering a State Agenda Assessing the Context Assessing Association Capacity Assessing Association Effectiveness Assessing Considering a State Agenda Assessing the Context Assessing Association Capacity Assessing Association Effectiveness Assessing Association Impact

Possible Agenda Priorities Ø Emphasizing Caseflow Management Improvements Ø Sustaining Excellence in Difficult Budget Possible Agenda Priorities Ø Emphasizing Caseflow Management Improvements Ø Sustaining Excellence in Difficult Budget Times Ø Enhancing Public Perceptions of the Courts and Increasing Community Collaboration Ø Promoting Improved Court Leadership and Governance Ø Preparing for and Responding to Trends Ø Supporting Professional Court Management Education Ø Providing Diversity in Educational Opportunities Ø Collaboration with Other Professional Organizations Ø Focusing on Increased Membership Activity and Participation Ø Participating in legislative and/or rulemaking processes Ø Defining the Role of the Profession in Our State

Emphasizing Caseflow Management Improvements • Focus on performance measurement and the High Performance Court Emphasizing Caseflow Management Improvements • Focus on performance measurement and the High Performance Court Framework • Work on developing the fine line between avoiding legal advice while maintaining efficiencies

Sustaining Excellence in Difficult Budget Times • Grant writing skills/workshops and what grants are Sustaining Excellence in Difficult Budget Times • Grant writing skills/workshops and what grants are out there. Involve input and recognition of separate branches of government (courts and County). • Provide information regarding technology and the courts • Improve relationships with funding authorities • Concerns with funding sources • Sustainability

Enhancing Public Perceptions of the Courts and Increasing Community Collaboration • Cultivate judicial leadership Enhancing Public Perceptions of the Courts and Increasing Community Collaboration • Cultivate judicial leadership – develop strategies in identifying judicial champions of projects • Engage public/private partnerships • Emphasize the role of the court administrator. Focus on educating judges and funding authorities of this role. • Develop civics lessons or outreach

Promoting Improved Court Leadership and Governance • Build communication and collaboration with the state Promoting Improved Court Leadership and Governance • Build communication and collaboration with the state administrative office and the Supreme Court • Provide project management training • Provide training on HR and leadership issues • Create concrete topics upon which to train under each competency and focus on practical issues • Develop model policies and procedures that an organization would endorse

Preparing for and Responding to Trends • Identify trends and best practices nationally • Preparing for and Responding to Trends • Identify trends and best practices nationally • Identify trends and best practices within our state and classes of courts • Focus on succession/transition planning • Focus on the importance of IT and staying current

Supporting Professional Court Management Education • Explore standards and requirements for training • Develop Supporting Professional Court Management Education • Explore standards and requirements for training • Develop a variety of learning opportunities – Online, distance, subject-matter training, conferences, etc. • Adopt multi-year training/education calendar or curriculum

Providing Diversity in Educational Opportunities • Include education on leadership topics • Conduct smaller Providing Diversity in Educational Opportunities • Include education on leadership topics • Conduct smaller workshops throughout the year outside of conferences • Explore the idea of conducting webinars • Increase committee work to develop conference material • Offer multiple educational session of diverse topics at conferences • Attempt to acquire national speakers re: Core Competencies and other concepts to unify courts • Focus on learning outside of conferences

Collaboration of Other Professional Organizations • Improve communication, relationships and understanding of our organization Collaboration of Other Professional Organizations • Improve communication, relationships and understanding of our organization by others • Expand membership through partnerships with other organization (Probation Officers, IT organizations, Clerks associations, etc. ) • Develop the idea of succession planning with partner organizations • Provide regular outreach to other organizations on our activities

Focusing on Increased Membership Activity and Participation • Add more structure and accountability • Focusing on Increased Membership Activity and Participation • Add more structure and accountability • Add more Board oversight and direction to the committees • Focus on highlighting the committees we offer in order to increase participation • Communication with committees to include more consistent communication, particularly on items relevant to everyone (i. e. , Rules). • Mentor program • Create a “best practices committee” that focuses on publishing miniguides and creating literature about current projects • Create subject matter committees (family, civil, criminal, etc. ) • Have committees develop ideas for professional development • Conduct regular “county size” or “court type” conference calls/expand county break-out sessions

Participating in Legislative and/or Rulemaking Processes • Determine level and type of “voice” – Participating in Legislative and/or Rulemaking Processes • Determine level and type of “voice” – Advocacy, commentary, advisory, etc. • Create legislative and/or rulemaking committees • Recommend or place members in similar task forces or committees to give input on behalf of your organization

Defining the Role of the Profession in Our State • Focus on defining the Defining the Role of the Profession in Our State • Focus on defining the requirements of a court administrator – Set minimum educational, training or certification requirements – Tie educational requirements into the core competencies – Creating databank of job descriptions, duties/responsibilities or KSAs and work with state/local HR leaders • Develop professional ethics standards

Need Help? • As part of its commitment to the agenda process, NACM will Need Help? • As part of its commitment to the agenda process, NACM will provide your state association with a “guide” who will: – Participate in conference calls, – Review draft materials and provide comments, – Refer you to facilitators who can help with local discussions and brainstorming, and – Provide overall guidance

Thank You! “Committed to (Your) Excellence” Thank You! “Committed to (Your) Excellence”