4 SOME FACTS ABOUT THE REPUBLIC OF SLOVENIA Population:Area: sq kmBorders: Austria, Italy, Croatia, HungaryCapital: Ljubljana ( )Official language(s): Slovene, also Italian and Hungarian in nationally mixed areasGDP per capita in 2013: EUR (cca. 85% of EU 28)
5 SOME FACTS ABOUT THE REPUBLIC OF SLOVENIA June 1991 – Slovenia officially declares its independenceJanuary 1992 – the EU officially recognizes SloveniaMay 1992 – Slovenia becomes a member of the UNMay 2004 – Slovenia becomes a member of the EUJanuary 2007 – the EURO becomes the official currency
6 SLOVENIAN JUDICIAL SYSTEM SUPREMECOURTHIGHERCOURTS - 4ADMINISTRATIVEHIGHER LABOURAND SOCIALDISTRICTCOURTS - 11LOCALCOURTS - 44LABOUR ANDSOCIAL
7 SLOVENIAN JUDICIAL DISTRICTS MurskaSobotaSlovenjGradecMariborPtujKranjCeljeLjubljanaKrškoNova GoricaNovo mestoKoper
8 DIFFERENCES BETWEEN COURTS Local Court of Ljubljana:111 judges and 424 court staff in 2013(secretary, senior judicial advisers, other staff)Local Court of Cerknica, Idrija, Lenart, Litija or Tolmin:2 or 3 judges and from 11 to 15 court staff in 2013
9 AVERAGE TIME FOR SOLVING CASES AND THE NUMBER OF UNRESOLVED CASES ALL CASES WITHOUT MINOR OFFENCES
12 INFORMATIZATION Electronic procedures: Land register (ZK) Court register - companies (SRg)Inslovency procedures (INS)Enforcement on the basis of authentic documents (COVL)
13 AVERAGE TIME FOR SOLVING CASES AND THE NUMBER OF UNRESOLVED CASES LANDREGISTER CASES
14 AVERAGE TIME FOR SOLVING CASES AND THE NUMBER OF UNRESOLVED CASES ENFORCEMENT CASES
15 DATA COLLECTIONBefore 2008 data collection had the following characteristics:Court registers were managed and filled manuallyCourt registers were managed for individual types of procedures and not on the level of the court as a wholeThe time interval was set at every three months (each quarter)The data collected was only basic (new, solved and unresolved cases, start and end of procedure).
16 DATA COLLECTION - EVOLUTION After the Data Warehouse was built data are collectedElectronicallyCentrallyAutomaticallyUp-to-date informationTime effectiveDisburdened human resourcesBetter quality and reliability of data (Clearance rate, Disposition time, Age of pending caseload, Efficieny rate, Judge productivity, Personnel productivity, etc.)Variety of possible inquiries – reports on demandBetter visualisation
18 THE DATA WAREHOUSE PROJECT The main goal of the project is to improve decision making.The goals and effects are the following:To shorten the decision making time and eliminate backlogsTo have a better overview over the work of courts and allow benchmarking between courtsTo provide for a more efficient resolution of old casesTo allow effective planning and equalisation of human resources in different courtsTo rationalise the costsTo disburden judges of the preparation of statistical analysis.
19 PRESIDENT’S DASHBOARDS The Supreme Court of Slovenia has developed and implemented a new integrated approach to court management by combining business- intelligence technology and managerial know-how.In 2011, five dashboards named President's Performance Dashboards were developed as a data visualisation tool. Each dashboard is a visual display of the most important information.The President’s Performance Dashboard project was one of the three finalists of the CEPEJ and EU Commission Crystal Scales of Justice Competition in 2012.
25 PRIORITY AREASThe Supreme Court has prepared 5 priority areas that the Slovenian judiciary focused on in 2014:Clearance of cases within the prescribed timeframesSolving of oldest unresolved casesMonitoring of judicial proceduresDisburdening the judgesQuality
26 COURT MANAGEMENT Support of the top level management Culture of court managementUse of information tools - transparency of workObjective criteria on the work of courtsStrategic management
27 COURT MANAGEMENT Strategic management - Overview of the work of courts Distribution of human resourcesEfficiencyOldest unresolved casesType of case solutionProcedural phasesRegular visits of the President of the Supreme CourtCreation of time standardsCreation of specific programmes - Triage
32 RESULTS From 2008 to October 2014: Pending cases were reduced by 45% Overall average time for solving cases fell by more than 3 months (from 7.0 to 3.3)The increase in transparency allows more accurate information to the general public and helps improving the public confidence in the judicial system.
33 Thank you for your attention. Further information: firstname.lastname@example.org
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