National Association For Court Management Visioning and Strategic Planning: Fundamentals and Foundations for Court Leaders National Association For Court Management

Session Schedule 9:00 – 9:10 a.m. Introductions and Session Overview 9:10 – 10:00 a.m. Definitions for Visioning and Strategic Planning Motivations for Visioning and Strategic Components of Visioning and Strategic The Nine Step Process 10:00 – 10:30 a.m. Readiness: Is Now The Right Time For Visioning and Strategic Planning In Your Court

Session Learning Objectives Participants will be able to: understand the key concepts of visioning and strategic planning; describe the motivations for visioning and strategic planning in the Courts; and determine if their court is ready to undertake a visioning and strategic planning process.

Definitions Visioning is a process for defining a preferred future for a court -- what a court desires to become or what it should be at its best. Strategic planning is an ongoing, disciplined effort to produce fundamental decisions and actions that shape and guide what a court is, what it does, and why it does it.

Motivations Visioning and strategic planning supports local trial court autonomy by placing the onus for change and the responsibility for creating it squarely on the trial court’s judges and staff. The processes help build consensus within the court and between the court and its justice partners and community leaders about what the court will become, and when and how it will do it.

Motivations A strategic plan develops priorities and goals that are clear and accepted throughout the court and justice system. A vision of the future, the long-range strategic plan and its implementation help ensure continuity when the leadership of the court changes.

Motivations Strategic planning is an acceptable change and alignment mechanism modeled by courts across the nation. Strategic planning supports a positive response to public demand for increased court accountability.

General NACM Model

Nine-Step Process Step 1 – Initiate a Planning Process. Step 2 – Define Mission. Step 3 – Establish Vision.

Nine-Step Process Step 4 – Conduct Trends Analysis and Construct Scenarios. Step 5 – Conduct Organizational Assessment. Step 6 – Identify and Define Strategic Issues or Key Results Areas.

Nine-Step Process Step 7 – Develop Comprehensive Strategies. Step 8 – Operationalize the Strategic Plan. Step 9 – Monitor and Evaluate Progress, Update Plan as Needed.

Court Readiness For Visioning and Strategic Planning People throughout the court have time to participate in developing and following through on the strategic plan. There is an urgent and compelling need – or pressing reason or opportunity – to do strategic planning.

Court Readiness For Visioning and Strategic Planning There are several champions or sponsors for the visioning and strategic planning process and the completed strategic plan. Court leaders, including judges, executives and managers, are genuinely interested in and willing to critically assess court performance.

Court Readiness For Visioning and Strategic Planning Judges, leaders, and managers are willing to change the priorities of the court and do work differently in the future. There is stability in the court’s leadership. Based on the strategic plan, the court is willing and likely to shift how its resources are distributed and utilized.

Court Readiness For Visioning and Strategic Planning Based on the strategic plan, the court is willing and likely to shift how its resources are distributed and utilized. Court leaders will collectively work together to follow through on the strategic plan.

Court Readiness For Visioning and Strategic Planning The court’s organizational culture supports an open and inclusive planning process that will determine the court’s long term direction and priorities. The outcomes to be achieved and the benefits to be gained by developing and following through on a vision and strategic plan are clear.