2. Presented by Margaret Robbins Program Director, TMCEC

4. Caseflow Management Includes: Moving through a process Active oversight Continuous changes Not a steady movement Series of events Multiple tracks for case processing and time frames

5. Caseflow Management Requires: Philosophical commitment Resource commitment New procedures Retraining personnel New forms

6. Successful Organizations Clear sense of direction Unity of purpose Map Plan of Action Includes strategic planning Strategies to achieve vision, mission, goals, and objectives

7. Create an Impetus for Change Form a Guiding Coalition Create and Communicate a Vision and Mission Select Standards Relevant to Vision & Mission Conduct Short-Term Measures Conduct Long-Term Measures Make Improvements Communicate Progress

8. Caseflow Management Elements Judicial commitment and leadership Includes city commitment and leadership Court supervision of case progress Standards and goals Monitoring and information system

9. Steps Vision Mission Goals and Objectives Identify resources Develop plan to analyze current caseload inventory Developing Standards Monitoring

10. Vision Preferred future Focus of action What court should be Simple, inspirational, focusing Shared values of employees Establishes framework Clarifies direction

11. Mission Court’s mission Describes court’s fundamental purpose Mission of caseflow management Describes fundamental purpose Identifies desired results of caseflow management Identifies accountability

12. Mission Statement Performance areas Access to Justice Expedition and Timeliness Quality Fairness and Integrity Independence and Accountability Public Trust and Confidence

13. Mission Statement Write mission statement

14. Caseflow Management Goal Selected area of primary interest Activity to be completed within a certain time May diminish in importance May be replaced by a new goal

15. Goals of Caseflow Management Goals define the direction of caseflow management Sequence of time events more predictable and more timely Equal treatment of defendants Timely disposition Enhance quality of court process Enhance public confidence

16. Objectives Key result that can be obtained within a specified time period The specific steps to achieve goals Focus on specific results to be achieved (within a specified time) Fully communicated Written in quantifiable statements Permits verification of achievement

17. Goals Develop goal statement

18. Objectives Write specific results to be achieved and make sure results can be measured

19. Strategic Plan Statements that describes Vision Mission Goals Objectives Strategies for achieving them

20. Steps of Strategic Planning Establish reason or motivation for change Form guiding coalition Create vision Define mission Set goals Communicate vision, mission, & goals Establish objectives Formulate strategies Identify resources Analyze current case load Formulate strategies for developing standards and monitoring procedures Monitor, evaluate & modify steps

21. Resources Financial People Equipment Forms Other city departments Other courts State agencies National agencies Outside consultants

23. Analyzing Current Case Load Inventory Categories One year’s filing Average filings per month Current case processing standards Current pending caseload Current FTA warrants Current community service Current trials scheduled Inventory Categories Current time payments Current laying out in jail Current Capias Pro fines Current appeals Backlog in all categories Appearance rate Determine desired pending case load Flowchart current processes

24. Standards (Performance Measures) Define direction of caseflow management Relevant to vision and mission Use flowchart to analyze current procedures and processes and where you want to go Provide basis of measuring effectiveness Provide basis for case progress decisions Should be incorporated in routine Results in improvement

25. Performance Measures Should include short and long term measures Help identify operational strengths and weaknesses Assess the effectiveness of steps taken to correct deficiencies

26. Performance Measures Not intended for gauging the performance of individual judges Not intended for gauging the performance of individual judges Involve processes and tasks that are linked together and affect one another Involve processes and tasks that are linked together and affect one another Emphasize activities of the court as an organization, not actions of particular individual Emphasize activities of the court as an organization, not actions of particular individual

27. Things that you might want to measure Workload Efficiency Effectiveness Productivity Service quality Procedures Event time lines Outside time lines Overall disposition Number of pending cases Age of pending cases Median time of case disposition Individual case progress Public Trust

28. Data Collection Methods Case and administrative record reviews and searches Group techniques Interviews Observations and simulations Surveys of general public, court employees, attorneys, other city departments

29. Performance Measures Develop manageable number Develop measurement system Build around standards and data collection methods by which measures can be taken Include requirements for data Include performance evaluation scheme by which measurement system can be applied Test Communicate and train employees

30. Performance Standards Performance areas Access to Justice Expedition and Timeliness Quality Fairness and Integrity Independence and Accountability Public Trust and Confidence

31. Access to Justice Public Proceedings Safety, Accessibility, & Convenience Effective Participation Courtesy, Responsiveness, & Respect Affordable Costs of Access

32. Expedition and Timeliness Case Processing Compliance with Schedules and Standards Prompt Implementation of Law and Procedure

33. Equality, Fairness, and Integrity Fair and Reliable Judicial Process Juries Court Decisions and Actions Clarity Responsibility for Enforcement Production and Preservation of Records

34. Independence and Accountability Independence and Courtesy Accountability for Public Resources Personnel Practices and Decisions Public Education Response to Change

35. Public Trust and Confidence Accessibility Expeditious, Fair, and Reliable Court Functions Judicial Independence and Accountability

36. Performance Measurement System What standards should guide the evaluation of performance? What measures & Indicators should be applied to gauge performance on standards? What data collection methods and techniques should be used to measure performance? How should you use measurement system?

37. Measurement Focuses on results Linked to: Standard areas (mission) Goals (standards)

38. Measurement Questions Where are we now Where do we want to go Are we making progress

39. Key Elements of Measurement MethodsToolsPeople ObservationsChecklistsJudges SimulationsQuestionnairesCourt personnel InterviewsRating ScalesCity officials & attorney SurveysInventoriesJurors Record ReviewsStatisticalExperts Group TechniquesAnalysesMembers of the public

40. Strategy Evaluation Criteria Suitability Validity Feasibility Consistency Vulnerability Timing Adaptability Usability

41. Key Evaluation Questions Technical level Are strategies being implemented? Are strategies achieving goals and objectives? Are there unintended consequences?

42. Key Evaluation Questions Management level What should be continued? What should be started? What should be stopped?

43. Caseflow Management It is a service improvement process City will benefit Court will be more efficient Citizens will have equal and fair justice

44. Caseflow Management No changes everything is perfect Ignore Problems

46. World Wide Web Addresses Bureau of Justice Assistance http://www.ojp.usdoj.gov/BJA Bureau of Justice Assistance Clearinghouse http://www.ncjrs.org National Center for State Courts http://www.ncsc.dni.us

47. THE END