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Looking Ahead: Developing YOUR State Agenda
Incorporating the NACM National Agenda into Your State Association Agenda
Presentation at BLANK
LOCATIONDATE
“Committed to Excellence”
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 “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 20XX-20YY.
Is an Agenda Different than a Strategic Plan?
Strategic Plan
Guide & Steps
Agenda
Visionary Framework
Is an Agenda Different than a Strategic Plan?
Strategic Plan• 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
Agenda• 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
• 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 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 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?
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 Association Impact
Possible Agenda Priorities Emphasizing Caseflow Management Improvements Sustaining Excellence in Difficult Budget Times Enhancing Public Perceptions of the Courts and Increasing
Community Collaboration Promoting Improved Court Leadership and Governance Preparing for and Responding to Trends Supporting Professional Court Management Education Providing Diversity in Educational Opportunities Collaboration with Other Professional Organizations Focusing on Increased Membership Activity and Participation Participating in legislative and/or rulemaking processes Defining the Role of the Profession in Our State
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 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 – 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 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• 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 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 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 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• 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 mini-guides
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”– 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 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 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”