The Court Administrator – Role, Purpose, and Capabilities

Review of court manager profession & role, and thenew “Mini Guide”

NACM Annual ConferenceLas Vegas, NV

Tuesday, July 12, 2011, 1:45-3:15pmJanet G. Cornell

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This Conference Strengthening and Supporting the

Administration of Justice

Today’s Theme Supporting Professional Court Management

Education

This Session

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What Are We? What is ‘Our’ Role?

A Go For?

Secretary support?

Staffer?

Note taker?

Fortune teller?

Miracle worker?

Utility player?

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What IS a Court Manager

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History of Court Administration• Federal court system --early administrator use• 1950s -- first known court manager• 1st official ‘court administrator’ – Los Angeles• Current NACM

– membership - 1,800– expanding international use of court managers– growing --court management techniques

• NACM & others – interacting and aligning– Judges’ groups– Judicial educators– International

• Increasing visibility and importance of our role

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A Day in the Life of aCourt Manager

• What is a day like ?

• Duties – tasks ?

• Expectations?

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The #1 Skill for a Court Manager?

• What is the #1 quality?

• Most important ability?

• Skill(s)?

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NACM Core Competencies

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Have You Had This Question?

What DOES a Court

Administrator do?

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Mind Map

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Court Manager Job DescriptionsManages …Directs … Supervises…Plans and organizes…Coordinates…Develops Interprets Implements…EstablishesEnsures…

Designs…Monitors…PresentsDefends….Provides administrative….Analyzes and evaluates …Represents …. Liaison for…Executive for….Responsible for ….

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The Elevator Speech

The elevator pitch (Wikipedia) is • A short summary, to quickly & simply define a

product, service, organization, its value• To get the point across quickly• To pitch an idea for support• Quick enough to deliver in an elevator ride• First impression counts• Meaningful information

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Harvard Business School“Elevator Pitch Builder”

Who Describe WHO you are. Keep it short. What do you want the listener to most remember about you?

What Describe WHAT you do. WHAT is the main value, or key result or impact added or provided by your business?

Why Describe WHY you are unique. WHAT are the unique items, benefits, or contributions that your ‘business’ provides? Show what you think is different or better.

Goal Describe your GOAL. Use items that are concrete, defined, realistic. Make it apparent to the listener – what you are requesting.

Analysis Practice, analyze, get your pitch perfected.

Source: HBS Elevator Pitch Builder - www..alumni.hbs.edu/careers/pitch

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Elevator Speech

Who What Why

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The Index CardAssume:• 2 minutes to get your point across• telling a stranger about your position

WHO are you? WHAT is your role, purpose?

WHY that role, purpose?

Sell yourself. Sell your role. Sell the court.2 – 3 key points.What do you want to stick with listener?

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Your Elevator Speeches!

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“The Court Administrator – A Guide and Manual”

• For understanding of court administration• Describe the importance of court management• Detail the role and qualifications• Use by

– judges, court professionals, interested parties

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Committee Member Thanks• Peter Coolsen – NACM Publications Committee chair• Tracy (TJ) Bement• Chris Bleuenstein• Giuseppe M. Fazari• Cydney Fowler• Amy Kehner• Norman Meyer• Michele Oken• Bob Zastany• Janet G. Cornell (subcommittee chair)

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Changes & Maturity of the Guide1980s Edition 1992 & 2002 Editions 2011 Edition

NACM Board of Directors

Table of Contents Table of Contents (2002 edition only) Table of Contents

Introduction Introduction Introduction

Why Court Management Why Court Administration Why Court Administration

The Relationship of the Manager to the Bench

Relationship of the Administrator to the Bench

Relationship of the Administrator to the Bench

Hiring a Court Manager Hiring a Court Administrator Selecting a Court Administrator

Professionalization Professionalization Professionalization

Core Competencies of a Court Administrator

Professional Standards Professional Standards

Model Code of Conduct Model Code of Conduct for Court Professionals

The Future of Court Administration

NACM National Agenda

Acknowledgements Acknowledgments Acknowledgements

Resources

NACM Membership Information and Application Form

Publications Order Form Publications Order Form

# of pages: 14 # of pages: 18 and 22 # pages: 30

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Key New Elements

NACM Core Competencies – enhancedExecutive Team concept - addedModel Code of Conduct - updatedFuture of Court Administration - addedNACM National Agenda - added

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Typical Duties of a Court AdministratorCaseflow Management Intergovernmental Liaison

Human Resource Management Community Relations and Public Information

Fiscal Administration Research and Advisory Services

Technology Management Emergency Preparedness and Business Continuity

Information Management Succession Planning

Jury Management Keeping the Record

Facility Management Performance Management and Holding the Court Accountable

Space Planning Green or Ecologically Sensitive Practices

Security Management Project Leadership and Oversight

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Executive Team Concept• Chief judge & court administrator• Judge as chief constituency of court manager• Together -- leadership team• HOW do we promote the executive team?

ExecutiveTeam

CourtAdministrator

Chief/Presiding Judge

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Job Success Factors- Personal & Professional Skills

Learning Skills Interpersonal Skills

Communication Skills – speaking, writing, listening

Negotiation Skills

Adaptability Skills – problem solving and creativity

Teamwork Skills

Motivation and Goal Setting Leadership Skills

Ethical Performance Skills

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Professionalism and the NACMCore Competencies

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Core Competencies• Missing from current ‘core

competencies?’• What will be needed in 5 years?• In 25 years?

= Core competencies under review

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Code of Conduct for Court Professionals

Canon 1 - Avoid Impropriety and Appearance of Impropriety in All Activities

Canon 2 – Perform the Duties of Position Impartially and Diligently

Canon 3 – Conduct Outside Activities to Minimize the Risk of Conflict with Official Position

Canon 4 – Refrain From Inappropriate Political Activity

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The NACM National Agenda2010-2015

Six Priorities -- Drive NACM ActionsPriority #1 - Emphasizing Case-flow Mgmt ImprovementsPriority #2 – Sustaining Excellence in Difficult TimesPriority #3 – Enhancing Public Perceptions of the Courts and

Increasing Community CollaborationPriority #4 – Promoting Improved Court Leadership &

GovernancePriority #5 – Preparing for and Responding to TrendsPriority #6 – Supporting Professional Court Management

Education In-service education -- NACM Core Competencies

University/college -- certificate or degree

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The Future of Court Administration

• Collaborate and dialogue• Interactions - justice system & others• Deploy and use technology• Satisfy public expectations• Navigate interdependencies• Manage system intricacies• Be adept at change

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New Environment Challenges/ Opportunities

• Push and pull• The ‘new norm’• What worked before no

longer will• Fiscal & human resources• Process changes• Doing more (different?)

with less

• ‘Budgetally’ constrained• Public sector support

shrinking• Reengineering• Performance metrics

– High Performance Courts– courTools– trial court performance

measures/standards

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Questions for Consideration• Where is the profession headed?

“Court Management 2.0”

• For what do we need to prepare?

• What path do we seek out?

• How do we ‘mature’ the profession?

• Challenges? Risks? Opportunities?

• Skill sets and strengths needed?

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The New Reality for Court Managers

1. Long- term & prolonged reduction of human and financial resources2. Easier solutions for revenue sources – already implemented. Need for future changes

to be structural and strategic.3. Future budgetary savings not likely from traditional sources, but from process

reengineering or substantial technology deployment.4. Courts need to revisit their mission, define core business, and strategically reassess all

functions, to prioritize.5. Old intergovernmental relationships – which worked in the past, are no longer

dependable.6. The idea that the court will be in a better place when things get better, and ‘back to

where they used to be,’ is a misconception. Solve problems by realizing we will not return to past circumstances.

NACM “Court Express,” Vol. 11, No. 2, Spring 2010From Urban Court Managers Meeting, February 2010“The New Reality for Court Managers,” Peter Coolsen

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Current Trends• Widening gap between society’s expectations of courts and courts’ capacities to deliver• Increasing numbers of widely diverse court users, with evolving or changing needs• Increasing case complexity• More pressure to provide better case outcomes, appropriately supervise & monitor

offenders• Increasing demand for culturally appropriate & therapeutic provision of court and justice

services• Greater difficulty in keeping pace with current and emerging technologies• Greater difficulty recruiting, hiring, retaining highly skilled executives, managers, staff• Increasingly inadequate court facilities• More pronounced ideology-driven &politics threatening judicial independence,

perceptions of fairness, public trust & confidence• Increasing opportunities to implement innovations, and revolutionize how courts provide

services and do business

NACM “Court Express” – Vol. 12, No.2, Spring 2011 ‘Trends Indicate Need for Dramatic Changes in Courts’

John A. Martin and Brenda J. Wagenknecht-Ivey

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What Courts Must Doaka – what court managers must do

1. Jettison the mindset that we are only in a short rough patch.2. Re-examine the mission and review and align the scope of services

provided.3. Re-think and alter how services are provided, and work for effective

outcomes.4. Become more nimble, agile and responsive.5. Revolutionize court cultures and work environment.6. Expand existing, & forge new partnerships.7. Be even more tenacious in advocating for court needs, while

communicating accomplishments and demonstrating accountability.

NACM “Court Express,” Vol. 12, No. 2, Spring 2011“What Courts Must Do”

From John A. Martin, Brenda J. Wagenknecht-Ivey

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7 Mindsets of Professionals1. Have a bias for results2. Realize and act like they’re part of something bigger

than themselves3. Know things get better when they get better4. Have personal standards that often transcend

organizational ones5. Know that personal integrity is all they have6. Aspire to be masters of their emotions, not enslaved7. Aspire to reveal value in others

The Power of ProfessionalismBill Wiersma

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Future Leader Traits

• Charisma• Consideration for others• Curiosity and intelligence• Courage and integrity• Reliability• Adaptability• Judgment• RespectSource: Fast Company Magazine

Top Qualities Needed

???

Source: you

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Top 3-5 Things For Your Future‘Elevator Pitch’

1. ____________________________

2. ____________________________

3. ____________________________

4. ____________________________

5. ____________________________

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How Can You Use the ‘Manual?’

• Give copies to court management team• Give copies to new court employees• Give to your presiding or leadership judge• Share with all judges• Excerpt info for presentations• Provide copies at education/training sessions• Prepare for a job interview• Self Assess - your KSAs and performance

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Self Evaluation1. What goals have you set for yourself, and what

progress have you made with them?2. What other accomplishments have you had?3. What obstacles or setbacks have you had, and

how effectively did you deal with them?4. What are your goals for the upcoming year?5. What information or support do you need to

succeed?6. What is hindering you? helping you?

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Recent Use of the ‘Manual’

The need for good management by educated and trained professionals has been endorsed by the American Bar Association, the National Advisory Commission for Standards on Court Organization and many other national conferences and commissions. The need for professional trial court administrators is especially necessary in urban areas, where the administration of the courts is a significant responsibility.Trial court administrators in North Carolina currently serve almost a third of the state's citizens by managing the programs and services that protect community safety and provide access to justice.The duties of court administrators vary but are typically functions in administrative areas, rather than legal or clerical ones and therefore require the specialized skills of any professional position with managerial responsibility. One presiding judge said "We have plenty of lawyers in the court. What we need is someone who has a managerial background and knows what management is."In essence, judges judge and court administrators run the court. Without trial court administrators, the functionality of the courts will decline.Without the rule of law provided by courts, citizens are at the will of the government, and resolving issues peacefully is at risk. Given increased caseloads and the complexity of many cases, trial court administrators enable judges to continue to provide the rule of law in an efficient and expeditious manner. Their service allows courts to provide a forum for individuals to resolve disputes peacefully, resulting in certainty for citizens and creating prosperity.We urge the General Assembly to maintain these essential positions, so that the courts can continue to provide the highest level of service to the citizens. Jude Del Preore is president of the National Association for Court Management, which has 1,800

members.

•N.C. needs its court administrators -- North Carolina News Observer

Published Thursday, Apr 28, 2011 BY JUDE DEL PREORE In August 1969, soon after he became chief justice of the Supreme Court, Warren E. Burger said "The courts of this country need management, which busy and overworked judges, with drastically increased caseloads, cannot give. We need a corps of trained administrators or managers to manage and direct the machinery so that judges can concentrate on their primary duty of judging. We must literally create a corps of court administrators or managers and do it at once." Since that time, court administrators have become an important part of the federal, state and local courts. Today, however, North Carolina's General Assembly is considering reversing 40 years of history and reverting to a court system without trial court administrators. The House Appropriations Subcommittee on Justice and Public Safety has proposed that the Fiscal Year 2011-13 budget eliminate all trial court administrators. We believe that this move would be detrimental to the citizens of North Carolina. The increasing complexity of life and the scope of litigation in this country have created an administrative burden on the courts that is difficult to manage by judges and court support staff alone. Courts need professional administrators to organize and manage administrative matters, just as city managers, school superintendents and hospital administrators manage those institutions.

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Take Aways from Today?

_______________________________

_______________________________

_______________________________

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Final Thoughts

Thank you for attendance and participation!

Janet G. Cornelljcornell@scottsdaleaz.gov

480-312-2775

It is never to late to be

what you might have been

George Eliot (Marian Evans)

Do not go where the path may lead,

go instead where there is no path

and leave a trail.

Ralph Waldo Emerson