NACM Annual Conference Las Vegas, NV Tuesday, July 12, 2011, 1:45-3:15pm Janet G. Cornell

1. The Court Administrator – Role, Purpose, and CapabilitiesReview of court manager profession & role, and thenew “Mini Guide” NACM Annual Conference Las Vegas, NV Tuesday, July 12, 2011, 1:45-3:15pm Janet G. Cornell

2. This Conference Strengthening and Supporting the Administration of Justice Today’s Theme Supporting Professional Court Management Education This Session

3. What Are We? What is ‘Our’ Role?

4. What IS a Court Manager

5. 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

6. A Day in the Life of aCourt Manager • What is a day like ? • Duties – tasks ? • Expectations?

7. The #1 Skill for a Court Manager? • What is the #1 quality? • Most important ability? • Skill(s)?

8. NACM Core Competencies

9. Have You Had This Question? What DOES a Court Administrator do?

10. Mind Map

11. Court Manager Job Descriptions • Manages … • Directs … • Supervises… • Plans and organizes… • Coordinates… • Develops • Interprets • Implements… • Establishes • Ensures… • Designs… • Monitors… • Presents • Defends…. • Provides administrative…. • Analyzes and evaluates … • Represents …. • Liaison for… • Executive for…. • Responsible for ….

12. 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

13. Harvard Business School“Elevator Pitch Builder”

15. The Index Card Assume: • 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?

16. Your Elevator Speeches!

17. “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

18. 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)

19. Changes & Maturity of the Guide

20. Key New Elements • NACM Core Competencies – enhanced • Executive Team concept - added • Model Code of Conduct - updated • Future of Court Administration - added • NACM National Agenda - added

21. Typical Duties of a Court Administrator

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

23. Job Success Factors- Personal & Professional Skills

24. Professionalism and the NACMCore Competencies

25. Core Competencies • Missing from current ‘core competencies?’ • What will be needed in 5 years? • In 25 years? = Core competencies under review

26. Code of Conduct for Court Professionals

27. The NACM National Agenda2010-2015 Six Priorities -- Drive NACM Actions Priority #1 - Emphasizing Case-flow Mgmt Improvements Priority #2 – Sustaining Excellence in Difficult Times Priority #3 – Enhancing Public Perceptions of the Courts and Increasing Community Collaboration Priority #4 – Promoting Improved Court Leadership & Governance Priority #5 – Preparing for and Responding to Trends Priority #6 – Supporting Professional Court Management Education • In-service education -- NACM Core Competencies • University/college -- certificate or degree

28. 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

29. 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

30. 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?

31. The New Reality for Court Managers • Long- term & prolonged reduction of human and financial resources • Easier solutions for revenue sources – already implemented. Need for future changes to be structural and strategic. • Future budgetary savings not likely from traditional sources, but from process reengineering or substantial technology deployment. • Courts need to revisit their mission, define core business, and strategically reassess all functions, to prioritize. • Old intergovernmental relationships – which worked in the past, are no longer dependable. • 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 2010 From Urban Court Managers Meeting, February 2010 “The New Reality for Court Managers,” Peter Coolsen

32. 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

33. What Courts Must Doaka – what court managers must do • Jettison the mindset that we are only in a short rough patch. • Re-examine the mission and review and align the scope of services provided. • Re-think and alter how services are provided, and work for effective outcomes. • Become more nimble, agile and responsive. • Revolutionize court cultures and work environment. • Expand existing, & forge new partnerships. • 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

34. 7 Mindsets of Professionals • Have a bias for results • Realize and act like they’re part of something bigger than themselves • Know things get better when they get better • Have personal standards that often transcend organizational ones • Know that personal integrity is all they have • Aspire to be masters of their emotions, not enslaved • Aspire to reveal value in others The Power of Professionalism Bill Wiersma

35. Future Leader Traits Top Qualities Needed ? ? ? Source: you • Charisma • Consideration for others • Curiosity and intelligence • Courage and integrity • Reliability • Adaptability • Judgment • Respect Source: Fast Company Magazine

36. Top 3-5 Things For Your Future‘Elevator Pitch’ • ____________________________ • ____________________________ • ____________________________ • ____________________________ • ____________________________

37. 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

38. Self Evaluation • What goals have you set for yourself, and what progress have you made with them? • What other accomplishments have you had? • What obstacles or setbacks have you had, and how effectively did you deal with them? • What are your goals for the upcoming year? • What information or support do you need to succeed? • What is hindering you? helping you?

39. Recent Use of the ‘Manual’ • 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. 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.

40. Take Aways from Today? • _______________________________ • _______________________________ • _______________________________

41. Final Thoughts • 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 Thank you for attendance and participation! Janet G. Cornell jcornell@scottsdaleaz.gov 480-312-2775