Visioning and Strategic Planning
Visioning and Strategic Planning:
Fundamentals and Foundations
for Court Leaders
National Association For Court Management
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Visioning and Strategic Planning
Three Day Overview
Day One
• Vision and Strategic Planning Fundamentals
• KSAs and Readiness
• A Nine-Step Approach
• Step 1 – Plan Initiation (Fundamentals, Examples, Exercises,
Lessons)
Day Two
• Step 2 – Mission
• Step 3 – Vision
• Step 4 – Trends and Scenarios
• Step 5 – Capacity Assessment
• Steps 6 and 7 – Strategic Issues and Strategies
Day Three
• Step 8 – Implementation/Operationalize
• Step 9 – Institutionalization and Monitoring
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Visioning and Strategic Planning
Session Learning Objectives:
Overall
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;
• determine if their court is ready to undertake a visioning and
strategic planning process;
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Visioning and Strategic Planning
Session Learning Objectives:
Overall
Participants will be able to:
• understand the scope of the KSAs needed for effective
visioning and strategic planning; and
• have experience working with a nine-step visioning and
strategic planning process.
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Visioning and Strategic Planning
Day One Agenda
8:30 – 9:00 a.m.
Introductions and Session Overview
-- agenda
-- outcomes
9:00 – 10:00 a.m.
Vision and Strategic Planning
Fundamentals
-- definitions
-- motivations
-- KSAs
10:00 – 10:15 a.m.
Break
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Visioning and Strategic Planning
Day One Agenda
10:15 a.m. – 12:00 p.m.
KSAs and Readiness: Is Now The
Right Time For Visioning and
Strategic Planning In Your Court
12:00 – 1:00 p.m.
Lunch
1:00 – 3:00 p.m.
Approach and Nine-Step Process
Overview
3:00 – 3:15 p.m.
Break
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Visioning and Strategic Planning
Day One Agenda
3:15 – 4:15 p.m.
Step 1 – Plan Initiation
-- fundamentals
-- examples
-- exercise
4:15 – 4:30 p.m.
Wrap-Up
4:30 p.m.
Adjourn
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Visioning and Strategic Planning
Session Learning Objectives:
Day One
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;+
• determine if their court is ready to undertake a
visioning and strategic planning process;
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Visioning and Strategic Planning
Session Learning Objectives:
Day One
Participants will be able to:
• understand the scope of the KSAs needed for
effective visioning and strategic planning; and
• have experience working with Step 1, initiating a
strategic plan, in nine-step visioning and strategic
planning process.
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Visioning and Strategic Planning
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.
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Visioning and Strategic Planning
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.
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Visioning and Strategic Planning
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
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Visioning and Strategic Planning
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.
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Visioning and Strategic Planning
General NACM Model
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Visioning and Strategic Planning
Core Competencies: Know
and Be Able To Do
• Court Purposes, Environment, and Processes
• Fundamentals
• Organizational Foundation
• Change and Alignment
• Strategic Thinking
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Visioning and Strategic Planning
Know and Be Able To Do
Court Purposes, Environment, and Processes
• Visioning and Strategic Planning require understanding of the
purposes of courts and how court management delivers on
the American promise of equal justice under law, due process
and judicial independence and impartiality. Visioning and
Strategic Planning help court leaders, their justice and
community partners ensure that the future of the courts and
the justice system matches their enduring purposes and
responsibilities. Their plans take into account alternative and
current court jurisdiction, structure, and performance; case
processing; and, the types and numbers of cases being
processed.
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Visioning and Strategic Planning
Know and Be Able To Do
Fundamentals
• When implementing visioning and strategic planning, court
planning teams draw upon proven principles, methods, and
techniques. They use the most appropriate visioning and
strategic planning tools.
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Visioning and Strategic Planning
Know and Be Able To Do
Organizational Foundation
• The court must have the capacity to produce a long-term
strategic direction built through an inclusive and collaborative
visioning and planning process. Adequate organizational
foundation produces understanding and commitment about
what the court, their justice partners, and the community wish
to achieve, how they will do it, and when.
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Visioning and Strategic Planning
Know and Be Able To Do
Change and Alignment
• Visioning and Strategic Planning facilitate change; link
visioning, planning and action; and move the court, its judges,
staff, and their justice partners in a common direction toward
shared commitments.
Strategic Thinking
• When carrying out Visioning and Strategic Planning court
leaders think and act futuristically and strategically, by
anticipating and promoting change.
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Visioning and Strategic Planning
Core Competencies: Knowledge,
Skills, and Abilities
• Court Purposes, Environment, and Processes Core
Competency
• Fundamentals
• Organizational Foundation
• Change and Alignment
• Strategic Thinking
(See the Visioning and Strategic Curriculum Guidelines
http://www.nacmnet.org/CCCG/cccg_10_corecompetency_visioning.html)
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Visioning and Strategic Planning
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.
• There are several champions or sponsors for the
visioning and strategic planning process and the
completed strategic plan.
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Visioning and Strategic Planning
Court Readiness For Visioning and
Strategic Planning
• Court leaders, including judges, executives and
managers, are genuinely interested in and willing to
critically assess court performance.
• 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.
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Visioning and Strategic Planning
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 followthrough on the strategic plan.
• The court’s organizational culture supports an open and
inclusive planning process that will determine the court’s
long term direction and priorities.
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Visioning and Strategic Planning
Court Readiness For Visioning and
Strategic Planning
• The outcomes to be achieved and the benefits to be
gained by developing and following through on a vision
and strategic plan are clear.
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Visioning and Strategic Planning
Nine-Step Process
• Step 1– Initiate a Planning Process.
• Step 2 – Define Mission.
• Step 3 – Establish Vision.
• Step 4 – Conduct Trends Analysis and Construct
Scenarios.
• Step 5 – Conduct Organizational Assessment.
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Visioning and Strategic Planning
Nine-Step Process
• Step 6 – Identify and Define Strategic Issues or
Key Results Areas.
• Step 7 – Develop Comprehensive Strategies.
• Step 8 – Operationalize the Strategic Plan.
• Step 9 – Monitor and Evaluate Progress and
Update Plan as Needed.
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Visioning and Strategic Planning
Step 1– Initiate Planning
Process Fundamentals
• Carefully select the appropriate individuals to
participate in the planning effort.
• Develop a common understanding of the
process, purpose, scope, benefits, drawbacks,
expectations, and desirable outcomes of long
range strategic planning.
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Visioning and Strategic Planning
Step 1– Initiate Planning
Process Examples
• In-court vs. a broader-based planning process?
• Who should be involved in the planning
process?
• Type and length of the planning process?
• How to involve users & stakeholders of the
court?
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Visioning and Strategic Planning
Step 1– Initiate Planning
Process Examples
• Who will facilitate the strategic planning effort?
• Who will be primarily responsible for tracking
progress and monitoring performance on the
plan?
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Visioning and Strategic Planning
Step 1– Initiate Planning
Process Lessons Learned
• Establish commitment of top leadership (e.g.,
executive team such as the chief judge, other
judges, court administrator, senior managers).
• Select the appropriate planning committee.
• Conduct an introductory session on visioning
and long range strategic planning.
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Visioning and Strategic Planning
Step 1– Initiate Planning
Process Lessons Learned
• Set an appropriate meeting schedule.
• Appoint a strategic planning coordinator.
• Use experienced external facilitators.
• Find/use appropriate meeting facilities.
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Visioning and Strategic Planning
Day One Wrap-Up
• Were the learning objectives addressed?
• What was most useful?
• Process and style modifications for day two?
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Visioning and Strategic Planning
Day Two Agenda
8:30 – 8:45 a.m.
Introductions and Session Overview
-- agenda
-- outcomes
8:45 – 10:15 a.m.
Mission, Vision, Values
-- fundamentals
-- examples
-- exercises
10:15 – 10:30 a.m.
Break
10:30 a.m. – 12:00 p.m.
Trends and Scenarios
-- fundamentals
-- examples
-- exercises
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Visioning and Strategic Planning
Day Two Agenda
12:00 – 1:00 p.m.
Lunch
1:00 – 2:00 p.m.
Capacity Assessment
-- fundamentals
-- examples
-- exercises
2:00 – 3:00 p.m.
Strategic Issues and Strategies
-- fundamentals
-- examples
-- exercises
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Visioning and Strategic Planning
Day Two Agenda
3:00 – 3:15 p.m.
Break
3:15 – 3:45 p.m.
Strategic Issues and Strategies (cont.)
3:45 – 4:15 p.m.
Lessons for Sustaining Planning Effort
4:15 – 4:30 p.m.
Wrap Up
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Visioning and Strategic Planning
Day Two Learning Objectives
• Have experience working with:
-- mission, vision, values;
-- trends and scenarios;
-- capacity assessment; and
-- strategic issues and strategies.
• Understand lessons learned in other planning efforts
about how to sustain process.
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Visioning and Strategic Planning
Mission, Vision, Values Alignment
• Key values need to be reflected in Court
mission and vision statements.
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Visioning and Strategic Planning
Values Examples
• Integrity – follow the law, be impartial, and act
respectfully towards court users and colleagues.
• Equal Access – effectively serve all community
members regardless of where they live, their
ethnicity, income, or education, and consistently
work to identify and remove barriers to court access
and service.
• Respect and Dignity – be respectful to all those who
come before the courts and work for the courts.
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Visioning and Strategic Planning
Values Examples
• Independent Judicial Decision Making – serve as a
check and balance on legislative and executive
power, maintain independence in light of state and
local political considerations and public opinion, and
resolve cases on their merits.
• Fair and Efficient Administration of Justice – do
individual justice in individual cases, and use all
resources efficiently.
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Visioning and Strategic Planning
Values Examples
• Awareness and Responsiveness to User Needs -anticipate and develop services for meeting the
changing needs of the community, court users, and
court personnel.
• Professionalism -- employ skilled, well-trained,
neutral, staff.
• Innovative -- incorporate new approaches and
technologies into all aspects of branch operations.
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Visioning and Strategic Planning
Values Examples
• Understandable -- provide information and conduct
business in a manner that can be understood by
court users.
• Protect Rights and Confidentiality -- protect
individual rights and liberties while protecting the
confidentiality of court participants.
• Work With The Community -- develop and
implement services in partnership with the
community.
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Visioning and Strategic Planning
Values Examples
• Thorough and Comprehensive -- provide a range of
forums and services to meet diverse community
needs.
• Collaboration and Integration – work across
agencies with the common focus of most effectively
serving the community.
• Transparency – assure that decisions and work
processes are transparent to the public and other
agencies.
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Visioning and Strategic Planning
Values Examples
• Rehabilitate – Work toward the betterment of
offenders.
• Safety and Well Being – Promote safety and wellbeing throughout the community.
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Visioning and Strategic Planning
Step 2 – Mission Fundamentals
• A mission statement defines an organization’s purpose -- why
it exists. It helps an organization focus on what is important
and provides a reference point for developing and prioritizing
goals and strategies.
• Developing a mission statement includes two very important
steps: (1) identifying and assessing the court’s formal and
informal mandates and (2) conducting a
stakeholder/customer/user analysis which includes identifying
the court’s stakeholders and primary customers/users,
identifying and discussing their expectations, and assessing
how well the court is doing in meeting the expectations of its
customers/users and stakeholders.
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Visioning and Strategic Planning
Step 2 – Mission Examples
The Mission of the AAA Court is to:
• Provide effective and timely resolution of legal
matters, assuring dignified and fair treatment to all
participants while promoting respect for the justice
system and maintaining the independence of the
judiciary.
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Visioning and Strategic Planning
Step 2 – Mission Examples
Mission For Serving Children
The mission of the courts of the BBB Judicial District
when protecting children and serving juveniles is to:
• promote the health and welfare of children and their
families;
• provide effective and timely resolution of legal
matters that meet the needs of children, families,
and the community; and
• assure dignified and fair treatment of all court
participants.
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Visioning and Strategic Planning
Step 2 – Mission Exercise
• Draft Mission Statement Using Template
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Visioning and Strategic Planning
Step 3 – Vision Fundamentals
• Develop a vision statement. Use a visionary
process to define a preferred future. The vision
should represent what an organization desires to
become or what it should be at its best.
• A vision statement defines a future ideal state; it
describes the direction the court intends to move
towards.
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Visioning and Strategic Planning
Step 3 – Vision Examples
To provide the highest quality of Court services to the people of
AAA County, the AAA District and Superior Courts will:
• administer a comprehensive trial Court system which
coordinates the services necessary for an effective and
efficient judicial system;
• work as an independent branch of government alongside
other branches of government to achieve common goals;
• educate the justice system community, legislative and
executive agencies and the public about the Courts;
• build respect and confidence in the Courts;
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Visioning and Strategic Planning
Step 3 – Vision Examples
To provide the highest quality of Court services to the people of
AAA County, the AAA District and Superior Courts will:
• Provide a uniform and predictable level of service;
• Provide efficient, convenient, and safe facilities;
• Maintain a diverse and professional workforce, and reflect the
diversity of the community in the workplace;
• Seek out and use modern technology and equipment;
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Visioning and Strategic Planning
Step 3 – Vision Examples
To provide the highest quality of Court services to the people of
AAA County, the AAA District and Superior Courts will:
• respect the diversity of the community;
• promote the value of families and the needs of families in
Court;
• maintain sentencing options so that offenders can be
sentenced appropriately; and
• provide resources, such as Probation services, to hold
convicted offenders accountable for their actions.
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Visioning and Strategic Planning
Step 3 – Vision Examples
The Courts of the BBB Judicial District will provide a court system
where informed litigants have an opportunity to succeed in meeting
the expectations for good behavior that have been established by
well-trained judicial officers and justice system personnel. The
Court’s vision for protecting children and serving juveniles and
families stresses that:
• court participants will understand the processes in which they are
involved, will understand and accept their case’s outcomes, and will
comply with court orders;
• litigants will be able to access treatment, training, and support
resources within the community to help them comply with court
orders;
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Visioning and Strategic Planning
Step 3 – Vision Examples
The Courts of the BBB Judicial District will provide a court system
where informed litigants have an opportunity to succeed in meeting
the expectations for good behavior that have been established by
well-trained judicial officers and justice system personnel. The
Court’s vision for protecting children and serving juveniles and
families stresses that:
• court case work processes will be convenient to use, timely, and
accessible to litigants across the District;
• judicial officers and court personnel will be well-trained about how
best to serve children, juveniles, and families in court;
• court participants will be treated with respect and dignity;
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Visioning and Strategic Planning
Step 3 – Vision Examples
The Courts of the BBB Judicial District will provide a court system
where informed litigants have an opportunity to succeed in meeting
the expectations for good behavior that have been established by
well-trained judicial officers and justice system personnel. The
Court’s vision for protecting children and serving juveniles and
families stresses that:
• juvenile offenders will be offered opportunities for rehabilitation;
• court services will be customer focused and culturally appropriate;
• the infrastructure supporting case processing – including technology,
work processes, and facilities – will be effective and will assure that
court and community resources are used efficiently; and
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Visioning and Strategic Planning
Step 3 – Vision Examples
The Courts of the BBB Judicial District will provide a court system
where informed litigants have an opportunity to succeed in meeting
the expectations for good behavior that have been established by
well-trained judicial officers and justice system personnel. The
Court’s vision for protecting children and serving juveniles and
families stresses that:
• the Court will know how well it is serving children, juveniles and their
families and will be able to report, routinely, its performance to the
public.
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Visioning and Strategic Planning
Step 3 – Vision Exercise
• Draft Vision Statement Using Template
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Visioning and Strategic Planning
Step 4 – Trends and Scenarios
Fundamentals
• Understand the external court environment. This includes
assessing the social, political, economic, and technological
trends generating demands on the justice system and on
courts.
• A trend is a series of related events or activities that appear to
have a demonstrable direction over time.
• Construct future scenarios. A scenario is a history of the
future. It is a fact-based speculation about what might
happen in the future. The scenario should reflect the
anticipated interactions of key trends and the resulting
plausible future scenarios.
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Visioning and Strategic Planning
Step 4 – Trends Examples
• Review Trends Summary Handout
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Visioning and Strategic Planning
Step 4 – Scenario Example
• Review Scenario Handout
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Visioning and Strategic Planning
Step 4 – Trend and Scenario
Exercise
• Review Scenario Handout
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Visioning and Strategic Planning
Step 5 – Organizational
Assessment Fundamentals
• Examine court structure, organization, procedures, and
performance. This includes assessing the structure and
organization of the court and other justice system agencies,
case management and case processing procedures, the
practices and work habits of court staff, court and justice
systems resources, and jurisdictional characteristics.
• Detail organizational strengths, weaknesses, opportunities,
and threats. This includes identifying strengths, weaknesses,
opportunities, and threats in light of the court’s capacity to
achieve its mission and vision, and deal with likely future
demands.
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Visioning and Strategic Planning
Step 5 – Organizational
Assessment Fundamentals
• An organizational assessment helps to determine a court’s
capacity to deal effectively with current and likely future
demands.
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Visioning and Strategic Planning
Step 5 – Organizational
Assessment Examples
• Review Assessment Handout
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Visioning and Strategic Planning
Step 5 – Organizational
Assessment Exercise
• Prepare Assessment Using Template
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Visioning and Strategic Planning
Step 6 – Strategic Issue
Identification Fundamentals
• Identify strategic issues. This includes describing the issues,
distinguishing strategic issues from immediate problems and
solutions, developing standards of issue severity, and
prioritizing issues.
• Strategic issues are internal or external issues that are
fundamentally important to the court. They are often the
underlying or more encompassing issues of what superficially
appear to be numerous unrelated or loosely related problems.
Strategic issues typically are the convergence of trends,
policy choices, and underlying conditions and tensions that
can affect the ability of a court to move in a desired direction.
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Visioning and Strategic Planning
Step 6 – Strategic Issue Examples
• Review Strategic Issue and Strategy Handout
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Visioning and Strategic Planning
Step 7 – Strategy Development
Fundamentals
• Identify goals and objectives for each of the strategic issues.
This includes identifying several goals for each of the issues
and several objectives for each of the goals. It also includes
prioritizing the goals and objectives.
• Strategies are comprehensive, institutional responses to the
strategic issues. This step is the heart of strategic planning.
• The strategies should include specific goals (i.e., broad
statements that define the desired, end targets that the court
will strive to achieve over the next three to five years) and
objectives (i.e., concrete statements that describe what needs
to be done to accomplish the goals or the means for achieving
the goals).
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Visioning and Strategic Planning
Step 7 – Strategy Examples
• Review Strategic Issue and Strategy Handout
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Visioning and Strategic Planning
Lessons For Maintaining
Momentum
• Sustain ongoing leadership involvement,
encouragement, visibility, and feedback.
• Build continuity between the planning sessions and
planning steps.
• Inform and involve staff and external stakeholders
including users of the court system.
• Promote healthy group dynamics.
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Visioning and Strategic Planning
Day Two Wrap-Up
• Were the learning objectives addressed?
• What was most useful?
• Process and style modifications for day three?
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Visioning and Strategic Planning
Day Three Overview
8:30 – 8:45 a.m.
Introductions and Session Overview
-- agenda
-- outcomes
8:45 – 10:15 a.m.
Plan Implementation
-- fundamentals
-- examples
-- exercises
10:15 – 10:30 a.m.
Break
10:30 – 11:45 a.m.
Monitoring and institutionalizing
-- fundamentals
-- examples
-- exercises
11:45 a.m. – 12:00 p.m.
12:00 noon
Wrap-up
Adjourn
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Visioning and Strategic Planning
Day Three Learning Objectives
• Have experience working with:
-- plan implementation; and
-- institutionalizing strategic management.
• Understand lessons learned in other planning efforts
about how to institutionalize strategic planning and
management.
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Visioning and Strategic Planning
Step 8 – Plan Implementation
Fundamentals
• Prepare a 2–5 year strategic and long-range plan
that specifies structural, organizational, and
procedural changes, operational goals, unit
responsibilities, action steps, activities, and time
frames for goal implementation.
• Prepare and promulgate annual operational plans
that specify the year’s priority projects, operational
goals, action steps, individual responsibilities, time
frames, and performance indicators.
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Visioning and Strategic Planning
Step 8 – Plan Implementation
Fundamentals
• Prepare and promulgate individual performance
plans that specify individual goals, action steps, time
frames, and performance standards.
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Visioning and Strategic Planning
Step 8 – Plan Implementation
Examples
• Review Strategic Plan Contents Handout
• Review Priority Project Description Handout
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Visioning and Strategic Planning
Step 8 – Plan Implementation
Exercise
• Prepare Implementation Strategy Using Template
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Visioning and Strategic Planning
Step 9 – Monitoring and
Updating Fundamentals
• Establish a monitoring system that includes indicators of
organizational performance and movement.
• Report and review performance indicators including
organizational and individuals’ accomplishments.
• Revise strategies as needed.
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Visioning and Strategic Planning
Step 9 – Monitoring and
Updating Fundamentals
• Successful implementation of the strategic plan requires
moving from strategic planning to strategic management.
When this occurs, courts routinely evaluate their general
performance and the performance of each of its units in
light of its long term goals and overall vision.
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Visioning and Strategic Planning
Institutionalization Lessons
• Maintain top leadership support and involvement.
• Involve staff.
• Designate a strategic planning coordinator whose
responsibility it is to monitor progress and
accomplishments.
• Conduct annual review meetings.
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Visioning and Strategic Planning
Institutionalization Lessons
• Assure ongoing development of staff.
• Assertively implement/bring about organizational
change.
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Visioning and Strategic Planning
Day Three Wrap Up
• Were the learning objectives addressed?
• What was most useful?
• Process and style modifications for entire three
days?
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