cornell - evidence based mgmt ppt rev 5-31-15
TRANSCRIPT
1
2015 Court Administrators’ Conference
June 22, 2015
Janet G. Cornell
Court Consultant
EvidenceBasedManagementforTomorrow’sSuccessfulLeader
Premise:► Leaders use data
► Leaders must be comfortable with statistics
►Future use of evidence
► Purpose of courts
► Public trust & confidence
►What you count, counts2
ThisSession
•Data and information
•Leaders
•Examples
•Practice
3
2
From cartoonist Larson
4
ATrueStory
5
6
Sadistics
3
“All change in history, all advance, comes from
nonconformity. If there had been no troublemakers, no dissenters, we should still be
living in caves.”
Historian A.J.P. Taylor7
WhenIsay“Data”
8
Terms• Analytics
• Benchmarking
• Evidence Based Practice(EBP)
• Empirical
• Statistically Significant
• Quantitative
• Big Data
• Scorecard
• Business Process Reengineering (BPR)
• Dashboard
• Business Case
• Diagnostics
• Business Intelligence
• Results Oriented
• Results Based
• Metrics 9
4
Evidence…
… Helps you make a conclusion
… Indicator or set of indicators
… Proves
… Visible sign
… Supports proposal, premise
10
Evidence…
•Credibility
•Accountability
•Performance
•Reengineering
•Decision making
11
WhendoYouUseEvidenceatWork?
1‐2‐3
• I use (or rely upon) data each day
• I discuss measures/metrics with the Presiding Judge
1‐2‐3
• Before beginning a new program I (we) look at data
• We have performance data from our justice partners
1‐2‐3
• Court data is included in budget discussions
• My court publishes an annual report with metrics
12Total: ____
Rating Scale1 – no/little2 – some/sometimes3 – a lot/always
5
Risks
13
Risks…
14
Risks
Benefits
15
6
WhyNow?
16
EvolutionofCourt Performance
CaseflowMgmtPrincipl
Time Standards
Trial Court
PerformcStandards
Staff & Efficiency Assessmt
Statistical Reporting Standrds
CourTools
NACM Core Comp.
HighPerformcCourts
Principles of Judicial
Administ.
NACM CORE
1970s 1980s 1990 1996‐2001 2003‐2004 2005 2010 2011 2012+
17
CompetingPressures
Rulesandpolicies
Publicperceptions
Fiscalchallenges
Increasing &tightercontrols
Customerexpectation&demand
Caseflowmanagement
TaskComplexity
Staffing,hiring,
retention,morale
Serviceelimination
orconsolidation
Reactivesystems
18
7
TheFuture
• Control
• Adaptability
• Digital Natives
• Risk and Failure
• Partners
• Daring 19
From Alec Ross, Sr., Fmr. Advisor for Innovation, US Sec’y. of State
TheCourtsin2025
• Technology• Information/data
• Leader skills• Social media
• Public interest & perception• Evidence based practice
From Future of the Courts‐The Next Ten Years
Survey,
P. Kiefer and P. Knox20
21
HaveYouHadThisQuestion?
What DOESa
Court Administrator
do?
8
CourtAdministratorRole
•YOUR responsibilities?
•Use of data?
22
Caseflow 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 SensitivePractices
Security Management Project Leadership and Oversight
23
TypicalDuties‐CourtAdministrator
Influences
• Accountability
• Immediacy
• Mandates
• Specialty court functions
• Pilot programs
• Workload distribution
• Doubt24
9
Examples
and
Models
25
A Scenario
26
Scenario1.What are the issues/challenges in scenario?2.What are some assumptions you make?3.How can this court challenge/reverse these assumptions?
4.What options are available to this court?5.How can statistics/performance measures help?6.What ‘story’ should this court tell about itself?7.What options does court leadership have?8.What else do you recommend this court do?
27
10
Pressures• Misunderstanding ‐ court purpose, role (external)
• Incomplete knowledge (internal & external)
• Expectations of leadership and judges (internal)
• Limited information published (internal & external)
• Budget and fiscal scrutiny (internal & external)
• Political environment (external)
28
ChallengeswithData
29
TypicalCaseflowManagementDataandInformation
Cases filed, closed, pending
Case age, time of dispo, number of continuances,
number of events
Rates, trends, patterns, points of
delay/clogs30
11
AnnualReport
31
CourToolsinBudgetDocument
32
HighPerformance
SelfEvaluationSurvey
33
12
CountingSources
On site customers Telephone customers
Web site, IVR system Documents and faxes
Security screening count Documents scanned
Records requests Formal court hearings
Customer flow/volumes/times
Financial transaction receipts
Litigant residence/zip code
Case originationlocation
34
TouchPoints/CustomerInteractionsTouch Points to Measure Court Interactions with Litigants
Security screening magnetometer ‐ volume of
individuals on site within the court
Queuing system ‐ onsite customers/defendants
served at customer counter
Telephone IVR system ‐ volume, hold times, time
duration per call
Internet and web counts ‐ interactions conducted
Papers ‐ incoming documents, emails, faxes
CMS docket codes ‐ events and case actions
35
WorkloadComparisons–Monthly
36
13
TheBucketList
• Self inventory• ID tasks• ID time• ID reasons
37
DataforResourceEvaluation
• Staff self inventory: for 40 hours, task‐activity, time, volumes
Inventory Staff Tasks
• Group data and findings
• Trends or patterns from data
Tally Results
• Task duplication or inefficiency
• Too many tasks per person/desk
• Inappropriately assigned task per person/desk
• Identification of ‘slack’ time
Assess and Use:
38
Data for:‐ Staffing levels‐ Staff task assignments
‐ Resource needs or cuts
‐ Absorb‐ability
Who&How• Process announced
• Presiding Judge supportive (aware)
• Management team‐lead process (buy‐in)
• Defined time period and data
• Data collection form/format
• Data collected (5 days’ work in 10 days)
• Info compiled and analyzed
• Briefed to management39
14
OrganizationofData
• Overview
• Key Team Assignments
• Desk Assignments
• Task Mandates (rule, statute)
• Team Member Assignments: staff, time, cycle (weekly, monthly, yearly)
• Periodic, Ad Hoc, Cyclical (rare) Tasks40
DataCollection
41
DataCollection(cont.)
42
15
DataCollection/TaskLog
43
DataOrganization
Court operational area
high level duty high level
dutyhigh level
duty
44
DataOrganization
Team Member Assignments
Team Member Name
Current Primary Assignment
These duties are first priority of assigned team
member
Secondary/Backup Assignment
Duties performed regularly for proficiency or
as needed during shortages
45
16
• tasks within assignment
• tasks within assignment
• tasks within assignmentAssignment
• tasks within assignment
• tasks within assignment
• tasks within assignment
Assignment
• tasks within assignment
• tasks within assignment
• tasks within assignment
Assignment
• tasks within assignment
• tasks within assignment
• tasks within assignment
Assignment46
47
48
17
49
ImmediateUse• Staff & leader knowledge of tasks• Process documentation• Process revamping• Immediate change / fixes / elimination• Streamlining and efficiency• Task movement• Slack / discretionary time identified• Staff reassignment or attrition• Visibility
50
LongTermUse• Evaluate / manage perceptions• Analyze strengths or weaknesses• Target areas for improvement• Reengineer• Data for policy / management use• Document savings• Demonstrate resource use• Promote success to outsiders• Visibility
51
18
LessonsLearned• Start somewhere
–Use existing statistics and measures–Consider sampling and manual audits–Create new counting mechanisms
• Starting small is okay
• Share and get feedback to enhance
• Set practices in motion to continue52
LessonsLearned
• Build upon what is in place
• Keep a larger vision
• Avoid getting stuck
• Be willing to take a risk
• Regularly use the data and metrics
53
LeadershipTraits(adapted from Forbes)
Honesty Communication Sense of humor Confidence Commitment Positivity Creativity Intuition Inspirational 54
19
Risk‐TakingTraits(adapted from ‘Risk Taking Behaviors’
and The Treasurer)
Controls destiny Makes discoveries Goal driven Achievement oriented Big picture view Scans environment Conceptual thinker Recognizes patterns Applies experience
55
ChangeAgentTraits(adapted from Content Management Institute
and Bloomberg )
Challenges status quo Calm in adversity Reflects Open to learning Non‐defensive Has a vision Shows courage Takes bold action Uses teams
56
12SmartQuestions1. What is our purpose – our mission and vision?
2. How are we doing?
3. What do our users, customers, stakeholders have to say about how we are performing?
4. Where do we need to revamp or refresh our operations?
5. What prevents us from making the changes necessary?
6. What changes have we made in the last reporting period? 57
20
12SmartQuestions(cont.)7. Are we continually assessing ourselves
8. Did we make progress in our operation today?
9. Are we leveraging our limited resources and talents?
10. How do we sustain changes and enhancements so we are continually improving?
11.What is the message we need to give about how our court performs?
12. Is there anything else that we should be asking?
58
“CourtsThatSucceed”
Courts That Succeed: Six Profiles of Successful Courts, Hewitt, Gallas, Mahoney, 1990
59
GettingStarted• Use surveys‐ CourTools
–Court use of staff survey since 2002– Initial ‘formal’ CourTools use in 2009/2010
–Presentation to City officials–Expectation of data
• Use self evaluation tools–Customers
–Staff
• “Bucket List” inventory of tasks• Inclusion of data in everything 60
21
WheretoGetStats?
61
WhyDoStatistics?
Documentation
Justification
Required reporting
Accountability
62
WhyDoIt?• What you count, counts!
• Documentation of resource use
• Do it before it’s done to you!
• Your court likely already has data
• Manage perceptions
63
22
WhyDoIt?
• Good management practice
• Control your future!
• Demonstrates performance
• It is “Evidence Based Management”
64
Evidence…
•Credibility
•Accountability
•Performance
•Reengineering
•Decision making
•Leadership65
PracticalAdvice
• Operational functions – “frontline” court use
• Use manual and automated methods
• Build upon data available
• Talk about and share data inside court
• Get/compare data with partners
• Publish information outside court
• Drive strategic planning process66
23
AdditionalUsesofData
• Evaluate and manage perceptions
• Consider perceived strengths or weaknesses
• Target areas for improvement
• Use data for policy and management decisions
• Promote court success to Judicial leaders, funding authority, and
public
67
OverallResults
• Metrics & statistics captured, published• Court role and work/workload shared• Tell the court’s story!• Leadership• Good business practice• Opportunity created
68
HowtoGetStarted
69
24
Preparation/ActionPlan• Choose ONE measure/metric (not currently used)
• List where you will get it
• Note who needs to assist
• State how you will use it
• Identify the risk
• Write action to minimize risk
70
ResourceIdeas• Other courts, administrators, court websites
• National Center for State Courts www.ncsc.org
• CourTools Measures www.courtools.org
• “Court2Court” list serve via www.ncsc.org
• Articles• Evidence Based Management: http://ncsc.contentdm.oclc.org/cdm/ref/collection/ctadmin/id/2082 (May 2014)
• “Court Performance Measures: What You Count, Counts!” NACM Court Manager, Vol 29, Issue 1
• “One Court Looks at Itself in the Mirror (the ‘Bucket List’ Project), NACM Court Manager, Vol 27, Issue 4
• “Twelve Smart Questions Every Court Leader Needs to Ask,” forthcoming NACM Court Manager
71
Thank You!
Janet G. Cornell
Court Consultant