Strategic Planning Committee Report – December 2015 Meeting Page 1

STRATEGIC PLANNING COMMITTEE REPORT

At the March retreat, the College Board agreed that everything was on the table for consideration during the strategic planning process.

We determined that there was a need for education of the Strategic Planning Committee about not only the strategic planning process, but also about judicial education. The Strategic Planning Committee (SPC) consists of the following members: Sharon Marchman, Chair; Angela Bazile, John Slattery, Ricky Wicker, Larry Shea, Justice Crichton, Will Crain, Lorie Landry, Jules Edwards, Kirk Williams, Sandra Vujnovich, Cheney Joseph, and Marie Anders. The College Board also adopted the following vision statement:

LOUISIANA JUDICIAL COLLEGE Instilling Knowledge Inspiring Confidence

Ensuring Justice for ALL

MISSION As the judicial education arm of the Louisiana Supreme Court, our mission is to provide high quality, comprehensive, and relevant professional development and training in order to ensure the timely, fair, impartial, and efficient administration of justice for all citizens of Louisiana.

In May, the SPC met and worked on a glossary of terms, outlined its goals, and developed a guiding philosophy and mission statement. The guiding philosophy and mission, set forth below, were adopted by the Board at its June meeting.

GUIDING PHILOSOPHY In order to best serve the citizens of Louisiana, the Louisiana Judicial College’s guiding principles are to: 1. Ensure exceptional judicial performance and public

confidence in the administration of justice by developing a competent, accountable, impartial, and independent judiciary.

2. Provide relevant quality judicial education and professional development for self-motivated learning, reflective practice, mentoring, and peer support in the application of the rule of law.

3. Improve judicial efficiency and effectiveness through research and use of best practices, innovative programs, trends analysis, and cutting-edge technologies.

4. Encourage, where applicable, the development and use of standardized uniform practices.

5. Design and implement a comprehensive needs-based curriculum framework, program learning objectives, and measurable impact evaluations.

6. Recruit and develop highly skilled faculty and staff. 7. Promote effective and collegial relationships within the

judiciary and with justice partners through continuing education.

For DECEMBER 2015 board meeting

Strategic Planning Committee Report – December 2015 Meeting Page 2

Goal 3: Outcome: Audience categories will be assessed to determine the characteristics of individual participant groups within the broad categories for the purpose of determining their relationship to and interaction with the Louisiana judicial branch so that mutually beneficial outreach and programming can be realized. Progress: See progress for goal 2.

Identify participant groups within audience categories.

Goal 4: Outcome: The College will continuously use needs-based assessment methods to make comprehensive education curriculum decisions and set program and project priorities. The needs assessment results will also direct the subject matter, faculty member, and delivery method decisions for all related educational programming, products, and activities. The needs assessment results will also provide guiding information upon which budget decisions can be made.

Establish, use, evaluate, and continuously improve a participant group needs assessment process.

Goal 5: Outcome: The College will employ a comprehensive curriculum framework to advance its vision, mission, and guiding philosophy.

Develop and implement a comprehensive curriculum framework based primarily upon the needs assessment results.

Goal 6: Outcome: In developing appropriate evaluation methods, the College will consider education goals and objectives and available resources. Once developed, the College will administer the evaluation and use the results for ongoing needs assessment.

Develop and implement diverse delivery processes and methods for education experiences.

Goal 1: Outcome: An evolving glossary of terms will be maintained for use by Louisiana Judicial College to facilitate the use of terms that create common purpose, understanding, and clarity of the educational process and practice among the Louisiana Supreme Court; executive director and board members; educators and education staff; faculty members; committee members; and technical advisors. Progress: An evolving glossary will be redistributed. As additional terms are identified, they will be referred to staff and consultant for definition and inclusion in the glossary.

Develop and use a glossary of relevant educational and strategic planning terms.

Goal 2: Outcome: Audience categories associated with the Louisiana judicial branch will be continually identified for the purpose of insuring that the vision, mission, and guiding philosophy of the College are met. Progress: The strategic planning committee revised and adopted these lists.

Identify audience categories.

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Goal 7: Outcome: In developing appropriate evaluation methods, the College will consider education goals and objectives and available resources. Once developed, the College will administer the evaluation and use the results for ongoing needs assessment.

Develop and apply evaluations appropriate to education programming, projects, or products.

Goal 8: Outcome: The College will identify, train, support, evaluate, and retain high-quality faculty based on performance standards adopted to ensure continual quality improvement. Faculty training will include the applicable theories, methods, and practices of adult learning and how each relates to the vision, mission, and guiding philosophy. College faculty will employ adult education methods to assure quality programming.

Ensure high-quality faculty.

Goal 9: Outcome: The College governance, leadership, management, staffing, and electronic infrastructure will be assessed and designed to meet its vision, mission, guiding philosophy, and strategic plan. The infrastructure assessment will address the College’s governance structure; mandates; resources; type and number of employees; required knowledge and skills of employees; scope of authority and span of activities; and electronic capabilities and support.

Identify and develop College infrastructure.

Goal 10: Outcome: College policies, procedures, and processes will be identified, developed, and written to support the College infrastructure in order to realize the vision, mission, guiding philosophy, and strategic plan.

Identify and develop policies, procedures, and processes to support infrastructure.

Goal 11:

Outcome: The action plan will establish timelines, set deadlines, and identify persons responsible for the implementation of each goal of the strategic plan. The action plan will include continual monitoring and adjustment of the strategic plan.

Develop and implement an action plan for change.

At the September meeting, the SPC adopted a new infrastructure for the College. This new infrastructure is depicted in the three graphics attached to this report. The first graphic depicts the flow of authorities and governing policies recognizing that the College operates under the authority and guidance of the LASC. The second graphic depicts the process of how the College will meet its guiding philosophy, vision, and mission, and is reflective of the importance of open communication and feedback. The third graphic depicts the governance and management structure of the College organization and represents two interdependent aspects of the College, namely programming and publications.

Strategic Planning Committee Report – December 2015 Page 4

At the November meeting the SPC considered the current policies, procedures, and processes (3Ps), memorialized some of the existing 3Ps in writing, and filled in the gaps with appropriate 3Ps. The list of 3Ps adopted for the College by the SPC are attached to this report. The SPC also worked on the action plan to implement the strategic plan. Although the action plan was not completed, the SPC recognized that the College has already begun implementation of the strategic plan and identified the top two high priority steps for implementation. The SPC will meet one final time on January 29, 2016, to complete the action plan and will present it to the Board at the earliest possible date. The College Board retreat is set for March 4-5, 2016, at Squire Creek in Choudrant, Louisiana, at which time it is expected that the full Board will not only begin the work of implementation of the strategic plan, but will also engage in its own mini-strategic plan. Respectfully submitted, Sharon I. Marchman Chair, Strategic Planning Committee

Louisiana Judicial College Strategic Planning

2015-2016

Flow of Authorities and Governing Policies

Personnel and Fiscal Policies

Strategic Direction

Louisiana Supreme Court through the

Judicial Administrator Executive Director Staff

Louisiana Supreme Court

through the Judicial

Administrator

Board and Bylaws

Executive Director Staff

LOUISIANA JUDICIAL COLLEGE Strategic Planning 2015-2016

Process of Meeting Guiding Philosophy, Vision, & Mission

Via Infrastructure, Staffing, Process, & Policies

LA Judicial College Board

Executive Director

Lead Admin. Prog. Team Pub. Team

Product Delivery

Faculty Writers / Editors

Advisory Committees

LOUISIANA JUDICIAL COLLEGE Strategic Planning 2015-2016

Governance and Management Structure of Louisiana Judicial College Organization

Executive Director

Board of Governors

Electronic Services Website Development / Admin

Calendars / Databases / Updates Online Learning Courses and Links

Program Manager Writers/Editors Program Assts. Publication Assts.

Programming Publications Lead Administrator Lead Administrator

Program Advisory

Committee

Publications Advisory

Committee

Program Planning Advisory

Committee

Publications Planning Advisory

Committee

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Louisiana Judicial College List of Policies, Procedures, and Processes

Draft 11.24.2015 1. Budget: Adherence to LASC’s Budget Policies and Operating Budgets for the College a) Annual budgets1 for the College including sources of revenue, budget lines, approval and submission process, and due dates. b) Administrative budgets for maintaining the infrastructure of the College including:

• personnel (salaries and benefits) • office supplies and furniture • technology • travel related to the administration of the College, excluding travel related to education delivery • dues to professional associations • subscriptions to software, publications, and so on • specialized technical assistance services • advisory committees and/or Board

Adherence to LASC Budget Policies 2

Proposed Policy 1. The College creates and maintains

a budget and regular financial reporting for an ongoing comprehensive view of finances. This information is used in

Proposed Procedure 1. The Executive Director

prepares and presents the proposed and actual budgets to the Board for its approval. The College regularly reviews

Proposed Future Process for State Appropriation Budget5 1. The Executive Director prepares a proposed budget for

Board approval and oversees the state appropriation budget for the College, including making requests for changes to the Judicial Budgetary Control Board through the Deputy Judicial Administrator for Budget. This

1 “Budgets” includes both the state appropriations budget and the operating budget. 2 The College receives financial support from the following sources: state appropriations general revenue, court cost collection fees, and program fees. The College may also receive grant funding for special projects. 5 Note: These processes (for each category) will likely need to be refined by staff and during the strategic planning implementation phase.

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determining College activities and priorities.

2. The College adheres to the state

government appropriation process and applicable laws, regulations, and LASC rules for the state general revenue appropriation as it applies to the LASC.

3. The College adheres to the

applicable laws, regulations, and LASC rules related to revenue from program fees, court cost collections, and other sources of revenue.

4. The College maintains all revenue and expense information through the LASC accounting system.

5. The College’s finances3 shall be regularly audited.

financial information for internal monitoring and external reporting.

2. The Executive Director, upon the authority of the Board, works with the Deputy Judicial Administrator of Budget to develop the state appropriation budget based upon College budgetary needs, to include expenses, categories, and number of personnel. The Deputy Judicial Administrator of Budget presents this budget for approval to the Judicial Budgetary Control Board.

3. The Executive Director ensures compliance by all College staff with applicable laws, regulations, and LASC rules.

4. All revenues and expenses are processed through the LASC accounting system.4

5. The Board shall determine the

frequency and method of audits.

process begins in October (headcount) and January (budget) for the following year’s cycle (July-June).6

Proposed Future Process for Other Fund Sources and Operating Budget 2. Each year the Executive Director will draft operating

budgets (both proposed and actual) with projected revenues and expenses, by project and by category, for annual Board approval.

3. The Executive Director will prepare updated financial reports and propose budget revisions as necessary to submit to the Board members prior to each Board meeting or as required by circumstances.

4. The Executive Director, in consultation with the President and Treasurer (and committee to be determined), has the authority to move money between categories of the budget up to $5,000 to accommodate unforeseen circumstances, changes in demand, etc., without requiring full Board approval.

5. The Chief Justice must approve any requisition request greater than $5,000. All contracts must be submitted to LASC Judicial Administrator Legal Division for review and approval.

6. All purchases are to be in compliance with LASC Procurement Policy.

7. All requisition requests are made in compliance with the LASC Accounting procedure.

8. Staff will regularly review accuracy of accounting data that is recorded by the LASC Accounting Department.

3 Finances include all revenues and expenditures. 4 The College does not maintain any bank account. 6 This is the current procedure based upon past practices and personnel, and it may change at the Court level.

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2. The College Program and Publications Budgets Note: All programming and publication shall have a budget, and the programming budgets are project categories of the College operating budget. Education budgets include but are not limited to:

• all travel costs (mileage/airlines/rental cars/parking/taxis); meals for staff, planning committees, attendees, and speakers/consultants; and lodging;

• all speaker/consultant fees for preparation and delivery • all site costs including meeting rooms, AV, food and beverages • all educational materials

College Program and Publications Budgets

Proposed Policy Each program/publication will have a budget driven by the comprehensive curriculum framework, annual operating budget, and College priorities, to further the vision, mission, and guiding philosophy.

Proposed Procedure A proposed program/publication budget is developed at the beginning of each planning process based upon priorities, costs, and the actual operating budget.

Proposed Future Process • Lead administrators develop

program/publications budgets within the College operating budget.

• Lead administrators work with a planning committee to determine content, learning objectives, faculty, and teaching methodologies consistent with the comprehensive curriculum framework to support the vision, mission, and guiding philosophy.

• Lead administrators are responsible for ensuring that the program/publications delivery is achieved within the allocated resources.

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3. Adherence to LASC Personnel Policies Adherence to personnel policies related to classification, salaries, benefits, recruitment, hiring, performance planning and evaluation, promotion, raises, discipline, and firing.

Adherence to LASC Personnel Policies Proposed Policy The College follows all LASC Human Resources department personnel policies to further the vision, mission, and guiding philosophy of the College. Personnel is hired and developed to support the College’s vision, mission, and guiding philosophy.

Proposed Procedure 1. When a change to the Executive Director

position is warranted, the Board will submit a recommended course of action to the Justices. The Board will execute their directive.

2. All other personnel changes shall be the responsibility of the Executive Director, subject to the approval of the Board and the Chief Justice.

Proposed Future Process The Board or the Executive Director works with the HR department to best meet the College’s personnel priorities while adhering to HR policies on job classification, salary range, benefits, recruitment, hiring, performance planning and evaluation, promotions, raises, discipline, and firing.

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4. Judicial College Staff Development • Supervising and accountability • New employee orientation • On-the-job training and mentoring • Performance planning and goal setting • Performance review • Salary adjustments • Professional development

Judicial College Staff Development

Proposed Policy Personnel is hired and developed to support the College vision, mission, and guiding philosophy.

Proposed Procedure The Executive Director is responsible for staff orientation, supervision, and professional development.

Proposed Future Process 1. The Executive Director is

responsible for College-specific orientation and supervision including training and mentoring, ongoing performance planning and goal setting culminating in an annual performance review.

2. In addition to state-based raises, salary adjustments will be considered for increases in responsibilities and duties.

3. Professional development is required to further the goals of the College.

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5. Comprehensive College Education Program/Publication Policies • Long-range program/publication priorities and plans i.e., the comprehensive curriculum framework (3-5 year horizon)

are approved by the Board before individualized program/publication plans are developed. • Individualized program/publication plans (1-2 year horizon) are developed, managed, and led by the lead

administrator (in collaboration with the associated advisory and/or planning committees) and approved by the director.

• Faculty recruitment, development, and reimbursement for planning, presenting, and travel for the College. • Electronic master calendar for the College and other associated educational events not sponsored by the College. • Structure and role of advisory and planning committees.

Comprehensive College Education Program/Publication Policies

Proposed Policy The College develops and maintains long- and short-term plans in order to provide quality education in accordance with the strategic plan.

Proposed Procedure 1. The College develops and maintains a

comprehensive curriculum framework that guides its activities. The framework is subject to continual review and revision.

2. Individual program/publication plans link to the comprehensive curriculum framework.

3. Faculty is recruited, trained, evaluated, and compensated to ensure delivery of quality programs/publications.

4. College staff keeps a master calendar of all relevant dates.

Proposed Future Process 1. The comprehensive curriculum framework is

developed by the advisory committees, Executive Director, and lead administrators.

2. The comprehensive curriculum framework is approved by the Board and directs all individualized program/publication development.

3. The advisory committee and lead administrators develop individualized two-year program/publication plans, with Executive Director approval.

4. The College has an annual plan for faculty recruitment, development, evaluation, compensation, and retention.

5. College staff maintains a master calendar for College and other associated events not sponsored by the College.

6. Advisory and planning committees’ roles are clearly defined in relationship to staff responsibilities.

7. Staff responsibilities reflect skillsets and training of staff.

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6. Individual Program/Publications Policies Program/Publications planning policies include:

• Research/needs assessment/evaluation related to priorities of the judicial branch, participants, and subject matter advancements/changes, evaluate against vision, mission, and guiding philosophy

• Establish measurable objectives and select topics and depth of treatment • Select faculty and use standardized MOUs or contracts • Select and convey objectives, topics, and research/needs assessment/evaluation information to faculty members • Instructional forms, processes, and deadlines • Material templates, instructor meetings • Review processes • Final review and preparation • Site selection and room arrangements, on-site support, travel vouchers • Program announcements, registration, attendance, and record keeping • Evaluation, transfer of learning, and follow-up with students, faculty, and committees • Action planning for each program, including tasks with associated timelines and deadlines • Board conducts a review of its policies for alignment with the Judicial College policies.

Individual Program and Publication Policies

Proposed Policy College programs and publications are designed and implemented to further the vision, mission, and guiding philosophy of the College.

Proposed Procedure With planning committee and lead administrator guidance, program and publication staff implements programs and publications based upon best practices and research.

Proposed Future Process 1. The planning committee references plans and needs to

determine the program or publication focus, topics, and content.

2. Staff works with the committee to research needs and speakers, developing program and publication objectives, developing topics, coordinating instructor/writer meetings, contracting, providing on-site support, developing marketing, maintaining recordkeeping, analyzing evaluations, and conducting other necessary tasks to meet the objectives of the program or publication.

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7. Judicial College Yearly Review Policies Following the programming year, the Colleges staff reviews all evaluations and needs assessment information collected throughout the year for continual quality improvement and to forecast needs and/or changes. Results of review are considered in relationship to the long-term plan, comprehensive curriculum, and policies. The Executive Director provides year-end review report to the Board.

Judicial College Yearly Review Policies Proposed Policy The College uses information from evaluations and needs assessments to guide continual improvement to programs/publications, forecast needs, and make reports in furtherance of vision, mission, and guiding philosophy.

Proposed Procedure 1. The Executive Director and staff will develop

and execute a review process that culminates in a yearly review meeting to analyze all budget and expenditure information, evaluation results, needs assessment analysis, and trends data to plan for the coming one to two years.

2. The Executive Director provides a year-end review report to the Board with progress notations related to accomplishments and deficits in comparison with all guiding documents such as strategic plan, comprehensive curriculum framework, short and long-term plans, and policies.

Proposed Future Process 1. The year-end preliminary review will occur

during summer school, with a final year-end report at Fall Conference.

2. Evaluations – both by participants and producers – are collected after each program and compiled and shared with faculty members, advisory committee, planning committee, Board, and all staff.

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8. Board Reviews Governing Documents, Policies, and Procedures Board conducts a review of its policies for alignment with the College vision, mission, and guiding philosophy.

Board Reviews Governing Documents, Policies, and Procedures Proposed Policy The Board reviews and revises its governing documents, policies, and procedures in alignment with the College vision, mission, and guiding philosophy.

Proposed Procedure The Board will hold regular full Board retreats to review and revise its governing documents, policies, and procedures.

Proposed Future Process TBD

Definitions policy a course or principle of action adopted or proposed by a government, party, business, or individual: the administration's controversial economic policies | it is not company policy to dispense with our older workers. • archaic prudent or expedient conduct or action: a course of policy and wisdom. procedure an established or official way of doing something: the police are now reviewing procedures | rules of procedure. • a series of actions conducted in a certain order or manner: the standard procedure for informing new employees about conditions of work. • a surgical operation: the procedure is carried out under general anesthesia. process 1 a series of actions or steps taken in order to achieve a particular end: military operations could jeopardize the peace process. • a natural or involuntary series of changes: the aging process. • a systematic series of mechanized or chemical operations that are performed in order to produce or manufacture something: the modern block printer needs to accommodate all the traditional factory processes in one shop. • a series of interdependent operations carried out by computer.