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04.10.2005
Administrative Office of the Courts Court Management Statistics
New Jersey Judiciary
The following reports consist of caseload statistics for New Jersey Superior Trial Courts. Statistics are compiled from monthly statistical reports prepared by division managers in each county and submitted by trial court administrators. In the Court Management Report, the statewide overview section provides court year-to-date clearance and inventory percentages and current month clearance numbers. The county profile section of that report provides a two-page court year-to-date caseload report for each county. In the Superior Court Caseload Reference Guide, statistics are presented for five court years by county.
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28.09.2005
Administrative Offices of the Court: Resource Guide (PDF)
ncsconline
Please note: All items included in this bibliography are listed in reverse chronological order. Publications with call numbers may be borrowed from the NCSC library by calling 800-616-6164. Our online card catalog, iBistro, can also be searched for further information. Other requests for information can be made through our online request form.
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28.09.2005
Analysis of Trial Court Operational Plans and Annual Progress Reports, and Recommendations for Improving Public Trust and Confidence (PDF)
Judicial Council of California Administrative Office of the Courts
This report provides judicial council members with an analysis of information provided by California’s 58 trial courts, the Administrative Office of the Courts (AOC), and the citizens of California per the recently conducted “Public Trust and Confidence in the Courts of California” survey.1 Specifically, this report includes:1. A detailed analysis of trial court operational plans and annual progress reports (APRs), including the priority level and implementation status of plan objectives, which were
submitted in early 2005; 2. An overview of the AOC’s strategic projects including the implementation status of the projects as of early May 2005; and 3. Recommendations for improving public trust and confidence at the local and state levels based on a comparative analysis of trial court and AOC activities and relevant findings from the Public Trust and Confidence survey.
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28.09.2005
Best or Promising Practices for Human Resource Management in the Courts: Reference List (PDF)
ncsconline
Knowledge & Information Services - This list of publications has been compiled to provide resources on best or promising practices on the topic of human resource management in the courts. This list is not to be interpreted as an endorsement of any particular program or practice by NCSC, but rather as a resource for the reader to examine and determine its usefulness for his or her own purposes.
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28.09.2005
Bureau of Justice Statistics - Trial court administration, procedures, and specialized jurisdiction (PDF)
U.S. Department of Justice
Trial court administration generally involves judges, clerks of court, and trial court administrators with managerial responsibility. Although clerks of court and trial court administrators handle most administrative tasks, trial courts typically designate one judge or a
group of judges to make administrative decisions. Typically he/she is called the presiding, chief, administrative, or president judge.
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28.09.2005
California Courts' Rules
The Judicial Branch of California
In the list below, California Rules of Court are organized by category. The history legend of each rule specifies its effective date. Note: selecting an HTML link from the list below will open a new browser window.
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28.09.2005
Councils for the Judiciary in EU Countries
Wim Voermans & Dr Pim Albers
This report reflects an explorative comparative study conducted in the Netherlands in 1998 and 1999, which had been commissioned by the Ministry of Justice in preparation for the establishment of a council for the judiciary in the Netherlands. In January 1999, the TAIEX Bureau of the European Commission asked whether the report could be used as basic material for a project in support of the Czech Republic’s entry into the European Union. As a result of this request, the report was translated into English and a chapter about the Czech Republic and the plans for a council for the judiciary developed in that country was added.
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28.09.2005
Court Administration as a Tool for Judicial Reform - An International Perspective (doc)
Warren, Christie S.
This paper focuses on court administration as a component of judicial branch reform in the United States and other countries...
Over the past fifty years, state and federal court systems in the United States have undergone a process of significant change. At the beginning of the twentieth century, courts were largely dependent upon the executive branch of government for administrative support and were for the most part externally dominated, disorganized, and poorly managed. By the end of the century, they had undergone a process of administrative innovation and improvement that changed the way they were managed. In other countries, judicial sector reform has been more recent. Events such as the birth of new nations, the dissolution of national boundaries, the collapse of government systems and the creation of regional and international organizations have all prompted reanalysis of court functions.
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04.10.2005
Court Management
Pierce County Superior Court
Who has AUTHORITY to manage and conduct superior court? - The DUTIES of the Superior Court Judges - All about the OFFICE OF PRESIDING JUDGE including: DUTIES SELECTION OF PRESIDING JUDGE - Information regarding the EXECUTIVE COMMITTEE's role, duties, procedures, and other - The role of COURT ADMINISTRATOR - Misc. information about our COURT STAFF
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04.10.2005
Court Management and Effective and Efficient Resource Utilisation
Department of Justice and Constitutional Development - Republic of S.Africa
The Commission expressed the view that due to the fact that they had insufficient time to gather relevant information time to gather relevant information and statistics, and the fact that there was no structured agenda, discussions were hampered to some extent. Despite this it was the general feeling of the Commission that the discussions were worthwhile... It was accepted by the Commission that there is presently a crisis in our Courts which should receive the urgent attention of the authorities, and that all recommendations should be considered against this background.
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28.09.2005
Judicial Administration Program Brochure of Michigan State University (PDF)
Michigan State University
The Judicial Administration Program at Michigan State University
(MSU) is a community of learners, scholars, practitioners, and
organizations dedicated to the advancement of the missions,
mandates, and purposes of judicial systems across the globe through expert management and timeless leadership principles and practices... Our goal is to bring academic rigor and standing to judicial administration through a comprehensive curriculum that offers both certificate programs and a Master’s Degree, Judicial Administration Specialization; research and publications; information collection and dissemination; and mentoring and networking opportunities. The profession of judicial administration achieves greater recognition and prestige through these credentialing mechanisms, which are made possible through MSU in partnership with local, state, national, federal, and international judicial branch education providers; state and federal court systems; professional court-related associations; and colleges and universities.
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28.09.2005
Measuring Trial Court Performance: Indicators for Trial Case Processing (PDF)
Don Weatherburn Director, NSW Bureau of Crime Statistics and Research
Public sector agencies have come under increasing pressure over the last decade to provide a clearer statement of their goals and to identify key performance indicators which can be used to monitor progress in achieving those goals. This is as it should be. Citizens are entitled to be provided with objective evidence
that governments spend public money efficiently and effectively. Progress in developing performance indicators, however, has been much more rapid in some areas of public administration than
others. One area where progress in developing performance indicators has been particularly difficult is that of trial court administration.
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28.09.2005
Model Training Curriculum for Court Personnel
Michigan Judicial Institute
This curriculum was developed by a subcommittee of the Michigan Judicial Institute Court Support Personnel Consortium, an advisory committee made up of court staff from around the state. The curriculum is intended to serve as a toolbox of resources to assist local courts and designated trainers to develop educational sessions for local court staff. Resources may be tailored to fit the specific needs of your court.
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28.09.2005
Responding to Customers - Planning and service improvement in the Family Court of Australia
Andrew Phelan, General Manager Corproate Services (Australia)
The Family Court of Australia was created and continues to be shaped by complex forces in society. It is a product of the legislative processes of the Commonwealth, its functions reflecting both Constitutional parameters and political forces. In the near-quarter century since the Court's creation, there have been significant changes in Australian society and in prevailing attitudes to how public funds should be spent. While the Court has also changed, questions have been raised (by governments, the Parliament, those who use the Court and other groups in society) whether all of the functions and activities of the Court remain relevant, whether the Court should take on new functions and whether other agencies might provide some of the services provided by the Court. Moreover, as with other Courts and public organisations, the Family Court has increasingly been examined on its performance.
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28.09.2005
Results From the 2003 Survey of Administrative Models (PDF)
Judicial Council Administrative Office of the Courts
The Center for Court Research, Innovation and Planning at the Administrative Office of the Courts of California conducted the Survey of Administrative Models in April and May of 2003 to determine how different states administered their judicial branch. The survey asked general questions about administrative systems in use in judicial branches and specific questions concerning 30 administrative areas in five functional categories: trial court administration, case and assignment management, alternative legal services, fiscal management and human resources management. The respondents represented all sizes of judicial branches, from large (Texas and Alaska) to small (Vermont and Delaware). A State Justice Institute Solutions Grant (SJI-03-N-014) funded the survey.
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28.09.2005
RFP Succession Planning For the California Court System (PDF)
Judicial Council of California
The Judicial Council, chaired by the Chief Justice of California, is the
primary policymaking agency of the California judicial system, which
includes the state Supreme Court, six Courts of Appeal, 58 superior
courts, the Administrative Office of the Courts (AOC), the Habeas Corpus Resource Center (HCRC), and the Commission on Judicial Performance (CJP). The California Constitution directs the council to improve the administration of justice by surveying judicial business, recommending improvements to the courts, and making recommendations annually to the Governor and the Legislature. The council also must adopt rules for court administration, practice, and procedure, not inconsistent with statute, and perform other functions prescribed by law. The six Judicial Council goals are: ...
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28.09.2005
Self-Help Centres In The United States And Canada
Ian Coleman, Judge of the Family Court of Australia
In the course of my visit to the US and Canada to study case management, I observed the operation of self-help centres in a number of courts. These centres seem to me to have considerable potential for use in our system, given the large , and seemingly increasing, number of unrepresented litigants which we have. The increasing numbers of unrepresented litigants prompted North American courts to embrace the concept of self-help centres some years ago.
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28.09.2005
Strategic Planning, Process Improvement & Budgets - Theory and Practice in the Family Court of Australia
Family Court of Australia
The Family Court of Australia ("FCA") is the largest superior court in Australia. Its 50 judges, 200 professional lawyers and mediators and 600 other staff provide litigation, mediation and information services for 250,000 new customers each year through 22 significant locations and a large number of circuit locations throughout Australia (except for Western Australia, which has its own family court operating under the same federal legislation). The FCA, as with other federal courts, is completely self-managed and its appropriated revenues are around $110 million per year. It is increasingly delivering services through electronic channels.
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28.09.2005
Strategic Use of Client Feedback by Courts : The Experience of the Family Court of Australia
Family Court of Australia
This paper proceeds on the basis that the views of those whom an organisation serves are critical to planning and process improvement in that organisation. In an era when Courts are increasingly self-administered and more accountable for their outputs and use of resources, Courts will increasingly need to be managed in a more business-like way - and therefore need to deal meaningfully with client needs and values. Of course, these may change over time, so the feedback process needs to be ongoing.
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04.10.2005
Structure, Hierarchy and Location of the Courts
Department of Justice and Constitutional Development - Republic of S.Africa
Commission One was mandated to discuss the structure, hierarchy and location of the courts. As indicated by the Rapporteur, Adv Johnny de Lange, on 20 October 2000, the viewpoints emanating from the discussion of this Commission are not necessarily consensus viewpoints, but highlight the differing views raised by participants on the range of topics under discussion. Adv De Lange emphasised the fact that these viewpoints are intended to be submitted to the Department of Justice and Constitutional Development for consideration during the rationalisation of all the courts, as contemplated by item 16 of Schedule 6 to the Constitution. The following is a summary of the main points raised under the identified areas of discussion during the deliberations of Commission One.
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04.10.2005
Testing the administration of justice against constitutional imperatives and public expectations
Department of Justice and Constitutional Development - Republic of S.Africa
The general theme of Commission Three was aimed at testing the administration of justice against constitutional imperatives and public expectations.
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