Strategic Management Division
- Established in 2014, the Strategic Management Division works to build the Courts’ capacity to develop, execute, and evaluate strategy and performance to better serve the public. We provide innovative strategies and evidence-based information to develop policies, enhance the administration of justice, and improve the quality of services at the D.C. Courts. The merger of the Office of Strategic Management and Research and Development Division integrated the Courts’ planning, analysis, research, and performance measurement functions with one another to maintain a strategic focus. Our services enable judges and court administrators to make decisions based on evidence and best practices, and facilitate the Courts’ performance monitoring and accountability to the public as the District’s Judicial Branch.
The Strategic Management Division directly supports Goal 5 of the Courts’ Strategic Plan, Public Trust and Confidence. The Plan identifies the following strategies to enable the Courts to be accountable to the public, thereby fostering trust and confidence in the Judicial Branch:
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- Ensure that appropriate programs and services are available to the public by monitoring changing demographics, seeking community input, and implementing best practice strategies.
- Ensure the effectiveness of court operations by establishing performance measures, monitoring results, and evaluating programs and services.
- Operate transparently by making caseload information, financial reports, budgets, and program assessments readily available.
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- The Strategic Management Division team is responsible for:
Strategic Planning and Development:
leading court planning and development initiatives to set organizational goals, foster innovation and change management, and promote effective strategy execution. The Division works collaboratively with other divisions in ongoing efforts to develop strategic and performance solutions to enhance the delivery of justice. Staff works continuously with the Strategic Planning Leadership Council (SPLC) resulting in a Strategic Plan for the Courts every five years and ongoing implementation monitoring.
Research and Evaluation: designing and executing research studies, program evaluations, and data, policy, and business process analyses to evaluate court programs, services and operations. Research results are used to inform program enhancements, request funding for new services, and reengineer business operations to increase efficiency. The Division promotes collaborative partnerships with external research organizations and academic institutions to support evaluation initiatives that will enhance the state of knowledge about the justice system.
Organizational Performance: working with court leadership to identify organizational performance measures that align with the Strategic Plan and focus on outcomes important to the public. Division staff work closely with the Chief Judge’s Performance Standards Committee to foster continuous performance improvement within Superior Court, and with divisions to develop cost-effective data collection and reporting procedures that adhere to quality standards. The Division co-leads the Courts’ business intelligence program with the Information Technology Division. The Courts’ ability to monitor its performance as a public institution is essential to maintaining the independence of the Judicial Branch, as well as the trust and confidence of the community.