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A Context For Clerical Reengineering

A Context For Clerical Reengineering. Creating A Foundation For Success Florida Court Clerks & Comptrollers October 30, 2014 Ray Wahl, Utah Deputy State Court Administrator. The Problem We Sought to Address in 2008. high degree of turnover among less tenured employees

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A Context For Clerical Reengineering

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  1. A Context For Clerical Reengineering Creating A Foundation For Success Florida Court Clerks & Comptrollers October 30, 2014 Ray Wahl, Utah Deputy State Court Administrator

  2. The Problem We Sought to Address in 2008 • high degree of turnover among less tenured employees • inefficient and inconsistent training • no system of competency based advancement • lack of career mobility

  3. Committee Composition • Representatives of court levels, districts and rural/urban • Subcommittees used to “flesh out” ideas • All levels of staff represented: • AOC • Clerks of Court • Line Clerks • District Management • HR

  4. Committee • Vision • Structure clerical operations to attract and retain a highly skilled workforce to meet the needs of the court when transitioning to an electronic environment • Judicial teams • Generalist v. specialists • Benefits • Implementation

  5. Judicial Team Manager • Clerk of Court • Judicial Case Manager • Judicial Services Manager • Judicial Assistant 3 • Clerk of Court • Judicial Assistant 2 • Assistant Clerk of Court • Judicial Assistant 1 • Chief Deputy Court Clerk • Judicial Services Representative 3 • Lead Deputy Court Clerk • Judicial Services Representative 2 • Deputy Court Clerk • Judicial Services Representative 1

  6. The Big Picture Professionalize the clerical operations to provide a motivating work environment for staff and to align operations with the changing nature of work in an increasingly electronic environment. Not only would the nature of the work be changing, but also the knowledge and skills an employee must have to be successful.

  7. Shifting the Workforce Primary focus on designing a system that meets both employee and organizational needs: Employees - fair, predictable, attainable, self directed Organization - consistency, team oriented, cross trained

  8. Identifying Competencies Reengineering clerical operations needed to be more than simply shifting to a new hierarchy -- it needed to be a new way of doing business and delivering services to the public. This means the KSA’s required for success would be different at each level of the new structure.

  9. Competency Based Advancement • Identifying the KSA’s necessary at each level • Determining those in which mastery must be demonstrated prior to advancement • Confirming not only successful completion of training, which included testing, but also demonstration of the skills in the course of completing duties

  10. Developing a Professional Workforce • The value of a Bachelor’s degree • develops more refined analytical, communication, and decision making skills • tendency to adapt more quickly to environment • Recruiting for a reengineered operation • 96 employees, past 2 years • 59% Bachelors Degree • 17% Associates Degree • 6% Some college education • 18% High School diploma

  11. Why Develop an Online Training Program? • Value of “just in time” training for new staff • Establish consistent practices statewide • Learning is self paced and monitored by the immediate supervisor • Greatly reduces the training burden on colleagues and supervisors • Eliminates travel • Flexibility in scheduling • Maximizes efficiency in training • Serves as reference in rural districts

  12. Content Development • Research • Script creation and review • Production • Adobe Captivate • Module review • Revisions if necessary • LearningLink

  13. Moving people through the restructuring • Required job specific training • Competency • Apply for promotions • Computer changes • Cross training • Judge’s adjustment • Morale

  14. What was happening in 2008? • THE RECESSION • Clerical Restructuring was just part of the story

  15. 3 Solutions to be recession proof • Clerical Restructuring • Electronic Record • Discovery Reform

  16. E-Everything Required • Programming changes • Support of stakeholders • Shifting Internal Resources • Projecting Impact • “Staying the Course” • 85% THERE • Retirements

  17. This chart displays the average age of actively pending cases at four reporting periods since 2010. The age of active pending cases is used to identify areas in which backlog may exist. Cases are considered actively pending if the court case can proceed.

  18. CASES

  19. Lessons Learned • Leadership • Sharing the Vision • Communication • Decisions informed by users • Deadlines produce results • Don’t underestimate human difficulties • Give skeptics a voice • Use staff to sell other staff • Challenging financial times are a good time to introduce change

  20. Advice • Don’t wait for unanimity or you will never accomplish anything • Use judge’s team to train judges • Make difficult decisions to advance a major change • Regular training and support to everyone • Define a future – What we want to be • Electronic record must be defined to include judge’s work – if not it reduces not improves judicial efficiency

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