Court performance why and what to follow
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COURT PERFORMANCE Why and what to follow. Why Measure Performance?. Different Purposes - Different Measures Robert D. Behn Harvard University Public Administration Review • September/October 2003, Vol. 63, No. 5. Purposes I. Evaluate How well is my public agency performing? Control

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Court performance why and what to follow

COURT PERFORMANCEWhy and what to follow


Why measure performance

Why Measure Performance?

Different Purposes - Different Measures

Robert D. Behn

Harvard University

Public Administration Review • September/October 2003, Vol. 63, No. 5


Purposes i

Purposes I

Evaluate

  • How well is my public agency performing?

    Control

  • How can I ensure that my subordinates are doing the right thing?

    Budget

  • On what programs, people, or projects should my agency spend the public's money?

    Motivate

  • How can I motivate line staff, middle managers, nonprofit and for-profit collaborators, stakeholders, and citizens to do the things necessary to improve performance?


Purposes ii

Purposes II

Promote

  • How can I convince political superiors, legislators, stakeholders, journalists, and citizens that my agency is doing a good job?

    Celebrate

  • What accomplishments are worthy of the important organizational ritual of celebrating success?

    Learn

  • Why is what working or not working?

    Improve

  • What exactly should who do differently to improve performance?


Characteristics of performance measures needs i

Characteristics of Performance Measures – Needs I

Evaluate

  • Outcomes, combined with inputs and with the effects of exogenous factors

    Control

  • Inputs that can be regulated

    Budget

  • Efficiency measures (specifically outcomes or outputs divided by inputs)

    Motivate

  • Almost-real-time outputs compared with production targets


Characteristics of performance measures needs ii

Characteristics of Performance Measures – Needs II

Promote

  • Easily understood aspects of performance about which citizens really care

    Celebrate

  • Periodic and significant performance targets that, when achieved, provide people with a real sense of personal and collective accomplishment

    Learn

  • Disaggregated data that can reveal deviancies from the expected

    Improve

  • Inside-the-black-box relationships that connect changes in operations to changes in outputs and outcomes


Conclusion

Conclusion

"What gets measured gets done“

If you measure it, people will do it.


Cepej

CEPEJ

Activities on Court Performance


Activities of cepej in the field of

Activities of CEPEJ in the field of…

  • Evaluation of Judicial Systems

  • Judicial time management

  • Quality of justice

  • Enforcement

  • Mediation

  • Targeted co-operation


Cepej recommends especially

CEPEJ – recommends especially

  • Evaluation of Judicial Systems – Report

  • “Time Management Checklist“

  • SATURN – European Uniform Guidelines for Monitoring of Judicial Timeframes (EUGMONT)

  • GOJUST – Guidelines on Judicial Statistics


Cepej recommended indicators

CEPEJ – recommended indicators


Cepej recommended indicators1

CEPEJ – recommended indicators

Efficiency rate, Total backlog, Backlog resolution, Case per judge, Standard departure …


Cepej indicators applied to tk i

CEPEJ indicators – applied to TK I


Cepej indicators applied to tk ii

CEPEJ indicators – applied to TK II


Comprehensive court quality models

Comprehensive court quality models

The Netherlands: measurement system court quality and RechtspraaQ

Finland: Quality Benchmarks Rovaniemi Courts

Ongoing work of CEPEJ-GT-QUAL


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