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How To Use The NACM Core Competency Curriculum Guidelines. Date(s) Educational Program or Sponsor Faculty 1.5 Hour Toolbox. What Defines a Profession?. What Defines a Profession. Professionalism in Public Service

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How to use the nacm core competency curriculum guidelines

How To Use The NACM Core Competency Curriculum Guidelines

Date(s)

Educational Program or Sponsor

Faculty

1.5 Hour Toolbox



What defines a profession1
What Defines a Profession

Professionalism in Public Service

“… is not based on academic attainment but rather on developing & meeting standards of practice based on the efficient rendering of public service.”

Nesta Gallas, 1973


What defines a profession2
What Defines a Profession

  • A Profession is Characterized by the Following:

    • A requirement for special knowledge, skills and abilities in a widely recognized body of learning, derived from research, education and training at a high level

    • A high requirement that practitioners exercise their knowledge, skills and abilities in the interest of others


What defines a profession continued
What Defines a Profession (Continued)

  • Standards of competence and conduct that are established and enforced by an association or similar body which represents the profession as a whole

  • Adherence by practitioners to a code of conduct which includes requirements that they place the health, safety and welfare of the wider community above personal interests and that they practice only within their area of competence.


What defines a profession continued1
What Defines a Profession (Continued)

  • “The ordinary administration of criminal and civil justice … contributes more than any other circumstance, to impressing upon the minds of the peoples affection, esteem, and reverence towards the government.”

    Alexander Hamilton, Federalist 17, 1787

  • “The common task in which we are all engaged – the great and sacred task – the administration of justice”

    Justice Benjamin Cardozo


What defines a profession continued2
What Defines a Profession (Continued)

  • We are stewards of something bigger than each of us … something bigger than individual courts and court systems. We are stewards to a powerful ideal of just a free society

  • “The essence of professionalism is lifelong learning and continuous self-development”


Core competency curriculum guidelines
Core Competency Curriculum Guidelines

What Court Leaders Need to Know and Be Able to Do


Project context history
Project Context & History

  • 1990 NACM Strategic Planning Process

    • Survey of membership identifies the need for increased opportunities for professional development that was reflective of court manager responsibilities

    • Delphi Survey identifies 14 core competencies

  • 1992-1996 State Justice institute Grant

    • Formation of NACM’s Professional Development Advisory Committee (PDAC)

    • Partnership with the National Center for State Courts and the Justice Management Institute

    • Follow-up Delphi survey and focus groups

    • Refinement of the core competencies from 14 to 10

    • Identification of corresponding knowledge, skills, and abilities


Project context history continued
Project Context & History(Continued)

  • 1996-Present Building the Core Competency Curriculum Guidelines

    • Continued SJI support and acquisition of BJA funding

    • Development of each core competency

    • Establishment of a review process for each competency

    • Development of learning needs assessment tools

    • Completion of the Core Competency Curriculum Guidelines


How to use the nacm core competency curriculum guidelines

Definitive Body of Requisite Core Competencies

And

Corresponding Sets

Of

Knowledge, Skill and Ability Sets Essential to the Profession


How to use the nacm core competency curriculum guidelines

The Core Competencies seek to define court manager learning needs across a court’s mission, functions, and responsibilities.


How to use the nacm core competency curriculum guidelines

What Court Leaders Need To Know And Be Able To Do needs across a court’s mission, functions, and responsibilities.


Intended audience
Intended Audience needs across a court’s mission, functions, and responsibilities.

  • Elected & Appointed Court Managers

  • Senior Staff

  • Aspiring Staff with Technical & Administrative Responsibilities

  • Judges in Leadership Positions


Guidelines redundancy overlap
Guidelines Redundancy & Overlap needs across a court’s mission, functions, and responsibilities.

  • Centrality of purposes and responsibilities of courts

  • Interrelatedness of the ten core competencies

  • Each competency drafted to stand alone


Structure of each core competency curriculum guideline
Structure of Each Core Competency Curriculum Guideline needs across a court’s mission, functions, and responsibilities.

  • Core Competency

    • Introduction: What this Competency Is and Why It’s Important

  • Curriculum Guidelines

    • Five to Eight Broad Curriculum Areas for Each Core Competency

  • Knowledge, Skills & Abilities

    • Specific KSA’s related Directly to Each Curriculum Guideline Within Each Core Competency


Structure of each core competency curriculum guideline1
Structure of Each Core Competency Curriculum Guideline needs across a court’s mission, functions, and responsibilities.

  • The Core Competency Curriculum Guidelines ARE NOT a Final Statement but Must Evolve as the Field’s Issues and Challenges Change

  • The Core Competency Curriculum Guidelines ARE NOT Curricula or Lesson Plans


The guidelines are not self executing
The Guidelines Are Not needs across a court’s mission, functions, and responsibilities.Self-Executing

“… as with most reforms in life, self-directed change is the most meaningful and long-lasting.”


The guidelines at work
The Guidelines at Work needs across a court’s mission, functions, and responsibilities.

  • Individual Professional Development

    • Self-assessment of strengths and weaknesses

    • Basis for selecting appropriate educational programs

    • Foundation for improvement of individual performance

    • Enhancement of employment opportunities


The guidelines at work1
The Guidelines at Work needs across a court’s mission, functions, and responsibilities.

  • Group Professional Development

    • Identification of group learning needs

    • Establishing priorities for educational programming

    • Basis for development of in-house programs and attendance at regional or national programs

    • Short and long range professional development planning

    • Development of specific program deliverables for court consultants and program presenters


How to use the nacm core competency curriculum guidelines

The Guidelines at Work needs across a court’s mission, functions, and responsibilities.

  • Resource Acquisition & Allocation

    • Basis for requesting and justifying funding for professional development

    • Criteria for cost/benefit analysis of professional development opportunities


How to use the nacm core competency curriculum guidelines

The Guidelines at Work needs across a court’s mission, functions, and responsibilities.

  • Formulation of Job Descriptions, Employment Interview Questions & Performance Appraisal Criteria

  • Practical Illustration of the Nature of Courts & How They Work

  • Personal Reflection on the Court Management Profession


Education development cycle
Education Development Cycle needs across a court’s mission, functions, and responsibilities.

  • Add Graphic From NACM Mini Guide here


Learning needs assessment process
Learning Needs Assessment Process needs across a court’s mission, functions, and responsibilities.

  • Add Graphic From NACM Mini Guide here


Implementing the core competencies current and next steps
Implementing the Core Competencies Current and Next Steps needs across a court’s mission, functions, and responsibilities.

  • Identification of existing curricula gaps and development of curricula “toolboxes” for varying length programs

    • How to Use the Core Competency Curriculum Guidelines

    • Advanced Budget, Resources and Finance

    • Information Technology Fundamentals

    • Purposes and Responsibilities of Courts


Implementing the core competencies current and next steps1
Implementing the Core Competencies Current and Next Steps needs across a court’s mission, functions, and responsibilities.

  • Fundamentals for four (4) additional Core Competencies

    • Caseflow Management

    • Leadership

    • Resources, Budget and Finance

    • Human Resources Management

  • Web-Enabled Automated Learning needs Assessment Tools

  • NACM Mini-Guide on How to Use the Core Competency Curriculum Guidelines


Implementing the core competencies current and next steps2
Implementing the Core Competencies Current and Next Steps needs across a court’s mission, functions, and responsibilities.

  • Web-Enabled Automated Learning Needs Assessment Tool


Implementing the core competencies current and next steps3
Implementing the Core Competencies Current and Next Steps needs across a court’s mission, functions, and responsibilities.

  • NACM Mini-Guide on How to Use the Core Competency Curriculum Guidelines