Executing a future ready courts plan

This guidance is for courts interested in future ready planning and is adapted from "Building future ready courts." Refer to the complete guide to learn about and work through our future ready courts framework. 

Implementing the plan

Implementing an action plan is the crucial stage in which planning transitions to execution. Effective execution ensures that the strategic action plan translates into measurable results. At this point, the future ready courts team may want to revisit its composition to determine if members should be added or replaced as the plan moves into execution and monitoring. Retaining some members of the team can help ensure continuity and the plan's focus on the future.

The monitoring team should establish a strategic plan review and governance process that identifies members, roles, and how often the team will meet. 

Other key considerations include:

• Monitoring progress: How will progress on the action plan be monitored? It is important to review the plan at regular intervals to identify areas that are progressing well and those that may need more attention. Conducting brief "stand-up" meetings on a frequent basis is one method for keeping team members updated with each other's work.¹
• Monitoring outcomes: What key indicators will be used to evaluate whether the strategic plan is meeting its goals? Performance metrics should include both outputs and outcomes (e.g., conducted X number of workshops and increased staff knowledge on topics x, y, and z).² Qualitative approaches like stakeholder interviews, surveys, and focus groups can provide valuable context and feedback to quantitative measures such as case processing times, staff turnover rates, cost reductions, and number of individuals provided with specific services.
• Assigning and monitoring plan resources: How will financial and staff resources be allocated and monitored across the plan's initiatives and projects? What is the protocol for asking for additional resources? How will expenditures be monitored to ensure they stay within budget?
• Communication: How will information about the plan and its progress be communicated to staff and stakeholders throughout the implementation phase? How often will information about the plan be provided and in what format?
• Training and support: How will those tasked with implementing parts of the plan be supported? How will the need for specific training be assessed and addressed? How will momentum and enthusiasm be maintained? 

Get ideas for tracking & monitoring your progress

Monitoring trends & signals

Monitoring trends and signals helps ensure that your strategic plan remains effective, relevant, and aligned with the evolving external environment. Being vigilant about changes in the environment allows you to adjust the plan to take advantage of opportunities and mitigate risks unknown or not understood when the plan was initially created.

The strategic plan, once created, should not be seen as a static document but as a living, dynamic document requiring constant attention and updating as needed. The monitoring team should establish a regular monitoring process for gathering information on emerging trends and drivers of change, particularly those with potential impact on the court's strategic priorities. 

Key considerations for monitoring:

• Who will monitor trends? Specify who is responsible for monitoring emerging trends and drivers of change to ensure accountability and
  continuity for this activity. Designating specific individuals with monitoring emerging trends and potential disruptions will ensure a focus on the future informs the court's strategic thinking and decision making.
• How often will trends be reviewed and updated? The monitoring process should specify how often a scan of emerging trends should take place. To some extent, this will depend on the court's available resources. Given the pace of change, a quarterly review will help identify issues that could disrupt (positively or negatively) strategic plan priorities, goals, and strategies.
• What will the review entail? Monitors should review recent environmental scans in specific areas and generally keep an eye out for news articles and other media focused on the drivers of change. Monitors should also review court data (e.g., the number and composition of court cases, number of litigants using digital options to conduct court business) to assess whether trends are essentially staying the same or changing in some way. Other sources of information are members of the monitoring team, and judges and staff involved in the strategic planning implementation process.
• How will information be shared with the monitoring team? The monitors should prepare a report summarizing any new information on the drivers of change identified and any new drivers of change that seem particularly relevant to the court's strategic priority areas. The report should also highlight any potential disruptions the new information presents to the strategic plan priorities, goals, or initiatives. 

Review a sample report

Evaluating & adjusting the plan

Proactive monitoring will help you determine 1) whether any new information on emerging trends and signals warrants changes to the court's strategic plan and 2) if implemented actions. Regular evaluation allows the monitoring team to make informed decisions about adjustments to ensure the plan takes into consideration evolving changes in the environment and the effort and resources are being used effectively. Ongoing reviews also demonstrate accountability and can enhance motivation by making improvements as issues arise.

A plan's resiliency depends on on adjustments, as needed, to address potential disruptions as identified by the monitoring process. Responding to emerging trends also demonstrates commitment to a proactive and forward-thinking approach, enhancing public trust and confidence in the viability of the court system.