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Education,
Training, and Development
Curriculum
Guidelines Summary
What
Court Leaders Need to Know and Be Able to Do
The
Education, Training and Development Core Competency encompasses five
curriculum guideline areas:
 Curriculum
Guidelines
Context and Vision
Resource
Development Adult
Education Fundamentals Program
Management Evaluation
Context
and Vision
Judicial branch education helps
courts both maintain distinctive values such as due process and equal
protection and respond to social forces including: demographics and
population shifts, science, technology, resource limitations, decreased
public satisfaction and increased public expectations, the
self-represented, different and expanded services, and resistance to
change. When context, vision, purpose, and organizational performance
focus on judicial branch education and define developmental needs,
educational resources are better targeted, allocated, and managed.
Effective
leaders understand that courts cannot achieve their organizational goals
without the help of others inside and outside the court.
Courts are embedded in an interdependent justice system, which
requires strong judicial leadership.
Judicial branch education should encourage and build through
interagency cooperation and collaboration.
Court inspired collaboration and the strategic inclusion of others
in judicial branch education enhances court and justice system performance
while broadening judicial branch education resources.
Resource
Development
Education,
Training, and Development often is perceived as a luxury and,
consequently, is assigned a low priority by insiders and funding
authorities. Effective court
leaders advocate, justify, and work to acquire needed educational
resources. As they build
awareness among insiders and funding authorities of the need for and
benefits of judicial branch education, they persuade others that education
is an investment that pays dividends year after year.
Persuasive advocacy links education needs to court performance,
justice, and public service.
Too
often courts advocate for judicial branch education resources only from
traditional funding authorities. There
are other options. Untapped
resources include the budgets, staff, and programs of other governmental
branches, universities, the private sector, foundations, entrepreneurial
ventures and partnerships, and not-for-profit organizations. Competent court leaders seek out these resources and apply
them to judicial branch education. Successful
courts find funds and time for Education, Training, and Development
because it supports excellent court performance
For
court leaders to oversee judicial branch education, they must understand
adult education including: needs assessment, learning objectives, varied
curriculum and program delivery including distance learning, faculty
selection and preparation, mentoring, and evaluation.
Understanding adult education assists court leaders as they manage
judicial branch education departments and staff, design and deliver
programs, and select and develop faculty.
Education,
Training, and Development must be well-managed and aligned with the court,
its mission, vision, structures, and, very importantly, its internal
workflows. Since court
management is a team sport, court leader oversight of judicial branch
educators must encourage and reward work with and through others, both
inside and outside the judiciary.
Quality
education is not likely when the management of the court is not cohesive.
When the court is well-managed, judicial branch education is less
likely to be a mere add-on or a largely irrelevant diversion from daily
routines.
Human resource practice and policy
and Education, Training, and Development must be integrated.
Managers and staff responsible for Education, Training, and
Development and those responsible for recruitment, selection, orientation,
job descriptions, job evaluation, classification, performance appraisal,
the administration of pay and benefits, and succession planning must be on
the same page, especially with respect to promising staff.
Both education and human resource policy and practice support and
sustain a learning and development culture that is constant and creative,
inclusive, accessible and tailored, well-managed, and evaluated.
The
need for alignment of judicial branch education with the court’s
management and operations extends past human resource staff to
departmental leaders -- both judges and administrators -- and staff who
work on the line, at the counter, on the phone, and in the courtroom.
When the court is well managed, judicial branch education can
facilitate leadership and other employee transitions by increasing the
problem solving capabilities and competence of judges and others in and
aspiring to leadership positions. As
a result, court performance can be maintained in the face of staffing and
leadership changes. In
high-performing courts, the contributions of talented staff increase
through career-long judicial branch education coupled with skillful
management and challenging assignments.
When necessary, talented staff are replaced by competent outsiders.
Evaluation
validates and values effort and expenditures in relation to desired
organizational outcomes. Did
the court’s performance improve? Learner
satisfaction ratings alone are not enough and can even be misleading.
While there is no best way or single reason to evaluate judicial
branch education, court leaders encourage selection of appropriate
measures of success and review and use evaluation data. Evaluation helps
leaders and educators as they establish priorities, allocate existing and
future resources, and seek to maintain, if not increase, funding.
Effective
evaluation helps ensure clear communication of expectations, refines need
assessments, ties learning objectives to desired outcomes, facilitates the
acquisition of needed resources, and guides the equitable allocation of
judicial branch education opportunities and resources.
Evaluation improves education methods, faculty performance, and
program delivery. Through
evaluation, analysis, and discussion of outcomes, court leaders
participate in monitoring and improving judicial branch education
Click on each of the five Curriculum Guidelines to see the
associated Knowledge, Skills and Abilities:
Context and Vision
Resource
Development Adult
Education Fundamentals Program
Management Evaluation
Education,
Training and Development MSWord version for printing.
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Education,
Training and Development Adobe Acrobat 5.0 version for printing.
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