NJC 2017-2022 Strategic Plan by The National Judicial College

2017-2022 Strategic Plan Approved by the Board of Trustees, October 21, 2017

ADVANCING JUSTICE LIKE NEVER BEFORE

A Path to Greater Impact It’s long been a cliché to say that the only constant in life is change. But there’s nothing constant about today’s pace of change. It’s accelerating. Whole industries, like printed newspapers, land-line telephones and taxis, have gone from elements of daily life the world over to foreseeable extinction—seemingly overnight. The lesson is clear: Adapt to, anticipate or create disruption, or your organization is likely to be displaced by something faster, smarter, better. And soon. It’s not enough to do things better, we need to do better things. The strategic plan that follows was developed in response to this new reality. It maps out a logical path forward for the College. But it’s a plan, not a prophesy. Pauses are scheduled along the way to take readings, see if the conditions match the forecast, and reroute as necessary. This plan is also meant to inspire. So while the goals and objectives span three to five years, this plan also looks decades ahead to what the College could become with imagination and discipline, inspired leadership and teamwork. You’ll find snatches of this envisioned future in the last section of the document. If this vision makes you blink or gasp, we’ve hit the mark. Many people who cherish The National Judicial College contributed to the development of this plan: faculty, staff, trustees, visitors. Thank you for your input. Your passion inspires us. We promise to do all we can to convert that passion into actions that advance the College and make the world a more just place. The future starts now.

Hon. Benes Z. Aldana (Ret.) President

Kim D. Hogrefe, Esq. Chair, Board of Trustees

WHO WE ARE AND WHAT WE BELIEVE

Mission, Vision, Values Our Mission: To make the world a more just place by educating and inspiring its judiciary. Our Vision

Deliver and Inspire Excellence and Innovation in Our Work

The National Judicial College will be the premier judicial education institution, recognized around the world for advancing justice and promoting the rule of law.

If we canâ&#x20AC;&#x2122;t do something world class, we will not do it. We seek to inspire the same high standards in others, especially those who work in the field of justice.

Champion Integrity

Our Core Values/ Guiding Principles Demonstrate an Absolute Commitment to Justice Democracy has never been sustainable without a fair and functioning system of justice. We will do everything we can to promote justice.

We will foster and promote a culture of trust, openness, honesty and ethical strength. We will model integrity and demonstrate moral courage, even when itâ&#x20AC;&#x2122;s not easy or convenient.

Practice Engaged Leadership We will be proactive in discovering and meeting the needs of the judiciary. We will stand up for justice and speak out against those who threaten it.

OUR HERITAGE

Born to Advance Justice The National Judicial College was founded during the Civil Rights Era, in 1963, the same year the Rev. Martin Luther King Jr. delivered his famous “I Have a Dream” speech. An American Bar Association committee led by Supreme Court Justice Tom C. Clark had identified the need for continuing education to improve the administration of justice. Some in the legal community worried that enthusiasm for continuing education would be tantamount to judges, in Clark’s words, “confessing inadequacy.” But the training proved immediately popular with judges from coast to coast.

Support from the Max C. Fleischmann Foundation helped the College establish a permanent home on the campus of the University of Nevada, Reno, including construction of a headquarters building in 1971. From its beginning, the College has followed a model of “judges teaching judges.” Each year more than 200 active and retired judges volunteer their time as instructors. The NJC continues to receive major financial support from the ABA and the State of Nevada. Every year between 8,000 and 11,000 judges of all kinds and from jurisdictions throughout the United States learn from the College at its headquarters in Reno, in courses offered all over the country, and online.

Whom We Serve As stated in Our Mission, the NJC ultimately serves society by seeking to make the world a more just place. More directly, the College educates state trial, military, tribal and appellate judges and other personnel within the judiciary, along with executive branch decision makers such as administrative law judges, commissioners and board members. The College provides educational services to state judicial educators, government agencies (including the executive branch), professional organizations, and foundations and other charitable organizations.

What We Do The NJC prepares judges to meet the diverse demands of their profession. Products are designed to motivate new or seasoned jurists, improve judicial productivity, challenge current perceptions of justice, and provide the skills and information needed to improve access to justice. The NJC offers six general categories of academic products: Tuition-Based Reno Courses: These courses are conducted at the NJC’s Reno facility and include core competencies and

advanced skills in a range of court types. The products are called “tuition-based” because the NJC charges a tuition to attend. Tuition-Based Off-Site Courses: These courses, known as the Seminar Series, are typically enrichment or advanced offerings for the more experienced judge. They are held in locations designed to enhance the judge’s learning experience. For example, courses held in Washington, D.C., enable judges to visit the U.S. Supreme Court and other historic sites. Other off-site courses are held in desirable locations, enabling judges to recharge their judicial batteries as well as participate in an NJC learning experience. Tuition-Based Web Courses: These are webbased courses designed so judges can learn from their home or office computer. The multi-session course-delivery format provides a learning-management system that allows faculty to provide materials, facilitate discussions, develop quizzes, give online resources, and track their students’ progress via computer. Custom Courses: These are programs created at the request of an agency or jurisdiction on a contract basis. The courses are customized for a state or other jurisdiction from the established curriculum of one or more of the tuition-based courses. Federal Grant Projects: These are projects that are funded by the federal government and respond directly to a stated educational need. They are listed as a separate category

because they have unique management and reporting requirements. Grant projects may be educational programs presented to a specific type of judge, or they may be â&#x20AC;&#x153;trainthe-trainerâ&#x20AC;? programs, technical assistance, resource guides, or a combination of efforts. Special & Innovative Projects: These are projects that are developed in collaboration with one of the NJCâ&#x20AC;&#x2122;s many partner organizations. In addition to these six products, NJC staff regularly participate in projects that do not fall under any of these categories (international, special event symposia and related products, etc.).

Skills, Administrative Law Adjudication Skills, Appellate Skills, and Tribal Judicial Skills. The NJC does not have a resident faculty. It enlists and trains judges and experts working in the field to teach course sessions. Faculty members come from all across the country. In an average year, the NJC utilizes more than 300 faculty members, most of whom are volunteer judges. Besides judges, the faculty consists of accountants, attorneys, court administrators, computer experts, law professors, physicians, psychiatrists, psychologists and writing professors.

The NJC presents, on average, 100 in-person and 100 online programs each year. NJC staff collaborate with faculty and members of allied organizations to develop, deliver and evaluate programs. The result is an innovative product that provides judges with the knowledge, skills, abilities and professional development opportunities they require in a setting that fosters collegiality. This enables the newest solutions and ideas to be shared among judges and court personnel. The NJC provides a certificate of completion for each course and assists in delivering state CLE/CJE credit. The NJC offers a Certificate in Judicial Development with concentrations in General Jurisdiction Trial Skills, Special Court Trial Skills, Dispute Resolution

THE COMPETITIVE LANDSCAPE 8

Where We Stand The College enjoys many structural advantages. The overwhelming majority of NJC courses are taught by volunteer faculty—active and retired judges—who essentially compete for the honor. The University of Nevada, Reno maintains the College headquarters building at no charge and has even been leasing space in the building in recent months. NJC programs have long been regarded as the gold standard in judicial education, and they continue to receive consistently high marks from participants. In at least one state— Nevada — it is literally against the law to take required classes in judicial education anywhere but at the NJC. In 2017, operating margins reached an all-time high. On the other hand, the College faces increasing competition. Several states, including Illinois and Louisiana, have their own judicial colleges, and Pennsylvania has announced plans to follow their lead.

The number of trials has been declining for many years, which, along with technological innovations like the use of algorithms in bail and sentencing decisions, portends a decline in the need for judges. The College now enrolls more judges at courses offered at off-site locations around the United States than in Reno. But that growth has come at the expense of, not in addition to, Reno’s on-site enrollment. Web-based learning has grown in popularity but has proven difficult to monetize. Federal grants declined sharply recently, and states continue to place a low priority on appropriating funds for judicial education. A key question is whether the College can grow demand for judicial education or if we have reached the ceiling for the percentage of judges who are able and interested in continuing education.

GOALS AND OBJECTIVES Five Strategic Priorities 1. Maintain Leadership in Academic Excellence

2.ď&#x201A;ˇ Achieve Long-Term Financial Sustainability and Institutional Resilience

3. Raise the Public Profile of the NJC and Build its Brand

4. Develop and Sustain a High-Performance Team of Professionals and Volunteer Leadership

5. Strengthen Our Strategic Alliances and Partnerships 10

The Plan The following strategic priorities were developed collaboratively from lengthy discussion and consultation with stakeholders within and external to the College. A list of year-by-year deliverables appears in the Appendix.

Academics Priority 1: Maintain Leadership in Academic Excellence Virtually every judge who attends an NJC course finds it valuable and would return if funding were available. The NJC delivers an excellent academic product. However, we must adapt if we are going to stay relevant. We must constantly monitor the quality of our core courses. We must continuously develop new products to meet the needs of an evolving field. And we must increase the ability of judges to access our great content through technology.

Goals and Objectives 1. Continue to offer products that are excellent and relevant: a. Maintain a user-evaluation rating of 6.5/7.0 or better; b. By the end of 2020, review all curricula to identify areas of overlap or gaps;

c. Recruit 20 new faculty members each year, at least 10 of whom will increase diversity and inclusion; d. By 2020, find three new ways to expand or enhance the collegiality and the cross-jurisdictional information-sharing and networking that make the NJC experience second to none. 2. Develop new products to meet the evolving needs of the field: a. Beginning in 2018, produce an annual needs assessment; b. Beginning in 2019, deliver 12 new academic products to respond to the identified needs (courses, webcasts, publications, research, etc.) each year; c. Deliver at least one course per year designed for a non-traditional audience (i.e., not created solely for judges, nor for judge-led teams), or an academic initiative that is new and innovative. 3. Create the worldâ&#x20AC;&#x2122;s leading digital ecosystem for judicial education: a. By the end of 2018, launch a new website featuring a course-management system; b. By the end of 2018, premiere the podcast studio; c. By the end of 2019, begin producing 12 additional online content modules annually.

Finances Priority 2: Achieve Long-Term Financial Sustainability and Institutional Resilience The NJC enjoys many advantages, including a building and maintenance provided by the University of Nevada, Reno and quality faculty, most of whom donate their time. However, the College faces many challenges related to decreasing federal funding and increasing competition.

Goals and Objectives 1. Raise more money than ever before: a. By the end of 2018, devise a multiyear fundraising plan and restructure the development department to accommodate higher fundraising expectations; b. By the end of 2019, have a plan in place for staff, faculty and volunteers to embrace a culture of philanthropy enthusiastically; c. By the end of 2020, launch a multimillion-dollar campaign. 2. Attract more customers than ever before: a. By the end of 2018, establish a mechanism to map the path each customer and end user takes to enrollment: b. By the end of 2019, create a dedicated customer-acquisition resource responsible for sales of our products; c. By the end of 2020, create a technology team to service evolving requirements. 3. Create a culture in which all team members think like CEOs and manage finances prudently: a. By the end of 2018, establish an organizational structure that will support the Collegeâ&#x20AC;&#x2122;s strategic direction;

b. By the end of 2019, establish an organization-wide system of accountability in relation to financial goals, and clarify the highest priorities; c. By the end of 2020, establish partnerships with complementary organizations to leverage the NJCâ&#x20AC;&#x2122;s financial strength. 4. Maintain best practices to protect the unique assets of the NJC: a. By the end of 2018, implement a formally documented staff-wide cyber security training, education and awareness program. Include a system for regularly scheduled audits of compliance at least annually. b. By the end of 2018, create a safety and security committee to assist in implementing educational and operational safety and security measures. Include a system for regularly scheduled audits of compliance at least annually. c. By the end of 2018, formalize an intellectual property plan that includes copyright and ownership of new ideas while understanding the unique requirements associated with grants. Include a system of regularly scheduled audits of compliance at least annually.

Public awareness Priority 3: Raise the Public Profile of the NJC and Build its Brand The NJC is well known and highly regarded among many judges but not by many beyond the judiciary. To achieve more in the advancement of justice, the College must become much more widely known, especially among decision makers. At the same time, it must raise public awareness of the necessity of continuing judicial education.

Goals and Objectives 1. Make The National Judicial College a household name in order to attract more donors and advance our mission, including public awareness of the need for continuing judicial education: a. By the end of 2018, expand distribution of NJC-produced media to 100 new news media and other key influencers and develop other ways to tell our stories better, including social media; b. By the end of 2019, establish an effective communication, marketing and advertising program (metrics TBD) that engages customers, communicates key messages, and builds the NJC brand; c. By the end of 2020, increase the number of positive stories about the NJC appearing in national or important regional media to five per year. 2. Raise awareness of and esteem for the College within the judicial and legal spheres in order to enhance and strengthen our programs: a. By the end of 2018, identify and begin the process of reaching out to all new judges with a welcome package; b. By the end of 2018, identify the most effective channels for reaching and shaping opinions of key influencers who support the judiciary; c. By the end of 2019, collaborate on three high-profile projects/events with key funding organizations and/or allied legal or judicial organizations. 3. Become an internationally prominent voice for justice: a. By the end of 2018, seek public relations expertise to advise on campaigns; b. By the end of 2019, upgrade the Collegeâ&#x20AC;&#x2122;s thought-leadership magazine and expand distribution to at least 100 new key influencers;

c. By the end of 2020, launch formal initiatives such as award events and fellowships for journalists, judges or law professors to research and write investigative pieces or major reports on judicial issues for publication.

Human resources Priority 4: Develop and Sustain a High-Performance Team of Professionals and Volunteer Leadership Skilled, dedicated people are the foundation of any successful organization. In a complex world with ever-greater competition, the NJC needs to maximize its human resources. We will invest in continuing professional and leadership development.

Goals and Objectives 1. To build a culture of trust, the NJC will construct an environment of disciplined staff and volunteers who have a deep sense of purpose and commitment to each other and to the mission of the College, and who are engaged, passionate, motivated, focused, self-reflective and evaluated: a. By the end of 2018, develop policies that encourage capability trust, contractual trust and communication trust; b. By the end of 2018, model the fundamentals of collaborative decision-making; c. By the end of 2018, institute policies of transparency regarding decision-making. 2. NJC staff, faculty, board members and other stakeholders will advance the role of diversity and inclusion at the College: a. By the end of 2017, hire a human resources director to oversee employee relations;

b. By the end of 2018, develop a diversity and inclusion action plan; c. Annually, outreach to at least four partner organizations to promote diversity and inclusion. 3. NJC staff, faculty and board members will model appropriate ethical behavior consistent with the judicial branch, including personal behavior, which may reflect upon the NJC: a. By the end of 2018, develop and distribute ethics guidelines explaining expectations for ethical behavior of all stakeholders; b. Each year, offer learning opportunities to all stakeholders covering ethical conduct that affects the judicial branch; c. Beginning in 2018, use established guidelines to defend the judicial branch from inappropriate political attacks.

Strategic alliances Priority 5: Strengthen Our Strategic Alliances and Partnerships The future success of The National Judicial College depends not only on how well it assesses the judiciaryâ&#x20AC;&#x2122;s educational needs but also on how well it collaborates with others in meeting those needs. To meet this challenge, the College must intensify its outreach efforts.

Goals and Objectives 1. Strengthen relationships with the Conference of Chief Justices (CCJ), Conference of State Court Administrators (COSCA), Central Panel Directors (CPD)/state chief administrative law judges, and National Association of State Judicial Educators (NASJE) to increase enrollment and standing within the judicial sphere: a. Identify key allies within each organization to collaborate on projects; b. Continue to attend and provide formal reports to CCJ/COSCA/CPD/NASJE at their conferences; c. Actively participate in these organizationsâ&#x20AC;&#x2122; current initiatives that relate to judicial education (e.g., opioid epidemic, environmental law for judges, and fines, fees, and bail practices). 2. Develop closer ties with the National Center for State Courts in identifying and addressing the educational needs of the judiciary, including expanding our role in international judicial education and helping society understand the courts and the justice system: a. Partner with the National Center for State Courts in assisting judges worldwide to strengthen criminal justice legal frameworks and institutions, and build capacity to adjudicate complex cases; b. Continue to present workshops and leverage our membership at the International Organization for Judicial Training Conference. 3. Leverage our special relationship with the American Bar Association (ABA) to develop programs for both judges and lawyers: a. Collaborate with the Judicial Division on programming for military courts and Native American tribal courts;

b. Maintain scholarship offerings for all J.D. members, including use of the Robinson Endowment Scholarship; c. Develop programming for judges in collaboration with the ABA Tort Trial and Insurance Practice Section, ABA Litigation Section, ABA Standing Committee on the American Judicial System (media and the courts) and other ABA entities; d. Collaborate with the ABA Rule of Law Initiative on international judicial education programming. 4. Partner with other natural allies on projects to advance justice: a. Work closely with key local partners the National Council of Juvenile and Family Court Judges and the University of Nevada, Reno Judicial Studies Program on complementary programs and develop National Judicial Education Epicenter concept; b. Encourage judicial and other justice system organizations/stakeholders to hold conferences and seminars at the College, including webinars;

National LGBT Bar Association, and the National Association of Women Lawyers; d. Develop new partnerships with the American Judges Association, National Association of Women Judges, National Association for Presiding Judges and Court Executive Officers, Association of Corporate Counsel, American Board of Trial Advocates, and International Academy of Trial Lawyers; e. Reach out to the foundations of other national ethnic bar associationsâ&#x20AC;&#x201D;National Bar Association, National Native American Bar Association and Hispanic National Bar Associationâ&#x20AC;&#x201D;to establish scholarship programs (using the National Asian Pacific American Bar Association model) to establish contact with their judicial members; f. Rebuild and strengthen relationships with National American Indian Court Judges Association, Tribal Law and Policy Institute, and National Council of Juvenile and Family Court Judges in engaging tribal courts and judges.

c. Begin or continue to develop programs for the National Association of Administrative Law Judges and National Association of Hearing Officers and foster relationships with the Association of Administrative Law Judges, the Federal Administrative Law Judges Conference, the National Conference of the Administrative Law Judiciary of the ABA, Central Panel Directors association, the

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Tracking Progress The strategic plan’s five priorities comprise dozens of goals, objectives and deliverables. Many tasks can and should be completed within an individual unit (Academic, Finance, etc.). Others will require collaboration among the units. Also, as with any plan, a system of measurement and accountability will be necessary to keep progress on track. The plan assigns senior staff to serve as Champions for each task. Champions are responsible for selecting and inviting the appropriate team members—no matter the department—and developing an operational action plan to guide and measure progress. Champions also will provide progress reports to designated leadership committees of the Board of Trustees. The leadership committees will then summarize progress on the strategic plan to the full Board of Trustees at the trustees’ meetings. Internally, an online program-management system will be used to help monitor and measure progress. Champions will be responsible for inputting operational plans and generating, at minimum, quarterly progress reports.

Each strategic priority of the plan is broken down into goals, objectives and deliverables. Champions from the senior leadership team will be responsible for identifying the necessary team members and keeping progress on track. Here’s an example from Priority 2: Achieve LongTerm Financial Sustainability and Institutional Resilience: 1. Raise more money than ever before.

Champion: Diane Marsh • By the end of 2018, devise a multiyear fundraising plan and restructure the development department to accommodate higher fundraising expectations.

2. Attract more customers than ever before. Champion: Patrick Grimes • By the end of 2018, establish a mechanism to map the path each customer and end user takes to enrollment. 3. Create a culture in which all team members think like CEOs and manage finances prudently.

Champion: Patrick Grimes • By the end of 2018, establish an organizational structure that will support the NJC’s strategic direction.

Artist conceptions

ENVISIONING THE FUTURE

Glimpses to Inspire This strategic planning process followed a framework laid out by management guru Jim Collins (Good to Great), which included building consensus on a “Big Hairy Audacious Goal” (BHAG) and an “Envisioned Future”. Both exercises are about dreaming beyond the immediate future and inspiring people to be part of something momentous. Collins recommends a BHAG that could take 30 years or more to accomplish, has only a 50 to 75 percent chance of success, and is so ambitious that it makes current stakeholders gulp or gasp to think about how much will be required to accomplish it. The Envisioned Future is a word-painting of what the organization would look like 20 or more years from now if the organization pursues its goals with discipline and passion. These are the accomplishments a respected news organization such as The New York Times might highlight in an article about the organization in the distant future.

The NJC’s consensus “Big Hairy Audacious Goal” is: “To become the most recognized and successful institution for the advancement of justice that the world has ever known.”

Here are some glimpses of our Envisioned Future: The National Judicial College (possibly renamed the International Judicial College and boasting multiple campuses worldwide) is a household name as esteemed in the field of justice as Julliard or the London School of Economics are in their fields. We receive millions of dollars in support annually from private benefactors and have an endowment so large ($100 million+) that any judge who wishes to learn from us has the opportunity to do so (in one form or another) at no cost. As well known internationally as The Hague (but more effective), the College has won or been a finalist for the Nobel Peace Prize for its programs that promote justice and the rule of law around the world. Our outreach efforts include a corps of Justice Cultivators who are dispatched to emerging democracies to help establish a judiciary and train chief judges. We are the go-to reference for every judge. We sponsor a think tank that explores the nature of justice and the role of the third branch of government in preserving democracy. Famous jurists, including retired Supreme Court justices and legal scholars from around the world, hold guest appointments on our faculty. The College’s annual award honoring achievement in the advancement of justice rivals the Nobel Prize in prestige.

Appendix

DELIVERABLES Academics

Finance/Development

Public Awareness

Human Resources

Strategic Alliances

2018 p Annual report of all courses with evaluation scores p Model curricula for core courses p Formal plan, developed in consultation with new advisory council, for more successful development and potential partnerships for National Tribal Judicial Center p Report summarizing new faculty used, topics taught, diversity consequences p New methods for acknowledging service of faculty, especially volunteers p New-course-ideas intake form and process p Summary of responses to the question on course evaluations, “What courses should NJC offer?” p New annual needs assessment comprising input from Faculty Council, faculty, staff p Needs assessment for National Tribal Judicial Center p Report summarizing new topics offered, length, method of delivery, faculty (including diversity) p New partnership with a judicial or other allied organization to produce new academic content or an academic product p Report on efforts to partner with other organizations on tribal projects p Proposal for creation of a course on how to become a judge p Proposal for a course for judges at or nearing retirement p Selection of new non-traditional course to be offered in 2019 p Resumption of Justice Jackson Lecture Series p Selection of vendor to design and build a new website integrating student database, online registration, course-management system p Searchable database of online content p Search feature that suggests courses to customers based on their educational profile and history p Video studio opens with ribbon cutting and educational event filming p Production of 12 audio or video modules featuring substantive and inspirational information p SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis of the development operation p Restructure of development department to maximize return on investment p Standard “pitch” developed for fundraising p Creation of Partners Committee and Corporate Counsel Committee p Publish initial key performance indicators to be tracked p Report card developed for courses that analyzes financial return on investment and adherence to mission p Plan for increasing net revenue for each product type p Investment policy that includes endowment drawdowns and pension liability p New organizational structure that supports the mission p Elevate physical security on campus

p Distribution of NJC-produced media to 100 media and influencers p Prepared remarks for all of the President’s public appearances p Two to three op-eds marketed under President’s byline p Identification of most effective channels for reaching and shaping opinions of key influencers within the judicial space p Judges new to the bench identified and publicized p Design and distribution of new-judge welcome kits p Tracking of results of new-judge welcome kit distribution p Receipt of public relations expertise from outside the organization p Code of Conduct established for staff, faculty, board members p Quarterly educational opportunities for staff p Guidelines established on how best to defend the judicial branch from political attack p Action plan to improve diversity among all stakeholders p Action plan to improve the diversity of professions represented on the board p Quarterly learning exercises to foster diversity p Launch of annual report on diversity among staff, faculty, board members, other stakeholders p Launch of annual partnerships with four organizations to promote fairness and diversity within the judicial branch and society p Curricula guidelines for the inclusion of diversity within NJC courses p Monthly development opportunities for staff p Creation of cross-department teams to address institutional needs p Quarterly team-building exercises p Quarterly health and wellness education p Quarterly presentations on communicating with colleagues p Development of policies for talent acquisition, onboarding, offboarding, learning development, professional development, performance management, succession planning, and reward and recognition for staff, board members, faculty p Processes established for evaluating staff, faculty, board members, all other stakeholders p Processes established for leadership evaluations conducted by staff (bottom up) p Annual educational opportunities for boards and stakeholders p Policy and Procedures Manual overhaul p Creation of password-protected faculty roster with biographies, qualifications, other details p Pursuit of joint funding and complementary educational programs with allied organizations p National Center for State Courts Justice Roundtable Discussion p Submission of request to host future annual conference of International Organization for Judicial Training p Presentation at annual military judges training and in new military judges course p Judicial writing course for military appellate judges launched as part of the military judges’ certification program p Offer to host annual military judges training at the NJC in 2019 p Series of programs for judges developed with ABA’s Tort Trial and Insurance Practice Section (TIPS)

Academics

Finance/Development

Public Awareness

Human Resources

Strategic Alliances

p Presentation of a program at the TIPS Annual Section Conference p Courts and the media program presented using Reynolds Center funds p Award for collaboration established p National dialogue on tribal justice issues with members of the U.S. Supreme Court p Addresses to governing bodies of American Judges Association, National Association for Court Management, National Association for Presiding Judges and Court Executive Officers, and National Association of Women Judges

2019 p New annual evaluation report summarizing debriefs of all faculty members, performed within 60 days of course completion p Model curricula for continuing, non-core courses p Plan for international judicial education p Recommendations for improving Administrative Law curricula p Recommendations on how to use technology to create post-program connections between the NJC and course participants p Creation of alumni association p New methods for acknowledging service of faculty, especially volunteers p Creation of jurist-in-residence program in partnership with a law school p Annual needs assessment p New partnership with a judicial or other allied organization to produce new academic content or an academic product p Selection of new non-traditional course to be offered in 2020 p Report summarizing efforts to offer an L.L.M. degree with a Top 10 law school in the West p Research partnership with five cities to bring off-site courses to each city five years in a row p Production of 12 audio or video modules featuring substantive and inspirational information p Report describing a total of at least 12 new online content modules created during the year p Recruitment of high-net-worth or well-connected trustee and visitor prospects from emerging industries who also represent professional diversity and inclusion p 100 percent participation in giving from staff and faculty p Trustees and visitors all participating philanthropically at levels suggested by board policies p Decision on whether to use outside or in-house resources for customer acquisition p Profile of target audience p Matrix of alignment of success for Board of Trustees and staff p Incentive plan p Strategy to deal optimally with pension liability p Selection of project types that can create licensing revenue p Pricing structure for online course-management system p Plans to enhance cyber security and intellectual property

p Collaborative work begun with outside sources of expertise in advertising and marketing p Contacts established with organizations having an administrative adjudication componentâ&#x20AC;&#x201D;e.g., National Association of State Contractorsâ&#x20AC;&#x2122; Licensing Agencies, Association of State Tax Examiners, International Association of Industrial Accident Boards and Commissions p Completion of research on existing state mandates for judicial education p Strategic priorities developed to try to influence states regarding judicial education mandates p Execution of plan to influence judicial education mandates, tracking of results, refining of tactics p New standards for design and content and appropriate budget for upgraded Case in Point magazine p Identification of key influencers and how to reach them with redeveloped magazine p Creation of mentoring programs for staff, faculty, board members, other stakeholders p Expectation established that new board members take an NJC course within their first term p Guided, structured orientations created for trustees, visitors, faculty

2020 p Establishment of impact evaluations, performed six months after course completion and added to annual evaluation report p Three-year plan for implementing model curricula across all courses p Launch of charts of career paths that recommend courses and sequencing for each judge type p New partnership with a judicial or other allied organization to produce new academic content or an academic product p Selection of new non-traditional course to be offered in 2021 p Production of 12 audio or video modules featuring substantive and inspirational information p Report describing at least 12 new online content modules created during the year p Campaign to encourage donations of company stock from principals of privately held companies p Launch of a multimillion-dollar campaign p Development of a project with licensing potential p Technology department created; Chief Technology Officer role considered p Partnerships established with three outside agencies on new projects p Memorandum of understanding with third party for licensing opportunities p Pilot of a new product with a company p Pitching to media of NJC-related stories using strategies recommended by outside agency p Joint project with key funding organizations and allied judicial and legal organizations p Analysis of joint projectâ&#x20AC;&#x2122;s success based on pre-established metrics p Planning of new projects/events, potentially with other/additional partners p Launch of formal initiatives, such as award events, and journalist and scholar fellowships

Board of Trustees

Board of Visitors

Faculty Council

Kim Dean Hogrefe, Esq. (Chair) Washington Township, NJ

A. Clifford Edwards, Esq. (Co-Chair) Edwards Frickle & Culver

Sandra S. Yamate, Esq. (Chair-Elect) The Institute for Inclusion in the Legal Profession

John L. Holcomb, Esq. (Co-Chair) Hill Ward Henderson

Hon. V. Lee Sinclair, Jr. (Chair) County Court of Common Pleas, Canton, OH

Hon. J. Matthew Martin (Secretary) Social Security Administration Peter Bennett, Esq. (Treasurer) The Bennett Law Firm Hon. Mary-Margaret Anderson (Ret.) Piedmont, CA Norma Barnes-Euresti, Esq. Kellogg Company Edward R. Blumberg, Esq. Deutsch & Blumberg, P.A. Alan R. Brayton, Esq. Brayton Purcell, LLP Richard H. Bryan, Esq. Fennemore Craig, P.C. Douglas A. Cannon, Esq. NV Energy Hon. Toni E. Clarke Seventh Judicial Circuit, Prince Georgeâ&#x20AC;&#x2122;s County, MD Hon. Leslie A. Hayashi (Ret.) Honolulu, HI Robert Hunter, Esq. Altec, Inc. Peter J. Neeson, Esq. Rawle & Henderson, LLP Robert L. Parks, Esq. Law Offices of Robert L. Parks, P.L. Walter L. Sutton Jr., Esq. Dallas, TX

Hon. Bobbe J. Bridge (Ret.) Center for Children & Youth Justice Jon Bridge, Esq. Ben Bridge Jeweler Inc.

Hon. Toni Boone (Ret.) Office of Adminstrative Hearings, Wilsonville, OR

Elizabeth J. Cabraser, Esq. Lieff Cabraser Heimann & Bernstein, LLP

Hon. Jess B. Clanton, Jr. (Ret.) Langley, OK

Timothy R. Donovan, Esq. Caesars Entertainment Corporation Augusta S. Dowd, Esq. White Arnold & Dowd, P.C. Randall Ebner, Esq. ExxonMobil Rew Goodenow, Esq. Parsons Behle & Latimer Hon. Sophia H. Hall Circuit Court of Cook County, IL J. Edward Neugebauer, Esq. Aetna, Inc.

Hon. Kristi L. Harrington Ninth Judicial Circuit, Moncks Corner, SC Hon. Ilona M. Holmes Circuit Court Broward County, Ft. Lauderdale, FL Hon. Vincent Knight District Court Judge Comanche Nation Hon. Robert E. McBeth (Ret.) Auburn, WA Hon. Daniel P. Ryan Michigan Judicial Arbitration Mediation Detroit, MI

Marsha J. Rabiteau, Esq. Legal Policy Strategies Group Joseph M. Racicot, Esq. Montana Rail Link Patricia K. Rocha, Esq. Adler Pollock & Sheehan P.C. Tom C. Rodgers, Esq. Carlyle Consulting, LLC Hon. James D. Rogers (Ret.) Minnetonka, MN Robert Saunooke, Esq. Saunooke Law Firm

Ann Thornton Field, Esq. Gordon & Rees, LLP

Dick A. Semerdjian, Esq. Schwartz Semerdjian Ballard & Cauley, LLP

Hon. Christopher T. Whitten Arizona Superior Court

Hon. Efrain Alvarado Bronx Hall of Justice, Bronx, NY

Melissa Brown, Esq. Koch Companies Public Sector, LLC

Matt Sweeney, Esq. Baker, Donelson, Bearman, Caldwell & Berkowitz, P.C.

Mark G. Tratos, Esq. Greenberg Traurig, LLP

Hon. Jennifer Gee (Secretary) U.S. Department of Labor Office of Administrative Law Judges, San Francisco, CA

Roman M. Silberfeld, Esq. Robins Kaplan, LLP Jason Wilson, Esq. Willenken Wilson Loh & Delgado, LLP MAKING THE WORLD A MORE JUST PLACE

Executives Hon. Benes Aldana (Ret.) President Joy Lyngar Provost Patrick Grimes Chief Financial Officer

Directors William Brunson Director of Special Projects

Ed Cohen Director of Communications/Marketing Sandra DeGaine Director of Human Resources/Facilities Diane Marsh Director of Development Joseph Sawyer Director of Distance Learning Nina Tirona Controller Katheryn Yetter Academic Director

Staff Charisse Abbie, Tribal Program Manager Muriel M. Bartlett, Registrar Rebecca Bluemer, Scholarship Coordinator Mary Burdick, Judicial Education Manager Jena Cohen, Development Specialist Sarah Dahl, Distance Learning Manager Sue DeFuentes, Staff Accountant Chrystn Eads, Executive Assistant Sheena Britschgi Evans, Technology & Campaigns Manager Katheryn Gardiner, Accounting Assistant Danielle Harris, Distance Learning Manager Annalie Harvey, Accounting Specialist Sarah B. Lee, Program Attorney Colleen Morgan, Course Administrator Crystal Noel, Course Administrator Brenda Pardini, Assistant Registrar Lonnie Shodeen, Hospitality and Events Manager Bryan Walker, Judicial Education Manager Susan Robinson, Grant Writer Kelly L. Zahara, Course Administrator

MAKING THE WORLD A MORE JUST PLACE