Data collection and President's Dashboards Tine Stegovec Office for Court Management Development Supreme Court of the Republic of Slovenia SUPPORT TO JUDICIAL REFORM IN THE WESTERN BALKANS Funded by the Ministry of Foreign Affairs of Norway 17th November 2015

STRUCTURE OF THE PRESENTATION Slovenian judicial system – overview data collection the Data Warehouse the Presidents's Dashboards data analysis – example (triage)

SLOVENIAN JUDICIAL SYSTEM Murska Sobota Slovenj Gradec Maribor Ptuj Kranj Celje Ljubljana Krško Nova Gorica Novo mesto Koper

SLOVENIAN JUDICIAL SYSTEM SUPREME COURT HIGHER COURTS - 4 ADMINISTRATIVE HIGHER LABOUR AND SOCIAL DISTRICT COURTS - 11 LOCAL COURTS - 44 LABOUR AND SOCIAL

NUMBER OF JUDGES AND COURT STAFF

WORKLOAD ( 2015 data) Population: 2.063.000 New cases: 940.000 Resolved cases: 1.002.000 Pending cases (31. 12.): 226.000

DATA COLLECTION Data collection before 2008: Court registers were managed and filled manually Court registers were managed for individual types of procedures and not on the level of the court as a whole Only rudimentary data was collected (number of new, solved and unresolved cases, start and end of procedures) The time interval data collection was set at every three months

DATA WAREHOUSE After the Data Warehouse at the Supreme Court was created in 2008, the data is collected: electronically centrally automatically up-to-date information Time effective Disburdened human resources Better quality and reliability of data (clearance rate, disposition time, age of pending caseload, efficieny rate, judge productivity, etc.) Variety of possible inquiries – reports on demand Better visualisation

DATA COLLECTION - GOALS The main goal of the Data Warehouse project is to assist the decision making (court management) Goals and effects: To disburden judges of the preparation of statistical analysis To have a better overview over the work of courts and allow benchmarking between courts To allow effective planning and equalisation of human resources in different courts To shorten the decision making time and eliminate backlogs To provide for a more efficient resolution of old cases To rationalise the costs

CREATING REPORTS Detailed reports at: national level (all courts) type of courts level individual court level type of case level Comparison between periods: quarterly yearly Multiple types of data on the same report Better visualisation: tables: xls, pdf, html charts dashboards Access for different users/purposes: the Supreme Court court presidents the Ministry of Justice (statistics) the Judicial Council Variety of possible inquiries – reports on demand

USING BI TOOLS

Court president receive training for proper use of BI tools. USING BI TOOLS Court president receive training for proper use of BI tools.

PRESIDENT’S DASHBOARDS The Supreme Court of Slovenia has developed and implemented a new integrated approach to court management by combining business-intelligence technology and managerial know-how. In 2011, five dashboards named President's Performance Dashboards were developed as a data visualisation tool. Each dashboard is a visual display of the most important information. The President’s Performance Dashboard project was one of the three finalists of the CEPEJ and EU Commission Crystal Scales of Justice Competition in 2012.

HUMAN RESOURCES

SOLVING CASES

BACKLOGS

EFFICIENCY

QUALITY

COURT MANAGEMENT Strategic management - Overview of the work of courts Distribution of human resources Efficiency Oldest unresolved cases Type of case solution Procedural phases Regular visits of the President of the Supreme Court Creation of timeframes Creation of specific programmes – e.g. triage

TRIAGE PROCEDURES Situation: large portion of cases are solved with procedural decision. Implementation of triage: As soon as a new case is received, the triage office analyses the nature of the case and adopts all necessary procedural decisions. Drafts of decisions are prepared by court staff and adopted at the lowest level of competence possible, leaving the triage judge to confirm the decision only when required by law. Approximately one third of all cases are currently solved by the triage office, without the need for a hearing. The remaining cases are then distributed to Commercial department judges to decide upon the merits of the case.

TRIAGE PROCEDURES - SUCCESS A substantial improvements of work processes at courts: number of unresolved cases dropped disposition times shortened HR used more efficiently Judges can focus on decision making, which in the long term leads to better judicial decisions and more settled case-law.

Thank you for your attention. Further information: tine Thank you for your attention. Further information: tine.stegovec@sodisce.si