JUDICIAL CONFERENCE OF THE UNITED STATES

Washington, D.C.

www.uscourts.gov
This Page Intentionally Left Blank
Strategic Plan for the 

Federal Judiciary

Judicial Conference of the United States 

James C. Duff, Secretary

Administrative Office of the U.S. Courts 

Washington, DC 20544

202-502-1300

www.uscourts.gov
This Page Intentionally Left Blank
Strategic Plan for theFederal Judiciary 1

Strategic Plan for the 

Federal Judiciary

The federal judiciary is respected throughout America and the world for its excellence, for the 

independence of its judges, and for its delivery of equal justice under the law. Through this plan, the 

judiciary identifies a set of strategies that will enable it to continue as a model in providing fair and 

impartial justice.

This plan begins with expressions of the mission and core values of the federal judiciary.

Although any plan is by nature aspirational, these are constants which this plan strives to preserve. The 

aim is to stimulate and promote beneficial change within the federal judiciary—change that helps fulfill, 

and is consistent with, the mission and core values.
2 StrategicPlan fortheFederalJudiciary

Mission 

The United States Courts are an independent, national judiciary providing fair and impartial justice 

within the jurisdiction conferred by the Constitution and Congress. As an equal branch of government, 

the federal judiciary preserves and enhances its core values as the courts meet changing national and local

needs. 

Core Values

Rule of Law: legal predictability, continuity, and coherence; reasoned decisions made through publicly 

visible processes and based faithfully on the law.

Equal Justice: fairness and impartiality in the administration of justice; accessibility of court processes; 

treatment of all with dignity and respect.

Judicial Independence: the ability to render justice without fear that decisions may threaten tenure, 

compensation, or security; sufficient structural autonomy for the judiciary as an equal branch of 

government in matters of internal governance and management.

Diversity and Respect: a workforce of judges and employees that reflects the diversity of the public it 

serves; an exemplary workplace in which everyone is treated with dignity and respect.

Accountability:stringent standards of conduct; self-enforcement of legal and ethical rules; good 

stewardship of public funds and property; effective and efficient use of resources.

Excellence: adherence to the highest jurisprudential and administrative standards; effective recruitment, 

development and retention of highly competent and diverse judges and employees; commitment to 

innovative management and administration; availability of sufficient financial and other resources.

Service: commitment to the faithful discharge of official duties; allegiance to the Constitution and laws 

of the United States; dedication to meeting the needs of jurors, court users, and the public in a timely 

and effective manner.
Strategic Plan for theFederal Judiciary 3

The Plan in Brief

The Strategic Plan for the Federal Judiciary, updated in 2020, continues the judiciary’s tradition 

of meeting challenges and taking advantage of opportunities while preserving its core values. It takes 

into consideration various trends and issues affecting the judiciary, many of which challenge or 

complicate the judiciary’s ability to perform its mission effectively. In addition, this plan recognizes that 

the future may provide tremendous opportunities for improving the fair and impartial delivery of justice.

This plan anticipates a future in which the federal judiciary is noteworthy for its accessibility, 

timeliness, and efficiency; attracts to judicial service the nation’s finest legal talent; is an employer of 

choice providing an exemplary workplace for a diverse group of highly qualified judges and employees; 

works effectively with the other branches of government; and enjoys the people’s trust and confidence. 

This plan serves as an agenda outlining actions needed to preserve the judiciary’s successes and, 

where appropriate, bring about positive change. Although its stated goals and strategies do not include 

every important activity, project, initiative, or study that is underway or being considered, this plan 

focuses on issues that affect the judiciary at large, and on responding to those matters in ways that 

benefit the entire judicial branch and the public it serves. 

Identified in this plan are seven fundamental issues that the judiciary must now address, and a set 

of responses for each issue. The scope of these issues includes the fair and impartial delivery of justice; 

the public’s trust and confidence in, and understanding of, the federal courts; the effective and efficient 

management of resources; a diverse workforce and an exemplary workplace; technology’s potential; 

access to justice and the judicial process; and relations with the other branches of government. 
4 StrategicPlan fortheFederalJudiciary

Strategic Issues for the Federal Judiciary

The strategies and goals in this plan are organized around seven issues— fundamental policy questions 

or challenges that are based on an assessment of key trends affecting the judiciary’s mission and core 

values:

Issue 1: Providing Justice

Issue 2: Preserving Public Trust, Confidence, and Understanding 

Issue 3: TheEffective andEfficientManagementofPublicResources 

Issue 4: The Judiciary Workforce and Workplace

Issue 5: Harnessing Technology’s Potential

Issue 6: Enhancing Access to Justice and the Judicial Process

Issue 7: The Judiciary’s Relationships with the Other Branches of Government

These issues also take into account the judiciary’s organizational culture. The strategies and goals 

developed in response to these issues are designed with the judiciary’s decentralized systems of 

governance and administration in mind. 

Issue 1. Providing Justice

How can the judiciary provide fair and impartial justice in a more effective manner and meet 

new and increasing demands, while adhering to its core values?

Issue Description. Exemplary and independent judges, high quality employees, conscientious jurors, 

well-reasoned and researched rulings, and time for deliberation and attention to individual issues are 

among the hallmarks of federal court litigation. Equal justice requires fairness and impartiality in the 

delivery of justice and a commitment to non-discrimination, regardless of race, color, sex, gender, 

gender identity, pregnancy, sexual orientation, religion, national origin, age, or disability. Scarce 

resources, changes in litigation and litigant expectations, and certain changes in the law, challenge the 

federal judiciary’s effective and prompt delivery of justice. This plan includes three strategies that focus 

on improving performance while ensuring that the judiciary functions under conditions that allow for 

the fair, impartial, and effective administration of justice:

Pursue improvements in the delivery of fair and impartial justice on a nationwide basis. 

(Strategy 1.1)

Secure resources that are sufficient to enable the judiciary to accomplish its mission in a manner 

consistent with judiciary core values. (Strategy 1.2)

Strengthen the protection of judges, court employees, and the public at court facilities, and of 

judges and their families at other locations. (Strategy 1.3)
Strategic Plan for theFederal Judiciary 5

Strategy 1.1. Pursue improvements in the delivery of fair and impartial justice on a nationwide basis. 

Background and Commentary. Effective case management is essential to the delivery of justice, 

and most cases are handled in a manner that is both timely and deliberate. The judiciary monitors 

several aspects of civil case management, and has a number of mechanisms to identify and assist 

stressed courts. These mechanisms include biannual reports of pending civil cases and motions 

required under the Civil Justice Reform Act of 1990, and identifying stressed courts and the 

categories of cases with the longest disposition times. 

National coordination mechanisms include the work of the Judicial Panel on Multidistrict 

Litigation, which is authorized to transfer certain civil actions pending in different districts to a 

single district for coordinated or consolidated pretrial proceedings. The work of chief judges in 

managing each court’s caseload is critical to the timely handling of cases, and these local efforts 

must be supported at the circuit and national level. Circuit judicial councils have the authority to 

issue necessary and appropriate orders for the effective and expeditious administration of justice, 

and the Judicial Conference is responsible for approving changes in policy for the administration 

of federal courts. Cooperative efforts with state courts have also proven helpful, including the 

sharing of information about related cases that are pending simultaneously in state and federal 

courts. 

Despite ongoing efforts, some pockets of case delays and backlogs persist in the courts. Some 

delays are due to external forces beyond the judiciary’s control, cannot be avoided, and do not 

reflect on a court’s case management practices. With this understanding, this plan calls for the 

courts, Judicial Conference committees, and circuit judicial councils to undertake reasonable, 

concerted, and collaborative efforts to reduce the number and length of preventable case delays 

and backlogs. 

The fair and impartial delivery of justice is also affected by high litigation costs. High costs make 

the federal courts less accessible, as is discussed in Issue 6. Litigation costs also have the potential 

to skew the mix of cases that come before the judiciary, and may unduly pressure parties towards 

settlement. Rule 1 of the Federal Rules of Civil Procedure calls for the “just, speedy, and 

inexpensive determination of every action and proceeding,” and this plan includes a goal to avoid 

unnecessary costs and delay.

This strategy also includes a goal to ensure that all persons entitled to representation under the 

Criminal Justice Act are afforded well qualified representation through either a federal defender or 

panel attorney. Well qualified representation requires sufficient resources to assure adequate pay, 

training, and support services. Further, where the defendant population and needs of districts 

differ, guidance and support must be tailored to local conditions, subject to Judicial Conference 

policy. 

In addition, this plan includes a goal to enhance the fair and effective management of all persons 

under supervision. Probation and pretrial services offices have led judiciary efforts to measure the 

quality of services to the courts and the community, including the use of evidence-based practices in 

the management of persons under supervision. 
6 StrategicPlan fortheFederalJudiciary

Other efforts to improve the fair and impartial delivery of justice must continue. For example, a 

number of significant initiatives to transform the judiciary’s use of technology are underway, 

including the development and deployment of next-generation case management and financial 

administration systems. The work of the probation and pretrial services offices has also been 

enhanced through the use of applications that integrate data from other agencies with probation 

and pretrial services data to facilitate the analysis and comparison of supervision practices and 

outcomes among districts. 

Goal 1.1a: Reduce delay through the dissemination of effective case management methods 

and the work of circuit judicial councils, chief judges, Judicial Conference 

committees and other appropriate entities.

Goal 1.1b: Avoid unnecessary costs to litigants in furtherance of Rule 1, Federal Rules of Civil 

Procedure. 

Goal 1.1c: Ensure that all persons represented by panel attorneys and federal defender 

organizations are afforded well qualified representation consistent with best practices 

for the representation of all criminal defendants. 

Goal 1.1d: Enhance the management of all persons under supervision to reduce recidivism 

and improve public safety.

Strategy 1.2. Secure resources that are sufficient to enable the judiciary to accomplish its mission in a 

manner consistent with judiciary core values.

Background and Commentary. The judiciary is facing an uncertain federal budget environment, 

with likely constraints on the ability of congressional appropriations committees to meet judiciary 

funding requirements. Multiweek government shutdowns have happened twice in the recent past 

(2013 and 2018/2019). The judiciary was able to remain open through reliance on fees and other 

no year balances, and by delaying contractual obligations not critical to the performance of 

constitutional responsibilities. However, judges, judicial employees, the bar and the public were 

impacted by the shutdown of many executive branch agencies and operations; by limits on normal 

court operations; and by time and resources being diverted to manage the effects of the funding 

lapse. Uncertainty and shortfalls, when they occur, present particular challenges to clerks offices, 

probation and pretrial services offices, and federal defender organizations in ensuring that 

operations are adequately staffed.

Another key challenge for the judiciary is to address critical longer-term resource needs. Many 

appellate, district and bankruptcy courts have an insufficient number of authorized judgeships. 

The judiciary has received very few Article III district judgeships, and no circuit judgeships, since 

1990.

Resources are also needed for jurors. Compensation for jurors is limited and inadequate 

compensation creates a financial hardship for many jurors. While the judiciary has made progress 

in securing needed space — including the construction of new courthouses and annexes — some 
Strategic Plan for theFederal Judiciary 7

court proceedings are still conducted in court facilities that are cramped, poorly configured, and 

lacking secure corridors separate from inmates appearing in court. As the judiciary’s facilities 

continue to age, additional resources will be needed to provide proper maintenance and sustain 

courthouse functionality. The judiciary will need to continue apportioning resources based on 

priorities determined by the consistent application of policies across the courthouse portfolio. 

Further, the judiciary relies on resources that are within the budgets of executive branch agencies, 

particularly the U.S. Marshals Service and the General Services Administration. The judiciary must 

continue to work with these agencies to ensure that the judiciary’s resource needs are met.

The ability to secure adequate resources serves as the foundation for a vast majority of the 

judiciary’s plans and strategies. For example, to ensure the well qualified representation of criminal 

defendants (Goal 1.1c), the defender services program requires funding sufficient to accomplish its 

mission. Additionally, to enhance the management of persons under supervision to reduce 

recidivism and improve public safety (Goal 1.1d), probation and pretrial services offices require 

sufficient funding. Strategy 4.4 and its associated goals focus on the importance of attracting, 

recruiting, developing, and retaining the competent employees that are required for the effective 

performance of the judiciary’s mission, and critical to supporting tomorrow’s judges and meeting 

future workload. Also, a goal under Strategy 5.1 urges the judiciary to continue to build and 

maintain robust and flexible technology systems and applications, requiring a sustained investment 

in technology. 

Goal 1.2a: Secure needed circuit, district, bankruptcy and magistrate judgeships. 

Goal 1.2b: Ensure that judiciary proceedings are conducted in court facilities that are secure, 

accessible, efficient, and properly equipped. 

Goal 1.2c: Secure adequate compensation for jurors.

Goal 1.2d: Secure adequate resources to provide the judiciary with the employees and resources 

necessary to meet workload demands 

Strategy 1.3. Strengthen the protection of judges, court employees, and the public at court facilities, and 

of judges and their families at other locations. 

Background and Commentary. Judges must be able to perform their duties in an environment 

that addresses their concerns for their own personal safety and that of their families. The judiciary 

works closely with the U.S. Marshals Service to assess and improve the protection provided to the 

courts and individuals. Threats extend beyond the handling of criminal cases, as violent acts have 

often involved pro se litigants and other parties to civil cases.

While judiciary standards for court facilities provide separate hallways and other design features to 

protect judges, many older court facilities require judges, court personnel, and jurors to use the 

same corridors, entrances, and exits as prisoners, criminal defendants, and others in custody. 
8 StrategicPlan fortheFederalJudiciary

Assuring safety in these facilities is particularly challenging. Protection for judges must also extend 

beyond court facilities and include commuting routes, travel destinations, and the home. A key 

area of focus for the judiciary has been raising the level of awareness of security issues, assisting 

judges in taking steps to protect themselves while away from court facilities, and educating judges 

on how they can minimize the availability of personal information on the internet. 

The effective implementation of this strategy is linked to other efforts in this plan. Strategy 1.2 

includes a goal to ensure that judiciary proceedings are conducted in secure facilities. In addition, 

Strategy 5.1 includes a goal to ensure that IT policies and practices provide effective security for 

court records and data, including confidential personal information. 

Goal 1.3a: Improve the protection of judges, court employees, and the public inall court 

facilities, and the protection of judges in off-site judicial locations. 

Goal 1.3b: Improve the protection of judges and their families at home and in non-judicial 

locations. 

Goal 1.3c: Provide continued training to raise the awareness of judges and judiciary employees 

on a broad range of security topics. 

Goal 1.3d: Improve the interior and exterior security of court facilities through the 

collaborative efforts of the judiciary, the U.S. Marshals Service, the Federal 

Protective Service, and the General Services Administration.

Goal 1.3e: Workwith the U.S. Marshals Service and others to improve the collection, analysis 

and dissemination of protective intelligence information concerning individual 

judges. 
Strategic Plan for theFederal Judiciary 9

Issue 2. Preserving Public Trust, Confidence, and Understanding

How should the judiciary promote public trust and confidence in the federal courts in a manner 

consistent with its role within the federal government?

Issue Description. The ability of courts to fulfill their mission and perform their functions is based on 

the public’s trust and confidence in the judiciary. In large part, the judiciary earns that trust and 

confidence by faithfully performing its duties; adhering to ethical standards; and effectively carrying out 

internal oversight, review, and governance responsibilities. These responsibilities include accountability 

for a failure to observe scrupulous adherence to ethical standards. The surest way to lose trust and 

confidence is failure to live up to established ethical standards and failure to hold judges and judiciary 

personnel accountable for misconduct. Transparency in efforts to ensure accountability for misconduct, 

where possible and appropriate, helps foster public trust and confidence. 

Public perceptions of the judiciary are often colored by misunderstandings about the institutional role of 

the federal courts and the limitations of their jurisdiction, as well as attitudes toward federal court 

decisions on matters of public interest and debate. Changes in social media and communication will 

continue to play a key role in how the judiciary is portrayed to and viewed by members of the public. 

These changes provide the judicial branch an opportunity to communicate broadly with greater ease and 

at far less cost. However, they also present the challenge of ensuring that judiciary information is 

complete, accurate, and timely. This challenge is especially difficult because judges are constrained in 

their ability to participate in public discourse. This plan includes four strategies to enhance public trust 

and confidence in, and understanding of, the judiciary: 

Assure high standards of conduct and integrity for judges and employees. (Strategy 2.1) 

Hold accountable judges and judiciary personnel who engage in misconduct, and be transparent, in 

furtherance of statutory and other requirements and consistent with confidentiality and privacy 

requirements, about accountability for misconduct. (Strategy 2.2) 

Improve the sharing and delivery of information about the judiciary. (Strategy 2.3)

Encourage involvement in civics education activities by judges and judiciary employees. 

(Strategy 2.4)

Strategy 2.1. Assure high standards of conduct and integrity for judges and employees. 

Background and Commentary. Judges and judiciary employees are guided by codes of conduct, 

internal policies, and robust accountability mechanisms within the judiciary that work together to 

uphold standards relating to conduct and the management of public resources. These mechanisms 

include disciplinary action, as well as formal complaint procedures for impacted employees to seek 

redress, such as dispute resolution processes, audits, program reviews of judiciary operations, 

internal control and information technology self-assessments, and workplace conduct oversight 

and response processes. The judiciary has adopted several measures, described in Issue 4 of this 

plan, to ensure an exemplary workplace in which all employees are treated with dignity and 

respect, and on a non-discriminatory basis.
10 StrategicPlan fortheFederalJudiciary

Accountability mechanisms must address critical risks, keep pace with changes in regulations and 

business practices, and respond to public and government interest in detailed and accessible 

information about the judiciary. The regular review and update of policies, along with efforts to 

ensure that they are accessible to judges and employees, will help to improve judiciary compliance 

and controls. In addition, guidance relating to conduct that reflects current uses of social media 

and other technologies can help to avoid the inappropriate conveyance of sensitive information. 

This strategy emphasizes up-to-date policies, timely education, and relevant guidance about ethics, 

integrity, and accountability. The strategy also relies upon the effective performance of critical 

integrated internal controls; governance of judiciary financial information; audit, investigation, and 

discipline functions; risk management practices; and self-assessment programs.

Goal 2.1a: Enhance education and training for judges and judiciary employees on ethical 

conduct, integrity, accountability, and workplace conduct. 

Goal 2.1b: Ensure the integrity of funds, information, operations, and programs through 

strengthened internal controls and audit programs.

Strategy 2.2. Hold accountable judges and judiciary personnel who engage in misconduct, and be 

transparent, in furtherance of statutory and other requirements and consistent with confidentiality and 

privacy requirements, about accountability for misconduct. 

Background and Commentary. The judiciary seeks to ensure accountability by openly receiving 

information about potential misconduct and following existing procedures to address misconduct. 

Credible allegations of misconduct will be examined, investigated, and subject to appropriate action 

in accordance with existing statutory, policy, and other procedures. Individuals who experience or 

witness possible misconduct should be able to seek redress or satisfy their obligation to take 

appropriate action by bringing these issues to the attention of an appropriate official without fear of 

retaliation or adverse consequences. The judiciary’s codes of conduct, Rules for Judicial Conduct 

and Judicial Disability Proceedings, and Model Employment Dispute Resolution Plan were updated 

in 2019 to reinforce these principles.

Transparency, to the extent permissible and possible, demonstrates the judiciary’s fidelity to 

accountability for misconduct. Law and policy related to confidentiality and the legitimate privacy 

interests of victims, witnesses, and others may limit what information can be made public. The 

judiciary strives to make public information about misconduct procedures and related actions, 

where permissible and appropriate. 

Goal 2.2a: Ensure avenues for seeking advice, obtaining assistance as to potential misconduct, 

obtaining redress, where appropriate, and filing a complaint are easily accessible.

Goal 2.2b: Ensure timely action is taken on credible allegations of misconduct according to 

established procedures, and when the evidence supports it, ensure action is taken with 

regard to misconduct. 
Strategic Plan for theFederal Judiciary 11

Goal 2.2c: Ensure each circuit’s website prominently displays actions taken under the Judicial 

Conduct and Disability Act and Rules for Judicial Conduct and Judicial Disability

Procedures, in accordance with the requirements of the Act and the Rules, and 

summaries of other records or reports of workplace conduct issues, where 

permissible and appropriate. 

Goal 2.2d: Consider conducting reviews of systemic issues, when appropriate. 

Strategy 2.3. Improve the sharing and delivery of information about the judiciary generally. 

Background and Commentary. Sources of news, analysis, and information about the federal 

judiciary continue to change, as do communication tools used by the public. These changes can 

present challenges to the accurate portrayal of the judiciary and the justice system. Enhanced 

communication between the judiciary and the media is one way to help increase the accuracy of 

stories about the justice system and public understanding of the courts. Since the media is a 

significant way in which the public learns about the judiciary, helping reporters understand court 

processes is one way to improve the public understanding of the justice system. Judges can 

undertake these efforts within the parameters of the Code of Conduct and while avoiding 

discussion of any specific cases.

It is now easier to communicate directly with the public, which can help to improve the public’s 

understanding of the federal judiciary’s role and functions. The judiciary must keep pace with 

ongoing changes in how people access news and information when formulating its own 

communications practices.

The federal judiciary also serves as a model to other countries for its excellence, judicial 

independence, and the delivery of equal justice under the law. The judiciary should continue to 

work with the executive branch when called on to communicate with representatives of other 

countries about the mission, core values, and work of the federal judiciary. 

Goal 2.3a: Develop a communications strategy that considers the impact of changes in 

journalism and electronic communications and the ability of federal judges and 

employees to communicate directly with the public. 

Goal 2.3b: Develop or increase communications and relationships between judges and 

journalists, consistent with the Code of Conduct and not specific to any case, to 

foster increased understanding of the judiciary.

Goal 2.3c: Communicate with judges in other countries to share information about the 

federal judiciary in our system of justice and to support rule-of-lawprograms 

around the world. 

Strategy 2.4. Encourage involvement in civics education activities by judges and judiciary employees.

Background and Commentary. The federal judiciary relies on public respect, understanding, 

and acceptance. The lack of civics knowledge can have an adverse effect on the branch. A civically 
12 StrategicPlan fortheFederalJudiciary

informed public will also be better inoculated against attempts to undermine trust in the justice 

system. As noted by the Chief Justice of the United States in his 2019 Year End Report on the 

Federal Judiciary, “[t]he judiciary has an important role to play incivic education ... ” Reinforcing 

the perspective of the Chief Justice, at its March 2020 session, the Judicial Conference of the 

United States “affirmed that civics education is a core component of judicial service; endorsed 

regularly-held conferences to share and promote best practices of civics education; and 

encouraged circuits to coordinate and promote education programs.” 

Public outreach and civics education efforts by judges and judiciary employees take place inside 

courthouses and in the community. These efforts could be facilitated through greater 

coordination and collaboration with civics education organizations. Resources to help judges and 

judiciary employees participate in educational outreach efforts are available from the 

Administrative Office, the Federal Judicial Center, and private court administration and judges’ 

associations.

Goal 2.4a: Communicate and collaborate with organizations outside the judicial branch to 

improve the public’s understanding of the role and functions of the federal 

judiciary and its accountability and oversight mechanisms and external financial 

reporting. 

Goal 2.4b: Facilitate participation by judges and court employees in public outreach and civics 

education programs.

Goal 2.4c: Support education about the defense function and the critical role it plays in 

ensuring fair trials and proceedings, as well as in maintaining public confidence in 

the justice system.
Strategic Plan for theFederal Judiciary 13

Issue 3. The Effective and Efficient Management of Public Resources

How can the judiciary provide justice consistent with its core values while managing limited 

resources and programs in a manner that reflects workload variances and funding realities?

Issue Description. The judiciary’s pursuit of cost-containment initiatives has helped to reduce current 

and future costs for rent, information technology, the compensation of court employees and law clerks, 

and other areas. These initiatives have also improved resource allocation within the bankruptcy judges 

system, as well as the prudent allocation and management of resources within the magistrate judges 

system, and have helped the judiciary operate under difficult financial constraints. Cost-containment 

efforts have also helped the judiciary demonstrate to Congress that it is an effective steward of public 

resources, and that its requests for additional resources are well justified (Strategy 1.2).

The judiciary relies upon effective decision-making processes governing the allocation and use of judges, 

employees, facilities, and funds to ensure the best use of limited resources. These processes must 

respond to a federal court workload that varies across districts and over time. Developing, evaluating, 

publicizing, and implementing best practices will assist courts and other judiciary organizations in 

addressing workload changes. Local courts have many operational and program management 

responsibilities in the judiciary’s decentralized governance structure, and the continued development of 

effective local practices must be encouraged. At the same time, the judiciary may also need to consider 

whether and to what extent certain practices should be adopted judiciary wide. This plan includes a 

single strategy to address this issue.

Strategy 3.1. Allocate and manage resources more efficiently and effectively.

Background and Commentary. The judiciary has worked to contain the growth in judiciary 

costs, and has pursued a number of studies, initiatives, and reviews of judiciary policy. Significant 

savings have been achieved, particularly for rent, compensation, and information technology. Cost 

containment remains a high priority, and new initiatives to contain cost growth and make better 

use of resources are being implemented or are under consideration. 

For example, over the past several years, court units throughout the judiciary have developed and 

implemented alternative approaches for carrying out their operational and administrative 

functions. These approaches have helped courts maintain the level and quality of services they 

deliver, and in many instances, have increased efficiencies and controlled costs associated with 

providing those services. 

This strategy also includes two goals to increase the flexibility of the judiciary in matching 

resources to workload. The intent is to enable available judges and court employees to assist 

heavily burdened courts on a temporary basis, and to reduce the barriers to such assistance. 

Supporting these goals is a third goal to ensure that the judiciary utilizes its networks, systems, 

and space in a manner that supports efficient operations. A fourth goal speaks to the critical need 

to maintain effective court operations and anticipate alternative delivery of services when disaster 

strikes.
14 StrategicPlan fortheFederalJudiciary

Goal 3.1a: Make more effective use of judges to relieve overburdened and congested courts, 

including expanding ways to provide both short- and long-term assistance to districts 

and circuits with demonstrated needs for additional resources, and ensuring the 

effective utilization of magistrate judge resources.

Goal 3.1b: Analyze and facilitate the implementation of organizational changes and business 

practices that make effective use of limited administrative and operational employees 

but do not jeopardize public safety or negatively impact outcomes or mission. 

Goal 3.1c: Manage the judiciary’s infrastructure in a manner that supports effective and efficient 

operations, and provides for a safe and secure environment. 

Goal 3.1d: Plan for and respond to natural disasters, terrorist attacks, pandemics and other 

physical threats in an effective manner.
Strategic Plan for theFederal Judiciary 15

Issue 4. The Judiciary Workforce and Workplace

How can the judiciary attract, develop, and retain a highly diverse and competent complement 

of judges, employees, and Criminal Justice Act (CJA) attorneys, and ensure an exemplary 

workplace in which everyone is treated with dignity and respect?

Issue Description. The judiciary can retain public trust and confidence and meet workload demands 

only if it is comprised of a diverse complement of highly competent judges, employees, and CJA 

attorneys. It cannot attract and retain the most capable people from all parts of society, nor can it keep 

the public’s trust and confidence, unless it maintains a diverse and exemplary workplace in which all are 

treated with dignity and respect and are valued for their contributions regardless of race, color, sex, 

gender, gender identity, pregnancy, sexual orientation, religion, national origin, age, or disability. 

Attracting and retaining highly capable and diverse judges, employees, and CJA attorneys, will require 

fair and competitive compensation and benefit packages. The judiciary must abide by and enhance, 

where appropriate, its standards and procedures to assure proper workplace conduct, and must also plan 

for new methods of performing work, and prepare for continued volatility in workloads, as it develops 

its future workforce. Three strategies to address this issue follow: 

Recruit, develop, and retain a talented, dedicated, and diverse workforce, while defining the 

judiciary’s future workforce requirements. (Strategy 4.1)

Support a lifetime of service for federal judges. (Strategy 4.2)

Ensure an exemplary workplace free from discrimination, harassment, retaliation, and abusive 

conduct. (Strategy 4.3)

Strategy 4.1. Recruit, develop, and retain a talented, dedicated, and diverse workforce, while defining 

the judiciary’s future workforce requirements.

Background and Commentary. Public trust and confidence are enhanced when the judiciary’s 

workforce – judges, employees, and CJA attorneys – broadly reflects the diversity of the public it 

serves. While it has no control over the appointment of Article III judges, the judiciary can and 

should strive for diversity in all other positions, particularly bankruptcy judges, magistrate judges, 

federal defenders, and CJA panel attorneys, all of whom occupy positions highly visible to the 

public. The judiciary must continue to pursue initiatives to attract future judges, such as the 

“Roadways to the Bench” programs, that are designed to secure a wide and diverse pool of 

applicants for every position, and ensure diversity among members of screening and selection 

committees. Judges must be encouraged to give special attention to diversity in their law clerk 

hiring practices. 

The judiciary must also continue to pursue initiatives to retain its position as an employer of 

choice. The judicial branch provides employees with many resources and services, including 

training and education programs. To remain competitive, especially with hard-to-fill occupations, 

the judiciary must have a strong program to attract, recruit, develop, and retain a diverse and 

highly qualified workforce.
16 StrategicPlan fortheFederalJudiciary

Ongoing changes that the judiciary must address include an increase in the amount of work 

performed away from the office, shifting career and work-life expectations, and the unique 

challenges faced by probation and pretrial services offices in recruiting, retaining, training, and 

ensuring the physical and mental well-being of officers. Changes in how employees communicate 

and interact, and in how and where work is performed, are related to Strategy 3.1, as certain types 

of changes provide opportunities for the judiciary to reduce its space footprint and rental costs 

while creating a better and more efficient work environment. The judiciary must continue to invest 

in technology and explore changes to policy and procedures that allow for an effective remote and 

mobile workforce.

In addition, the judiciary must develop the next generation of executives. The management model 

in federal courts provides individual court executives with a high degree of decentralized authority 

over a wide range of administrative matters. The judiciary must maintain a meaningful leadership 

and executive development training program and create executive relocation programs to ensure a 

wide pool of qualified internal applicants, while also conducting outreach efforts to attain a diverse 

and talented field of candidates.

Goal 4.1a: Establish, maintain and expand outreach efforts and procedures to make diverse 

audiences aware of employment opportunities in the judiciary, including as judicial 

officers.

Goal 4.1b: Strengthen the judiciary’s commitment to workforce diversity, equity, and inclusion 

by expanding diversity program recruitment, education, and training; identifying 

barriers to recruitment of a diverse workforce; ensuring all recruitments are designed 

to attract and consider a diverse pool of applicants; and ensuring screening and 

hiring committees consist of diverse members.

Goal 4.1c: Identify current and future workforce challenges and develop and evaluate strategiesto 

enhance the judiciary’s standing as an employer of choice while enabling employees to 

reach their full potential. 

Goal 4.1d: Deliver leadership, management, and human resources programs and services to help 

judges (especially chief judges), executives and supervisors develop, assess and lead

employees.

Goal 4.1e: Provide mentoring and career advancement opportunities to all employees.

Goal 4.1f: Provide resources and develop Health and Wellness Committees to examine policy, 

practices, and programs that provide a supportive and healthy work environment for 

the maintenance or restoration of judiciary employees to promote health and 

competence throughout their career and beyond. 

Strategy 4.2. Support a lifetime of service for federal judges. 

Background and Commentary. It is critical that judges are supported throughout their careers, as 

new judges, active judges, chief judges, senior judges, judges recalled to service, and retired judges. 
Strategic Plan for theFederal Judiciary 17

In addition, education, training, and orientation programs offered by the Federal Judicial Center 

and the Administrative Office will need to continue to evolve and adapt. Training and education 

programs, and other services that enhance the well-being of judges, need to be accessible in a 

variety of formats, and on an as-needed basis.

Goal 4.2a: Strengthen policies that encourage senior Article III judges to continue handling 

cases as long as they are willing and able to do so. Judges who were appointed to 

fixed terms and are recalled to serve after retirement must be provided the support 

necessary for them to fully discharge their duties. 

Goal 4.2b: Seek the views of judges on practices that support their development, retention, and 

morale, and evolve and adapt education, training, and orientation programs to meet 

the needs of judges. 

Goal 4.2c: Encourage circuits to develop circuit-wide Health and Wellness Committees to 

promote health and wellness programs, policies, and practices that provide a 

supportive environment for the maintenance or restoration of health and wellness in 

support of a lifetime of service for judges. 

Strategy 4.3. Ensure an exemplary workplace free from discrimination, harassment, retaliation, and 

abusive conduct.

Background and Commentary. Public trust and confidence and workforce morale and 

productivity are enhanced when the judiciary provides an exemplary workplace for everyone. As a 

result of efforts by the judiciary’s Workplace Conduct Working Group – which recommended 

more than thirty measures to enhance the judiciary's workplace policies and procedures – the 

judiciary has adopted amendments to the applicable codes of conduct and the Rules for Judicial 

Conduct and Judicial Disability Proceedings to expressly state that sexual and other harassment, 

discrimination, abusive conduct, and retaliation are misconduct. In addition, the judiciary has 

adopted an improved Model Employment Dispute Resolution Plan to clearly describe prohibited 

conduct and provide simplified and effective redress, has established a Judicial Integrity Office and 

regional workplace conduct committees and workplace relations directors, and has undertaken 

extensive training on workplace civility and preventing harassment and other forms of 

discrimination. Beyond these and other measures already taken, the judiciary can continuously 

improve. The judiciary must diligently continue to work to ensure that it provides an exemplary 

workplace for all of its employees.

Goal 4.3a: Educate all judges and employees on standards of appropriate and inappropriate 

conduct, with continuing education on a regular basis, including as related to the codes 

of conduct and judicial conduct and disability procedures. 

Goal 4.3b: Educate all judges and employees about the obligation to take appropriate action when 

they have reliable information about misconduct by a judge or other person, and about 

the available options for guidance regarding reporting misconduct, as well as 

mechanisms to report misconduct. 
18 StrategicPlan fortheFederalJudiciary

Goal 4.3c: Enhance accountability and effective redress, where appropriate, through universal 

adoption and conscientious application of the Model Employment Dispute Resolution 

Plan, and be transparent regarding judicial conduct and disability proceedings and 

other workplace conduct procedures in furtherance of and consistent with the law, 

related judiciary policy, and legitimate privacy interests.

Goal 4.3d: Provide a circuit director of workplace relations in each circuit, to whom employees 

within the circuit can report wrongful conduct concerns, and who will provide circuitwide assistance to managers and employees on workplace conduct issues, including 

training, conflict resolution, and workplace investigations. Ensure that all court 

Employment Dispute Resolution (EDR) Coordinators are trained and certified under 

the CourtsLearn EDR Coordinator Certification course.

Goal 4.3e: Consider conducting reviews of systemic issues related to workplace conduct at the 

circuit and district level, when appropriate, and systematically evaluate whether 

guidance and procedures designed to foster an exemplary workplace are effective and 

whether additional action may be needed.

. 
Strategic Plan for theFederal Judiciary 19

Issue 5. Harnessing Technology’s Potential

How can the judiciary develop, operate, and secure cost-effective national and local systems

and infrastructure that meet the needs of court users and the public for information, service, and

access to the courts?

Issue Description. Implementing innovative technology applications will help the judiciary to meet the 

changing needs of judges, judiciary employees, and the public. Technology can increase productive time, 

and facilitate work processes. For the public, technology can improve access to courts, including 

information about cases, court facilities, and judicial processes. The judiciary will be required to build, 

maintain, and continuously enhance effective IT systems in a time of growing usage, and judicial and 

litigant reliance. At the same time, the security of IT systems must be maintained, and a requisite level of 

privacy assured.

Responsibility for developing major national IT systems is shared by several Administrative Office

divisions and Judicial Conference committees, and many additional applications are developed locally. In 

addition, local courts have substantial responsibilities for the management and operation of local and 

national systems, including the ability to customize national applications to meet local needs. The 

judiciary’s approach to developing, managing, and operating national IT systems and applications 

provides a great deal of flexibility but also poses challenges for coordination, prioritization, and 

leadership. A key challenge will be to balance the economies of scale that may be achieved through 

operating as an enterprise with the creative solutions that may result from allowing and fostering a more 

distributed model of IT development and administration. The judiciary’s strategy for addressing this 

issue follows. 

Strategy 5.1. Harness the potential of technology to identify and meet the needs of judiciary users and 

the public for information, service, and access to the courts. 

Background and Commentary. The judiciary is fortunate to be supported by an advanced 

information technology infrastructure and services that continue to evolve. Next-generation case 

management systems are being developed, while existing systems are being updated and refined. 

Services for the public and other stakeholders are being enhanced, and systems have been 

strengthened to provide reliable service during growing usage and dependence. Collaboration and 

idea sharing among local courts, and between courts and the Administrative Office, foster 

continued innovation in the application of technology. In addition, technology is allowing for 

exponentially more data to be created, stored, and managed. The effective use of data tools 

supports evidence-based decision making.

The effective use of advanced and intelligent applications and systems will provide critical support 

for judges and other court users. This plan includes a goal supporting the continued building of 

the judiciary’s technology infrastructure, and another encouraging a judiciary-wide perspective

for the development of certain systems. Another goal in this section focuses on the security 

of judiciary-related records and information. 

The effective use of technology is critical to furthering other strategies in this plan. In particular, 

the effective use of technology is critical to judiciary efforts to contain costs, and to effectively 
20 StrategicPlan fortheFederalJudiciary

allocate and manage resources (Strategy 3.1). Technology also supports improvements in the 

delivery of justice (Strategy 1.1); efforts to strengthen judicial security (Strategy 1.2); the delivery

of training and remote access capabilities (Strategies 4.3 and 4.4); the accessibility of the judiciary 

for litigants and the public (Strategies 6.1 and 6.2); and judiciary accountability mechanisms 

(Strategies 2.1, 2.2, and 2.3). In addition, the judiciary must be aware of the ongoing threat of 

cyberattacks from domestic and foreign actors, and both individual and state-backed threats, and 

prepared to maintain the integrity of judiciary IT systems.

An effective technology program is also dependent upon the successful implementation of other 

strategies in this plan. In a rapidly changing field requiring the support of highly trained people, it 

is critical that the judiciary succeed in recruiting, developing, and retaining highly competent 

employees (Strategy 4.4). Investments in technology also require adequate funding (Strategy 1.2).

Goal 5.1a: Continue to build, maintain, and continuously enhance robust and flexible 

technology systems and applications that anticipate and respond to the judiciary’s 

requirements for efficient communications, record-keeping, electronic case filing, 

public access, case management, and administrative support. 

Goal 5.1b: Coordinate and integrate national IT systems and applications from a judiciarywide perspective; continue to utilize local initiatives to improve services; and 

leverage judiciary data to facilitate decision-making.

Goal 5.1c: Develop system-wide approaches to the utilization of technology to achieve 

enhanced performance and cost savings.

Goal 5.1d: Continuously improve security practices to ensure the confidentiality, 

integrity, and availability of judiciary-related records and information. In 

addition, raise awareness of the threat of cyberattacks and improve defenses 

to secure the integrity of judiciary IT systems.
Strategic Plan for theFederal Judiciary 21

Issue 6. Enhancing Access to Justice and the Judicial Process

How can the judiciary ensure that justice in the federal courts is fair, impartial, and 

accessible to all, regardless of wealth or status, and that the courts remain 

comprehensible, accessible, and affordable for people who participate in the judicial 

process?

Issue Description. Courts are obligated to be open and accessible to anyone who initiates or is drawn 

into federal litigation, including litigants, lawyers, jurors, and witnesses. The federal courts must consider 

carefully whether they are continuing to meet the litigation needs of court users. In the criminal context, 

where the vast majority of federal criminal defendants are eligible for the appointment of counsel, the 

judiciary must ensure that the needs of appointed counsel and the clients they represent are met. This 

plan includes three strategies that focus on identifying unnecessary barriers to justice and court access, 

and taking steps to eliminate them.

Ensure that court rules, processes, and procedures meet the needs of lawyers and litigants in the 

judicial process. (Strategy 6.1)

Ensure that the federal judiciary is open and accessible, on a non-discriminatory basis, to all those 

who participate in the judicial process. (Strategy 6.2)

Promote effective administration of the criminal defense function in the federal courts. 

(Strategy 6.3)

Strategy 6.1. Ensure that court rules, processes, and procedures meet the needs of lawyers and litigants 

in the judicial process. 

Background and Commentary. The accessibility of court processes to lawyers and litigants is a 

component of the judiciary’s core value of equal justice, but making courts readily accessible is 

difficult. Providing access is even more difficult when people look to the federal courts to address 

problems that cannot be solved within the federal courts’ limited jurisdiction, when claims are not 

properly raised, and when judicial processes are not well understood. 

To improve access, rules of practice and procedure undergo regular review and revision to reflect 

changes in law, to simplify and clarify procedures, and to enhance uniformity across districts. 

Rules changes have also been made to help reduce cost and delay in the civil discovery process, to 

address the growing role of electronic discovery, and to take widespread advantage of technology 

in court proceedings. National mechanisms to consolidate and coordinate multidistrict litigation 

have been implemented to avoid duplication of discovery, prevent inconsistent pretrial rulings, 

and conserve the resources of the parties, their counsel, and the judiciary. In addition, many courts 

provide settlement conferences, mediation programs, and other forms of alternative dispute 

resolution to parties interested in resolving their claims prior to a judicial decision. Despite these 

and other efforts, some lawyers, litigants, and members of the public continue to find litigating in 

the federal courts challenging. Court operations and processes vary across districts and chambers, 

and pursuing federal litigation can be time consuming and expensive.
22 StrategicPlan fortheFederalJudiciary

To improve access for lawyers and litigants in the judicial process, this plan includes the following 

goals: 

Goal 6.1a: Ensure that court rules, processes, and procedures are published or posted in an 

accessible manner.

Goal 6.1b: Adopt measures designed to provide flexibility in the handling of cases, while 

reducing cost, delay, and other unnecessary burdens to litigants in the adjudication of 

disputes. 

Strategy 6.2. Ensure that the federal judiciary is open and accessible, on a non-discriminatory basis, to 

all those who participate in the judicial process. 

Background and Commentary. As part of its commitment to the core value of equal justice, the 

federal judiciary seeks to assure that all who participate in federal court proceedings — including 

jurors, litigants, bankruptcy participants, witnesses, journalists, and observers — are treated with 

dignity and respect and understand the process. The judiciary’s national website and the websites 

of individual courts provide the public with information about the courts themselves, court rules, 

procedures and forms, judicial orders and decisions, and schedules of court proceedings. Court 

dockets and case papers and files are posted on the internet through a judiciary-operated public 

access system. Court forms commonly used by the public have been rewritten in an effort to 

make them clearer and simpler to use, and court facilities are now designed to provide greater 

access to persons with disabilities. Some districts offer electronic tools to assist pro se filers in 

generating civil complaints. The Judicial Conference is working to enhance citizen participation in 

juries by improving the degree to which juries are representative of the communities in which 

they serve, reducing the burden of jury service, and improving juror utilization.

However, federal court processes are complex, and it is an ongoing challenge to ensure that 

participants have access to information about court processes and individual court cases, as 

well as court facilities. Many who come to the courts also have limited proficiency in English, 

and resources to provide interpretation and translation services are limited, particularly for civil 

litigants and bankruptcy participants. Continued efforts are needed, and this strategy sets forth

four goals to make courts more accessible for jurors, litigants, bankruptcy participants, witnesses, 

and others. 

Goal 6.2a: Provide jurors, litigants, bankruptcy participants, witnesses, journalists, and 

observers with comprehensive, readily accessible information about court 

cases and the work of the courts. 

Goal 6.2b: Improve the extent to which juries are representative of the communities in 

which they serve, reduce the hardships associated with jury service, and improve 

the experiences of citizens serving as grand and petitjurors.

Goal 6.2c: Develop best practices for handling claims of pro se litigants in civil and 

bankruptcy cases.
Strategic Plan for theFederal Judiciary 23

Strategy 6.3. Promote effective administration of the criminal defense function in the federal courts.

Background and Commentary. In the criminal context, access to fair and impartial justice is 

supported by appointing counsel to represent defendants who cannot afford to pay for their own 

counsel or other services necessary for their defense. Under the Criminal Justice Act (CJA), the 

judiciary oversees the provision of these defense services to eligible criminal defendants. In 

exercising this role, consistent with the Sixth Amendment, judges, acting as neutral arbiters in 

individual cases, must fairly and reasonably determine the resources available to the defense in any 

given case involving appointed counsel. To ensure the effective operation of the adversarial 

system and access to effective and conflict-free representation, the judiciary must strive to ensure 

that CJA practitioners can mount a skilled and vigorous defense of their clients, regardless of race, 

color, sex, gender, gender identity, pregnancy, sexual orientation, religion, national origin, age, or 

disability, so that the rights of individual defendants are safeguarded and enforced. 

Consistent with the recommendations of the Judicial Conference’s Ad Hoc Committee to Review 

the Criminal Justice Act Program, the judiciary must continue to consider improvements to the 

national administration of the defender services program. 

This strategy supports the judiciary’s efforts to pursue improvements in the fair and impartial 

delivery of justice (Strategy 1.1) and promotes public trust and confidence in the justice system by 

ensuring fair trials and proceedings (Issue 2), through three goals: 

Goal 6.3a: Encourage districts to adopt and implement CJA plans based on the judiciary’s model 

CJA plan to ensure compliance with relevant Judicial Conference policies. 

Goal 6.3b: Ensure that CJA practitioners have the resources to provide effective and conflict-free 

representation. 

Goal 6.3c: Provide training regarding best practices for criminal defense representation. 
24 StrategicPlan fortheFederalJudiciary

Issue 7.The Judiciary’sRelationshipswiththeOtherBranchesofGovernment

How can the judiciary develop and sustain effective relationships with Congress and the executive 

branch, yet preserve appropriate autonomy in judiciary governance, management and decisionmaking?

Issue Description. The judiciary is an independent branch of government with the solemn 

responsibility of safeguarding the constitutional rights and liberties of the nation’s citizens, not simply a 

line item in the non-defense discretionary portion of the federal budget. 

An effective relationship with Congress is critical to success in securing adequate resources. The 

judiciary must provide Congress timely and accurate information about issues affecting the 

administration of justice, and demonstrate that the judiciary has a comprehensive system of oversight 

and review that ensures the integrity of financial information, provides comprehensive financial reporting, 

and builds upon its foundation of internal controls and methods to prevent and detect fraud, waste, and 

abuse.

The judiciary’s relationships with the executive branch are also critical, particularly in areas where the 

executive branch has primary administrative or program responsibility, such as reporting on annual 

government-wide financial activity, judicial security and facilities management. Ongoing communication 

about Judicial Conference goals, policies, and positions may help to develop the judiciary’s overall 

relationship with Congress and the executive branch. By seeking opportunities to enhance 

communication among the three branches, the judiciary can strengthen its role as an equal branch of 

government while improving the administration of justice. At the same time, the judiciary must 

endeavor to preserve an appropriate degree of self-sufficiency and discretion in conducting its own 

affairs. This plan includes two strategies to build relationships with Congress and the executive branch: 

Develop and implement a comprehensive approach to enhancing relations between the judiciary 

and Congress. (Strategy 7.1)

Strengthen the judiciary’s relations with the executive branch. (Strategy 7.2)

Strategy 7.1. Develop and implement a comprehensive approach to enhancing relations between the 

judiciary and Congress.

Background and Commentary. This strategy emphasizes the importance of building and 

maintaining relationships between judges and members of Congress, at the local level and in 

Washington. The intent is to enhance activities that are already underway, and to stress their 

importance in shaping a favorable future for the judiciary. Progress in implementing other 

strategies in this plan can also help the judiciary to enhance its relationship with Congress. Goals 

relating to timeliness and accessibility directly affect members’ constituents, and the ability to 

report measurable progress in meeting goals may also strengthen the judiciary’s relationship with 

Congress. Congressional awareness of the judiciary’s ongoing efforts to strengthen its financial 

oversight and reporting — building upon its existing foundation of internal controls and methods 

to prevent and detect fraud, waste and abuse — is critical to assure oversight bodies, as well as the 

public, that the judiciary has a robust program of oversight and effective controls in place.
Strategic Plan for theFederal Judiciary 25

Goal 7.1a: Improve the early identification of legislative issues in order to improve the 

judiciary’s ability to respond and communicate with Congress on issues affecting 

the administration of justice.

Goal 7.1b: Implement effective approaches, including partnerships with legal, academic, and 

private sector organizations, to achieve the judiciary’s legislativegoals.

Goal 7.1c: Encourage judges to engage with members of their local congressional delegation 

to foster mutual understanding and respect, and to establish lines of 

communication between the two branches. 

Strategy 7.2. Strengthen the judiciary’s relations with the executive branch.

Background and Commentary. The executive branch delivers critical services to the judiciary, 

including space, security, personnel and retirement services, and more. In addition, the executive 

branch develops and implements policies and procedures that affect the administration of justice. 

The executive branch is also a source of financial reporting requirements for government-wide 

financial activity. The judiciary’s ongoing efforts to transform financial reporting, enhance the 

judiciary’s internal controls programs, and strengthen the integrity of judiciary financial data, 

provide tangible assurance to judiciary officials, oversight bodies, taxpayers, and others for whom 

the judiciary holds money in trust. This strategy focuses on enhancing the ability of the judiciary to 

provide input and information to its executive branch partners. 

Goal 7.2a: Improve communications and working relationships with the executive branch to 

facilitate greater consideration of policy changes and other solutions that will 

improve the administration of justice.
26 StrategicPlan fortheFederalJudiciary

Strategic Planning Approach for the

Judicial Conference of the United States and its Committees

Committees of the Judicial Conference are responsible for long-range and strategic planning 

within their respective subject areas, with the nature and extent of planning activity varying by 

committee based on its jurisdiction. 

The Executive Committee is responsible for facilitating and coordinating planning activities 

across the committees. Under the guidance of a designated planning coordinator, the Executive 

Committee hosts long-range planning meetings of committee chairs, and asks committees to consider 

planning issues that cut across committee lines. 

At its September 2010 session, the Judicial Conference approved a number of enhancements to 

the judiciary planning process: 

Coordination: The Executive Committee chair may designate for a two-year renewable term an active 

or senior judge, who will report to that Committee, to serve as the judiciary planning coordinator. The 

planning coordinator facilitates and coordinates the strategic planning efforts of the Judicial Conference 

and its committees.

Prioritization: With suggestions from Judicial Conference committees and others, and the input of the 

judiciary planning coordinator, the Executive Committee identifies issues, strategies, or goals to receive 

priority attention every two years.

Integration: The committees of the Judicial Conference integrate the Strategic Plan for the Federal Judiciary 

into committee planning and policy activities, including through the development and implementation 

of committee strategic initiatives – projects, studies, or other efforts that have the potential to make 

significant contributions to the accomplishment of a strategy or goal in the Strategic Plan. 

Assessment of Progress: For every goal in the Strategic Plan,mechanismstomeasure or assessthe 

judiciary’s progress are developed. 

Substantive changes to the Strategic Plan for the Federal Judiciary require the approval of the 

Conference, but the Executive Committee has the authority, as needed, to approve technical and noncontroversial changes to the Strategic Plan. A review of the Strategic Plan takes place every five years. 

(JCUS-SEP 10, p. 6)

Once approved by the Judicial Conference, updated or revised editions of the Strategic Plan for the 

Federal Judiciary supersede previous long-range and strategic plans as planning instruments to guide 

future policy-making and administrative actions within the scope of Conference authority. However, the 

approval of an updated or revised strategic plan should not necessarily be interpreted as the rescission of 

the individual policies articulated in the recommendations and implementation strategies of the 

December 1995 Long Range Plan for the Federal Courts. 
Strategic Plan for theFederal Judiciary 27

Acknowledgements

On the recommendation of its Executive Committee, the 2020 edition of the Strategic Plan for the 

Federal Judiciary was approved by the Judicial Conference of the United States on September 15, 2020. 

This edition was prepared following an assessment of the implementation of the 2015 Strategic Plan, an 

analysis of issues and trends likely to affect the federal judiciary, and the consideration of updates and 

revisions proposed by Judicial Conference committees. An Ad Hoc Strategic Planning Group prepared 

drafts of the revised plan for review by Judicial Conference committees and consideration by the

Executive Committee, which facilitates and coordinates strategic planning for the Conference and its

committees.

CHAIRS, COMMITTEES OF THE JUDICIAL CONFERENCE OF THE UNITED STATES 

SEPTEMBER 2020

THE EXECUTIVE COMMITTEE

Honorable Claire V. Eagan 

U.S. District Court, Northern District of 

Oklahoma

COMMITTEE ON AUDITS AND 

ADMINISTRATIVE OFFICE 

ACCOUNTABILITY

Honorable Kevin Michael Moore 

U.S. District Court, Southern District of Florida

COMMITTEE ON THE ADMINISTRATION 

OF THE BANKRUPTCY SYSTEM

Honorable Sara Darrow 

U.S. District Court, Central District of Illinois

COMMITTEE ON THE BUDGET

Honorable John W. Lungstrum 

U.S. District Court, District of Kansas

COMMITTEE ON CODES OF CONDUCT

Honorable Ralph R. Erickson 

U.S. Court of Appeals, Eighth Circuit 

COMMITTEE ON COURT 

ADMINISTRATION AND CASE 

MANAGEMENT

Honorable Audrey G. Fleissig 

U.S. District Court, Eastern District of Missouri

COMMITTEE ON CRIMINAL LAW

Honorable Ricardo S. Martinez 

U.S. District Court, Western District of 

Washington 

COMMITTEE ON DEFENDER SERVICES

Honorable Raymond J. Lohier, Jr.

U.S. Court of Appeals, Second Circuit

COMMITTEE ON FEDERAL-STATE 

JURISDICTION

Honorable D. Michael Fisher

U.S. Court of Appeals, Third Circuit 

COMMITTEE ON FINANCIAL 

DISCLOSURE

Honorable Anthony John Trenga 

U.S. District Court, Eastern District of Virginia

COMMITTEE ON INFORMATION 

TECHNOLOGY

Honorable Thomas M. Hardiman

U.S. Court of Appeals, Third Circuit

COMMITTEE ON INTERCIRCUIT 

ASSIGNMENTS

Honorable Nicholas G. Garaufis 

U.S. District Court, Eastern District of 

New York

COMMITTEE ON INTERNATIONAL 

JUDICIAL RELATIONS

Honorable Sidney H. Stein 

U.S. District Court, Southern District of 

New York

COMMITTEE ON THE JUDICIAL BRANCH

Honorable Rodney W. Sippel 

U.S. District Court, Eastern District of Missouri
28 StrategicPlan fortheFederalJudiciary

COMMITTEE ON JUDICIAL CONDUCT 

AND DISABILITY

Honorable Anthony J. Scirica

U.S. Court of Appeals, Third Circuit

COMMITTEE ON JUDICIAL RESOURCES

Honorable Roslynn R. Mauskopf 

U.S. District Court, Eastern District of 

New York

COMMITTEE ON JUDICIAL SECURITY

Honorable David W. McKeague 

U.S. Court of Appeals, Sixth Circuit

COMMITTEE ON THE ADMINISTRATION 

OF THE MAGISTRATE JUDGES SYSTEM

Honorable Nancy Freudenthal 

U.S. District Court, District of Wyoming

COMMITTEE ON RULES OF PRACTICE 

AND PROCEDURE

Honorable David G. Campbell 

U.S. District Court, District of Arizona 

ADVISORY COMMITTEE ON APPELLATE 

RULES

Honorable Michael A. Chagares

U.S. Court of Appeals, Third Circuit 

ADVISORY COMMITTEE ON BANKRUPTCY 

RULES

Honorable Dennis Dow 

U.S. Bankruptcy Court, Western District of Missouri 

ADVISORY COMMITTEE ON CIVIL 

RULES

Honorable John D. Bates 

U.S. District Court, District of Columbia

ADVISORY COMMITTEE ON CRIMINAL 

RULES

Honorable Raymond M. Kethledge 

U.S. Court of Appeals, Sixth Circuit

ADVISORY COMMITTEE ON EVIDENCE 

RULES

Honorable Debra Ann Livingston 

U.S. Court of Appeals, Second Circuit 

COMMITTEE ON SPACE AND FACILITIES

Honorable Jeffrey J. Helmick

U.S. District Court, Northern District of Ohio

AD HOC STRATEGIC PLANNING GROUP 

SEPTEMBER 2020

Honorable Carl E. Stewart, Chair 

Judge, U.S. Court of Appeals 

Fifth Circuit

Judiciary Planning Coordinator

Honorable Susan R. Bolton 

Judge, U.S. District Court 

District of Arizona

At Large 

Honorable Timothy Burgess 

Chief Judge, U.S. District Court 

District of Alaska

At Large 

Honorable Helen E. Burris 

Chief Judge, U.S. Bankruptcy Court 

District of South Carolina 

At Large 
Strategic Plan for theFederal Judiciary 29

Ms. Jeannette J. Clack

Clerk of Court, U.S. District Court 

Western District of Texas

At Large 

Honorable Audrey G. Fleissig 

Judge, U.S. District Court 

Eastern District of Missouri

Chair, Committee on Court Administration and

Case Management

Ms. Susan Goldberg 

Circuit Executive, U.S. Court of Appeals 

First Circuit

At Large 

Honorable Thomas M. Hardiman 

Judge, U.S. Court of Appeals 

Third Circuit 

Chair, Committee on Information Technology

Honorable Jeffrey R. Howard 

Chief Judge, U.S. Court of Appeals 

First Circuit

Member, Executive Committee

Mr. A.J. Kramer

Federal Public Defender, U.S. District Court 

District of Columbia

At Large 

Mr. Nathan Lee

Clerk of Court, U.S. Bankruptcy Court 

Eastern District of Kentucky

At Large 

Honorable Raymond J. Lohier, Jr. 

Judge, U.S. Court of Appeals 

Second Circuit 

Chair, Committee on Defender Services

Honorable John W. Lungstrum 

Judge, U.S. District Court 

District of Kansas

Chair, Committee on Budget

Honorable Ricardo S. Martinez 

Chief Judge, U.S. District Court 

Western District of Washington 

Chair, Committee on Criminal Law

Honorable Roslynn R. Mauskopf 

Chief Judge, U.S. District Court 

Eastern District of New York 

Chair, Committee on Judicial Resources

Honorable John H. Rich, III 

Magistrate Judge, U.S. District Court 

District of Maine

At Large 

Honorable Karen E. Schreier 

Judge, U.S. District Court 

District of South Dakota

At Large 

Honorable Rodney W. Sippel 

Chief Judge, U.S. District Court 

Eastern District of Missouri

Chair, Committee on the Judicial Branch

Mr. Eddie Towe 

Chief Probation Officer, U.S. District Court 

Eastern District of Arkansas

At Large 

Honorable Claire V. Eagan (ex-officio) 

Judge, U.S. District Court

Northern District of Oklahoma

Chair, Executive Committee

Mr. James C. Duff (ex-officio)

Director, Administrative Office of the U.S. Courts
30 StrategicPlan fortheFederalJudiciary

EXECUTIVE COMMITTEE

JUDICIAL CONFERENCE OF THE UNITED STATES 

SEPTEMBER 2020

Honorable Claire V. Eagan, Chair 

Judge, U.S. District Court 

Northern District of Oklahoma

Honorable Robert James Conrad, Jr. 

Judge, U.S. District Court

Western District of North Carolina

Honorable L. Scott Coogler 

Judge, U.S. District Court 

Northern District of Alabama

Honorable Jeffrey R. Howard 

Chief Judge, U.S. Court of Appeals 

First Circuit

Honorable D. Brooks Smith,

Chief Judge, U.S. Court of Appeals 

Third Circuit

Honorable Lavenski R. Smith 

Chief Judge, U.S. Court of Appeals 

Eighth Circuit

Honorable Sidney R. Thomas Chief 

Judge, U.S. Court of Appeals 

Ninth Circuit

Mr. James C. Duff (ex-officio) 

Director

Administrative Office of the U.S. Courts
This Page Intentionally Left Blank
JUDICIAL CONFERENCE OF THE UNITED STATES

Washington, D.C.

www.uscourts.gov