Experience has shown that changing the normative aspects that govern criminal procedures is not enough to have a profound impact on the institutions of administration and administration of justice. It is necessary to operationalize the objectives, principles, and roles of each operator through the strategic management of processes to ensure compliance with objectives, the efficient use of resources and the quality of attention to users.
To have a successful management system, which guarantees quality in response to users, it is essential to have identified the results that are to be achieved, break down the process into specific tasks and responsibilities for each stakeholder, and be clear about the deadlines to be met. But perhaps the approach to process management that gives greater value to the accusatory criminal system is the emphasis placed on the optimal use of human and material resources and the satisfaction of system users (Kemshall, 2003). That is to say, that the institutional reorganization, through management, is the piece that links the principles established in the normative bodies through the balance in the use of the budget, infrastructure, equipment, information technologies, among others.
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Strategic management addresses the following issues:
What are the existing organizational models, profiles, protocols? What results have they given?
What are the most successful management practices within the Tribunals and how is the best inter-institutional coordination in the entity achieved?
What are the prospects for standardizing processes and replicating positive management practices?
Furthermore, experts in the criminal justice field should evaluate the natural generation of valuable information to follow up on activities and evaluate the performance of officials and obtain results. The institutions of justice are not alien to the current demand that requires institutions to render accounts -from reliable information- about the decisions they adopt and the way in which they use the scarce resources available to them. Likewise, information is an indispensable tool to opportunely identify problems and opportunity spaces with the objective of improving the internal performance of the institution and its interaction with others. In this sense, information technologies are fundamental for communication, performance measurements and monitoring of statistics in general. In this regard, the following questions were addressed:
What are the existing models of information technologies at the national level and what are their results?
What role do information systems play in the proper performance of judicial institutions in criminal matters?
How to achieve effective communication and interconnection between institutions?
Strategic Management is made up of elements that will contribute to the operators of the current Justice System, to move to schemes and working methods that ensure compliance with the principles and objectives of the criminal justice department (Freeman, 2010). Strategic management is an administrative tool that establishes analysis criteria for the definition of new forms of work in the Operating Institutions of the Criminal Justice System and how they reflect in the new functions of their respective operators and organizational structures. Its objectives are to: Facilitate efficient management of workflow; Strengthen the capacities of the institutions; Promote the professionalization of operators; Lay the bases for the establishment of civil career service; Establish evaluation systems and systems of indicators, as well as mechanisms and basic principles for the continuous improvement and permanent innovation of its processes, for operators of the new criminal justice system. Strategic management supposes a substitution or transformation of structures that impact on the way things are done and, therefore, on the organizational culture prevailing in the institutions of criminal justice.
Strategic management involves a centralized structure for regulatory functions with tasks that respond to a specific need of the operational level, whether it be an improvement, support or control. It establishes specific areas and roles that enhance the development of the institution and its key human resources, such as the possibility of a professional career plan, the formation of specialized bodies that support the activity of the Prosecutor through the advice, supervision, and evaluation of their performance. This includes the strategies used and the results obtained, as well as the establishment of roles dedicated to the measurement and integration of results.
References
Freeman, R. E. (2010). Strategic management: A stakeholder approach . Cambridge university press.
Kemshall, H. (2003). Understanding risk in criminal justice . McGraw-Hill Education (UK).
