Long-range strategic planning is designed to help courts identify and understand the implications of the demands confronting them now and those likely to confront them in the future, determine their capacity to meeting current and future needs, define a future that responds to changing demands, outline a plan to attain that future, and establish a foundation for ongoing strategic movement. The steps in planning a long-term strategy include initiating and agreeing on a planning process; identifying organizational mandates, goals, and stakeholder expectations; developing an organizational vision for the future; conducting trends analysis and constructing scenarios; conducting an organizational assessment; developing management strategies; implementing strategic management; and monitoring, evaluating, and modifying organizational performance. Players in strategic planning should include top decisionmakers, middle managers, technical core and front-line personnel, people from agencies throughout the interorganizational justice system network, court users, interest group representatives, consultants, and State representatives. These players should be organized into a court executive team, long-range strategic planning committee, and work groups. 31 tables, 4 figures, 55 notes, and 5 appendixes