proven private sector techniques such as LEAN to improve operations.
A continuous improvement system used in the private sector by companies
like Ford & Toyota.
seeks the involvement of employees to eliminate waste and add value.
provides a structure to fundamentally rethink how an
Green to reduce cost and improve sustainability.
court’s paper-intensive filing and distribution processes generates reams
of records and requires extensive personnel to manage.
- Fiscal Accountability using
Zero based budgeting.
than the traditional incremental increases government organizations normally
use, every budget item should be completely justified and grounded in
both need and cost benefit to the community.
hours of operation- “You should not have to take the day of work to do
- Courteous, Professional
cards and/or an online complaint registry system should be established.
improvements by implementing the ICMA code of conduct.
in 1924, the ICMA Code of Ethics defines the principles that today serve
as the foundation for the local government management. Principles that are committed to
equity, transparency, integrity, stewardship of public resources,
political neutrality, and respect for the rights of residents.
of technology should not only improve performance but reduce cost and/or
- Ensure Civil Rights/Privacy
Management and Efficiency
full-scale audit should take place of every SOP, every position, and every
inventory item. There will be room
establish a continuous improvement team (Kaizen Team) to support the
clerk’s office in developing and implementing continuous improvement. The
team will leverage a small number of highly skilled staff to create a
common framework and develop capacity for an ongoing process improvement
program based on the “Lean” methodology.
- A move
to a Zero based budget system; every expenditure should be justified using
Green, to reduce the cost of printing and the need for supplies.
manufacturing experience and education to identify bottlenecks, so as to
allow the courts to function more efficiently.
the number of times the case has been continued, so the judge, litigants,
attorneys and the public can see what is slowing down the legal process.
with the State’s Attorney and other agency heads to make sure we are
providing them with all case management information they need to better
manage their staff, resources and decision-making.
cross functional training to increase capacity and provide a better return
on the labor investment.
meaningful staff evaluations.
Most organizations, even those that have a
pretty well-defined process for reporting and discussing performance,
tend to use an ad-hoc "product" for these purposes
(typically involving varying combinations of spreadsheets, reports from
software packages, and department-specific PowerPoint decks). I've found that
this wild and loose approach to presenting performance leads most organizations
to think they are doing better than they actually are (especially if
under-performing areas happen to be led by great presenters).
Clearly defined evaluations criteria and
methodology should be used.
public opinion into both staff evaluations and operational changes. Align
organizational efforts to customer needs.
categories of satisfaction will be measured to ensure alignment: Public,
Judicial, and Attorney.
citizen in the county that has business at the courthouses has a right to
courteous, professional service from the clerk’s staff. Employees must
understand that for many people a visit to the courthouse can be intimidating
and often times can coincide with a traumatic event. And it is important
for the clerk’s staff to help the citizen of the county.
members have proven to be hard working and dedicated. They are
knowledgeable where the court system is concerned, and while the law bars them
from giving legal advice they are able to explain some matters that make the
visit to the courthouse easier.
- Every position
should go to the most competent people, not the best connected
employee will be trained to handle people better and create a smoother,
more professional atmosphere.
fiscally reasonable, court facilities should be equipped with special
waiting areas for children so as to allow for speeder and professional disposition
of county business.
- It is
my intent that this would be staffed by trained volunteers and represent
a minimal cost. As with all
action a full cost benefit analysis would be conducted
community ties by implementing youth programs and other measures designed
to educate and motive our youth for a future in the law.
code designed to move political fundraising and other unethical practices out
of the clerk’s office is long overdue. The Clerk’s Office will be dedicated
to the concepts of effective and democratic local government by responsible
elected officials. Professional/Ethical management
is essential to the achievement of this objective
technology to improve access to historical information
courts are home to a wealth of valuable historical information. We must ensure
that records are maintained in a cost effective way that allows for access and
prevents souvenir hunters from raiding documents or a disaster from wiping out
our history. Sadly, the practice of
souvenir hunting (theft) is happening across the country.
is next to the Ohio river a major source of flooding over the last 150+
years. I have 10 certificates from
FEMA and am trained in emergency management and disaster preparedness. This knowledge would be an asset to the
Technology to provide real docket access
access provided by the clerk’s website is so limited as to be all but useless.
Dockets themselves can be viewed using the Clerk’s website. Unlike the federal
government’s PACER system, however, the Clerk’s website does not allow visitors
to call up specific items listed on the docket on their screens. This
could be compared to going into a restaurant, picking up a menu and ordering
dinner only to be told by the waiter that no food was available – only menus.
- The County
should provide complete access to the docket – just like in federal court
-- where allowed by state regulations.
is simply no excuse for the fact that judges, attorneys, and citizens do
not have easy computer access to dockets and records.
computers on the desk of every judge
the judges with the ability to search for information within filed
documents and transcripts
judges full access to documents scanned by the Clerk’s Office
Electronic document filing
robust electronic filing system should be used; bring the county up to the
high standards set by the federal government’s PACER system.
Access to Court Electronic Records (PACER) is an electronic public access
service that allows users to obtain case and docket information from
federal appellate, district and bankruptcy courts, and the PACER Case
Locator via the Internet. PACER is provided by the federal Judiciary in
keeping with its commitment to providing public access to court
information via a centralized service.