CONSULTANTS CONDUCTED EXTENDED INTERVIEWS WITH THREE JUDGES OF THE CENTRAL DISTRICT MUNICIPAL COURT, THE ACTING CLERK OF THE CENTRAL DISTRICT, AND STAFF MEMBERS IN THE CLERK'S OFFICE. MAJOR FUNCTIONS OF THE CLERK'S OFFICE WERE EXAMINED IN DETAIL. THE CONSULTANT REVIEW LED TO THE DECISION TO EVALUATE OPERATIONAL PROCEDURES AND CLERK OFFICE MANAGEMENT SEPARATELY. STAFFING AND ORGANIZATION WERE VIEWED FROM A PERSONNEL PERSPECTIVE, AND ISSUES INVOLVED IN PERSONNEL MANAGEMENT WERE ADDRESSED. SEVEN RECOMMENDATIONS WERE MADE TO IMPROVE THE MANAGEMENT OF THE CLERK'S OFFICE: (1) APPOINT THE CLERK OR A COURT ADMINISTRATOR TO SERVE AT THE PLEASURE OF JUDGES; (2) ESTABLISH THE CLERK'S POSITION AS A MANAGEMENT RATHER THAN AS A TOP CLERICAL POSITION; (3) USE THE COUNTY CIVIL SERVICE DEPARTMENT AS A SERVICE AGENCY BY PROVIDING INPUT TO IT ON COURT NEEDS AND JOB RESPONSIBILITIES; (4) IMPROVE STAFFING AND PERSONNEL UTILIZATION; (5) DECREASE RELIANCE ON EXTRA-HELP POSITIONS; (6) DEVELOP AND IMPLEMENT CONTINUING TRAINING PROGRAMS; AND (7) ENCOURAGE PROFESSIONALISM AND ADDRESS THE MORALE ISSUE ON A MANAGEMENT LEVEL. PRIMARY AREAS OF CONCERN RELATED TO COURT POLICIES AND PROCEDURES IN PERSONNEL MANAGEMENT WERE THE CLERK AS MANAGER, MANAGEMENT INFORMATION, BUDGETING, RECORDS MAINTENANCE/DESTRUCTION, DELAY IN PAPER PROCESSING AND MONEY COLLECTION, AND PHYSICAL FACILITIES. CLERICAL FUNCTIONS OF THE CLERK'S OFFICE WERE ASSESSED, INCLUDING SMALL CLAIMS, CIVIL CASES, AND CRIMINAL CASES. RECOMMENDATIONS WERE DEVELOPED TO IMPROVE THE FUNCTIONING OF CLERICAL OPERATIONS AND TO PROVIDE A BASIS FOR EVALUATING THE POTENTIAL OF ELECTRONIC DATA PROCESSING APPLICATIONS. IT IS HOPED THAT THE FINDINGS WILL ASSIST THE COURT SYSTEM OF THE COUNTY IN ESTABLISHING PRIORITIES AND RESOLVING DIFFICULTIES. AN ILLUSTRATION OF THE COURT SYSTEM'S ORGANIZATION, JOB DESCRIPTIONS, AND INFORMATION ON ISSUES IN THE 1977-1978 BUDGET OF THE COURT SYSTEM ARE PRESENTED IN APPENDIXES. (DEP)