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NCJRS Abstract

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NCJ Number: 78238 Add to Shopping cart Find in a Library
Title: Clerk of Court Management Assistance Program - The History of a Reorganization
Corporate Author: New Orleans Mayor's Criminal Justice Coordinating Council
United States of America
Date Published: 1981
Page Count: 76
Sponsoring Agency: Louisiana Cmssn on Law Enforcement and Administration of Criminal Justice
Baton Rouge, LA 708021-313
National Institute of Justice/
Rockville, MD 20849
New Orleans Mayor's Criminal Justice Coordinating Council
New Orleans, LA 70130
US Dept of Justice
Washington, DC 20531
Sale Source: National Institute of Justice/
NCJRS paper reproduction
Box 6000, Dept F
Rockville, MD 20849
United States of America
Document: PDF
Language: English
Country: United States of America
Annotation: This evaluation report describes the reorganization of the court division of the Clerk of the Court's Office of the New Orleans Criminal District Court; the 12-month project was funded by LEAA.
Abstract: Before reorganization, each of the 10 sections of criminal district court was assigned its own docket clerk and 1 or 2 deputy clerks. The reorganization changed this arrangement by functionally dividing the labor under the supervision of two court division heads; all docket and deputy clerk were assigned to a single room. A runner system was established to carry records to and from the court, thereby reducing the amount of time the docket clerks was required to be away. Evaluation of the reorganization relied primarily on interviews with trial court division personnel. The greatest difficulty encountered during reorganization involved convincing previously autonomous workers to learn prescribed methods of functioning and to accept the supervision of court division heads. As an example of dissatisfaction, during the reorganizational year, 7 of 10 docket clerks resigned or were dismissed. Subsequently, the clerk of the court put a freeze on hiring, increased the salary of docket clerks, and alleviated a serious morale problem. Questionnaires completed by criminal district court judges revealed that 75 percent of the judges characterized the new system as an improvement over the old. Statistics revealed that although the division had approximately the same number of employees after reorganization as before, it was able to produce more work than it had previously. Recommendations to further improve service include stabilizing the trial court division staff, extending training to those hired before the fall of 1980, instituting additional control procedures, and improving the proofreading of subpoenas. Four figures, seven tables, and nine appendixes are provided. (Author abstract modified)
Index Term(s): Court case flow management; Court clerk; Court management; Court reorganization; Evaluation; Grants or contracts; Law Enforcement Assistance Administration (LEAA); Louisiana; Trial courts
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