ClerkTiffanyMooreRussell’s
TransitionTeam
FinalReport
April 22, 2015 1
EXECUTIVESUMMARY&CHARGEFROMCLERKTIFFANYMOORERUSSELL
OnNovember17,2014,ClerkTiffanyMooreRussellappointedaTeamofcitizensand
businessleaderstoassistinidentifyingoperationalandorganizationalissuesconfronting
thenewadministration.TheClerkchargedthisgroupwithconductingafact‐finding
missiontodetermineiftheofficeoftheOrangeCountyClerkofCourtswasdelivering
servicesandaddressingitscustomers’mostpressingneedsinanefficientandeffective
manner.
Inherswearing‐inspeech,ClerkRusselllaidoutthefollowingpriorities:
IhavethreemainareaswhereIwanttofocusmyattention.Thefirstis
customerservice.Servingourcustomershaslongbeenahallmarkofthe
Clerk’sOfficeandIwanttocontinuethattraditionbylookingfornewways
tomakedoingbusinesswithourofficeeasyandconvenient.
Asecondareaoffocusistechnology.Somuchofwhatwedorevolvesaround
ourabilitytoaccessinformation.Intoday’sworld,goodcustomerservice
requiresastrongtechnologicalcomponent.Iwillworktoensurethatour
transactionsareconvenient,ourservicesareaccessibleandourinformation
isavailable.
Finally,Iwillcontinuemyeffortstomakethecourtsaccessible.Asan
attorney,Iknowhowimportantitisthatallcitizenshaveaccesstothejustice
system.
GroundedbytheClerk’stopthreepriorities,theTransitionTeamtargetedthefollowing
keyareasthatwereatthecoreoftheClerk’soffice,including:
 OrganizationalStructure
 Operations(includingHR&EmployeeEngagement)
 Finance
 Legal
 Communications
 CommunityAffairs
TheTransitionTeamdevotednumerousvolunteerhoursconductinginterviewsand
reviewingmaterialstoestablishasetoffindingsandconclusions.Asaresultofthis
concentratedworkeffort,theClerk’sTransitionTeamrespectfullysubmitsthisreportand
hopesthattherecommendationscontainedwithinitprovideabasisfortheClerktotailor
theofficetomeetthenewchallengesfacingOrangeCountyforyearstocome.
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TransitionTeamMembers
ThegroupwaschairedbyDebraBoothandco‐chairedbyKellyCohen.JoiningtheTeam
wereBruceBlackwell,YolandaCade,CarlosCarbonell,MayanneDowns,CarolynFennell,
CarolFoglesong,DeveronGibbons,SuzanneGilbert,PastorLarryMills,LaurenRoweand
DottieWynn.
Inaddition,anumberoftheClerk’sstaffmembersmadethemselvesavailabletoanswer
questions,includingCathiBalboa,JoannGammichia,MikeMurphy,PaulDonnelly,Carmen
Velasquez,BeverlyBlanding,ReppsGalusha,DonnaDionne,andAndreaOtero.The
TransitionTeamwouldalsoliketothankthenumerousstaffmemberswhoprovideda
largerepositoryofrequesteddocuments,budgets,organizationalchartsandreports.
BruceBlackwell
BruceB.BlackwellisCEO/ExecutiveDirectorofTheFloridaBarFoundation.Priortojoining
the foundation he was a founding partner with the seven‐lawyer Orlando firm, King,
Blackwell,Zehnder&Wermuth,P.A.
DebraBooth
DebraBoothisthePresidentandCEOofInTouchStrategies,Inc.inOrlando,Floridawhich
providesstrategicpublicrelationsworkforelectedofficials,companiesandnon‐profits.She
previouslyservedastheDistrictDirectorforCongressmanAlanGraysoninFlorida’s8th
CongressionalDistrictandPresidentoftheCentralFloridaAFL‐CIO.
YolandaCade
Shaping the organization’s national public relations and strategic communications efforts,
Yolanda oversees public relations offices in Washington, D.C. and Orlando, Florida for AAA.
She is responsible for managing all aspects of communicating public policy and national
businesslineactivitiestothepublicandmedia.
CarlosCarbonell
With15yearsofdiversenewmedia,marketingandadvertisingexperience,CarlosCarbonell
hasareputationforcreativity,versatilityandinnovationacrossnumerousverticalsectors.In
late‐2008,hefoundedCentralFlorida‐basedEchoInteractionGroup,oneofthearea'sleading
mobileapplicationandinteractivemediadevelopmentcompanies.
KellyCohen
In May of 2005, due to her local government expertise, Kelly opened Southern Strategy
Group’sfirstsub‐stateofficeinOrlando.Herprimaryfocusisonlocalandstategovernment,
transportation,landuse,economicdevelopment,andbusinessdevelopment.PriortoSouthern
StrategyGroup,KellypracticedlawinSouthFloridaandassistedwithOrlandoMayorBuddy
Dyer’stransition.
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MayanneDowns
MayannechairsthestatewideLitigationDepartmentforGrayRobinson,P.A.andpracticeslaw
in the areas of complex commercial litigation, appellate, high‐profile domestic matters, and
high‐stakes business litigation. She has led numerous organizations and in 2010, served as
TheFloridaBar’s4thwomanpresident.
CarolynFennell
As the Director of Public Affairs at Greater Orlando Aviation Authority, Carolyn plays a key
role in tourism by providing those involved in the industry with traffic numbers and
projectionstoenablecompaniestochangemarketingeffortsbasedonthedata.
CarolFoglesong
CarolhasbeenwiththeOrangeCountyComptroller'sOfficefornearly25years.Sheoversees
a staff of 50 that handles the Official Records process from start to finish – receiving the
documents, collecting the fees, recording, indexing, redacting, and archiving, as well as
researchingthoselandrecordsontheinternet.
DeveronGibbons
DeveronistheVicePresidentofPublicAffairsandBusinessDevelopmentforAmscotFinancial
Corporation. Since 2004, he has overseen the monitoring and tracking of all proposed
governmentmeasuresaffectingtheindustry,aswellastheanalysisofspecificlegislation.
SuzanneGilbert
Suzanne Gilbert is a partner with the law firm of Holland & Knight LLP, where she is the
Practice Group Leader for the Central Florida Litigation Group and the chair of the Firm’s
eDiscoveryandTechnologyCommittee.
PastorLarryG.Mills
Pastor Larry G. Mills of Mt. Sinai Missionary Baptist Church holds a Bachelor’s degree in
BusinessManagement,aMaster’sdegreeinOrganizationalManagement,andaDoctoratein
Sacred Theology. He has over 35 years of experience in the business management industry.
For23oftheseyears,heworkedwithLockheedMartinasVicePresidentofCorporateHuman
ResourcesandFacilities.
LaurenRowe
Lauren is a former Emmy award winning TV news anchor and producer of Flashpoint, a
Floridapoliticalshow.Atthetelevisionstation,sheresearchedandwrotecuttingedgestories
thatweredeliveredtoCentralFloridahomes.
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DottiWynn
Dotti has owned and operated successful businesses for over twenty‐five years and has held
seniormanagementpositionsinnationalgovernmentagencies.Herprimaryfocushasbeento
provide policy analysis, commercial construction development, contract negotiations, and
organizationalandmanagementsystems.
OVERVIEWOFTHECLERK’SORGANIZATION
TheClerkofCourtsisaconstitutionalofficeandworksinconjunctionwiththeNinth
JudicialCircuit.TheClerk’stermofofficeisfouryearsandtheelectionisheldin
Presidentialelectionyears.Duetothepassingoftheformerclerk,aspecialelectionwas
heldtofilltheremainingtermofherposition.TiffanyMooreRussellwaselectedtooffice
on11/4/14andwasswornin11/11/14.
Recently,theClerk’sofficehasdealtwithsignificantleadershipchallengesasleadership
changedfourtimesintwoyears.Thisconstantchangeanduncertaintycreatedsome
internalchallengesandtheTransitionTeamtookthisintoaccount.
ClerkRussellchargedtheTransitionTeamwiththeresponsibilitytoreviewthe
organization,management,financialservicesandcommunicationstoolsfortheincoming
ClerkoftheCourts.Inaddition,theTeamwasaskedtoadviseheronexecutionofthe
Clerk’svisioninthefollowingareas:
1. SelfHelpClinic
2. Improvedaccesstocourts
3. Websiteandtechnologyenhancements
4. Improvementstocustomerservice
5. EnhancingtheCommunicationsandCommunityOutreachFunctions
Themostimportantgoalofthetransitionistocreateasolidadministrativebaseand
strategicplanfortheentiretermoftheoffice.
OfficeLocations
Mainoffice:425N.OrangeAve.,Suite2110,Orlando,FL32802
Apopka:1111RockSpringsRoad,Apopka,FL32712
CallCenter:435N.OrangeAvenue,Suite207,Orlando,FL32802
Goldenrod:684GoldenrodRd.,Orlando,FL32822
Juvenile:2000EastMichiganSt.,Suite300,Orlando,FL32806
Ocoee:475WestStoryRd.,Ocoee,FL34761
WinterPark:450NorthLakemontAve.,WinterPark,FL32792
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PartnersandStakeholders
 FloridaLegislature
 FloridaCourts
 Federal,StateandLocalLevels:
o FloridaDepartmentofRevenue
o FloridaDepartmentofHighwaySafetyandMotorVehicles
o FloridaDepartmentofLawEnforcement
o FloridaDepartmentofCorrections
o FloridaSecretaryofState
o U.S.HealthandHumanServices
 StateAttorney
 PublicDefender
 BarAssociations
 Attorneys
 LawEnforcementAgencies
 CourtAdministration‐The9thJudicialCircuit
 Citizens
 FloridaClerk’sAssociation
 OrangeCountyandmunicipalitieslocatedwithin
 HarborHouse
 MentalHealthAssociation
 LegalAid
RoleoftheClerkofCourts
 Custodianofallcourtrecords
 Maintainsprogressdockets
 Collectsanddisbursescourtfines/fees
 Custodianofevidenceandexhibits
 KeepsminutesofCourtproceedings;andentersjudgmentsandorders
 KeepsCourt’sSeal;andkeepsCourtRegistry(themoneyondepositwiththeCourt)
 CustomerService
 CourtroomDuties
 Jurors
 Marriagelicenses
 Passports
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CaseTypes(AsdefinedfromSupremeCourtAdministrationOrder)
 Felony
 Misdemeanor
 DomesticRelations/Family
 Probate
 MentalHealth
 Guardianship
 Dependency
 Delinquency
 CircuitCivil
 CountyCivil
 SmallClaims
 CivilTraffic
 CriminalTraffic
 CountyOrdinance
 Infractions
 Appeals
CurrentMission,VisionandValues
OurMission
ThemissionoftheOrangeCountyClerkofCourtsistomanageinformation
ofthejusticesystemandprovideotherpublicservicesfortheglobalcommunity
inanefficientandeffectivemanner.
OurVision
TheOrangeCountyClerkofCourtsdeliversExcellencethroughEfficiencyand
Effectivenessineverythingwedo.
OurValues
Trustandrespectarethefoundationofoursuccess.
Wetreateachotherwithcivility,strivingtomaintainopenandhonestlinesof
communication.Weapplyourpoliciesinafairandequalmannertoallconcerned.
Weonlyhaveonechancetomakeagoodfirstimpression.
WebelieveinbestservingthepublicbydevelopingaTeamofcommittedand
knowledgeableprofessionalswhowillprovidequalitycustomerservicetomeeteachneed
thefirsttimeinaprompt,courteousandcompetentmanner.
Togetherwemakegoodthingshappen.
ThroughTeamworkweseekpartnershipswithourcustomersandourcommunityto
achievemutualgoals.
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Weareaccountableforouractions.
Wecommittodemonstratingfiscalresponsibilityaswellasmaintainingahighlevelof
accountabilitytoourcommunity,judicialpartnersandemployees.
Weareanagileorganizationthatemphasizeslearning.
Webelieveouractionsshouldparallelourcommitmenttoexcellence.Itisthroughour
integritythatwegaintheconfidenceandtrustofouremployeesandthepublicweserve.
Innovationisthekeytoourfuture.
Weembraceresponsiblerisktakingthatwillkeepusontheleadingedgeofqualityand
innovation.
Diversitymakesusstronger.
Westrivetocreateaworkforcethatreflectsthecommunityweservewhilecreatinga
workplacethatrespectsandincludesdifferences.
2014‐2017StrategyMap
ThisStrategyMapwascreatedbytheseniorleadershipteam,whichconsistsoftheClerk
andtenotherdepartmentheads.
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FINDINGSANDRECOMMENDATIONSFROMTRANSITIONTEAM
OrganizationalStructure
Summary:TheClerktaskedtheTransitionTeamwithanalyzingtheexisting
organizationalstructure.TheTeamfocusedonmakingrecommendationstostrengthen
theorganization,createefficienciesandensurethattheClerk’sofficeisprovidingexcellent
customerservice,whilefosteringanopenandengagingculture.
TheTeamfoundthatoveralltheClerk’sofficeiswellmanagedbydedicatedandtalented
professionals.Generally,theofficeisorganizedinanefficientandeffectivemannerthatis
consistentwithhowotherClerks’officesaremanagedthroughoutthestate.However,the
organizationalstructurehasbeeninfluxoverthelastcoupleyearswithClerkGardner’s
passingandtwointerimClerks,andneedstobere‐alignedwithClerkRussell’sgoalsand
visions.
Inaddition,theofficehastoadapttoperforminghighqualityserviceswithlessresources.
TheFloridaLegislaturedownsizedtheClerk’sbudgetfrom$35.2millionin2009to$30.8
millionin2010.Whenthefundingstructuremovedfromfeebasedtoappropriationsand
thenbacktoamodifiedversionoffeebased,allClerkswereforcedtoserviceagrowing
customerbase,deliveronanumberofunfundedmandates,andessentiallydomorewith
less.TheOrangeCountyClerk’sofficewentfrom630employeesin2008tothecurrent465
employees,andthe2015budgetof$28.3millionhasnotgrowntoreplacethose
employees.
BasedontheflatbudgetandtheClerk’sdesiretoserveclientseffectivelyandefficiently,
theTransitionTeammakesthefollowingRecommendations:
 WewouldeliminatethepositionofDirectorofAdministrativeServicesandrealign
directreportingtootherseniorTeammembers.

Re‐alignFacilitiesandVendorManagementundertheCFO.

Re‐alignOrganizationalDevelopmentandStrategicPlanningunderTalent
Management.

Thespanofcontrolbyoperationsoversightattheseniorlevelistoowidetoallow
adequateoversight,qualityaudits,developmentandcoaching.Inaddition,the
seniormembersarealsotaskedwithsponsorshipofseveralprojectsperyear.

AdditionalAssistantCourtDirectorsareneededtoensuretheClerk’sofficeis
providingadequateoversight,qualityaudits,issueresolutions,staffdevelopment,
andcoachingtodivisionmanagement.
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BoththeCustomerServiceandtheCommunityOutreachfunctionsarecurrently
assignedtooneperson.Thisrangeofactivitiesandprogramsistoolargefora
singleindividualtomanageeffectivelyandtheTeamrecommendssplittingitinto
twopositions.
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CommunityOutreachshouldberealignedwithCommunications.

TheClerk’sofficeneedsafullydedicatedresourcefocusingonCustomerService
throughouteveryleveloftheClerk’soffice.CustomerServiceneedstobemovedout
ofCommunicationsandtheroleshouldbeexpanded.

Thecustomercomplaintandfeedbackprocessneedstoberevitalizedand
enhanced.

Customerservicesurveyvolumeneedstobeincreasedtoprovidevalidmeasures.
Theorganizationshouldexplorenewtechnologiestocapturethevoiceofthe
customer,thejudiciaryandotherkeypartners.
Operations
Summary:TheClerkadvisedtheTransitionTeamofherdesiretohaveareviewofthe
currentorganizationstructureandoperationsoftheoffice.
TheClerk’sofficeiscurrentlycomprisedof11operationsdivisionsand388employeesin
courtoperations.Theadditional77positionsareinsupportdivisionssuchasIT,Finance,
andHR.
TheClerk’sofficeisastrong,organizedoperation.Theyhaveasolidthree‐yearstrategic
planthatwascreatedbytheseniorteamandtheyactivelybenchmarkthemselvesagainst
theplan.Theleadershipteamemploysarobustmethodologyformanagingprojectsand
resources.Theyhavegoodfinancialpracticesinplaceandareinastrongfinancial
condition.Finally,theTransitionTeamfoundoveralltheClerk’sofficehasaprofessional
staffwithstrongskills,experienceandcredentials.
Theemployeesoftheofficearededicatedandalargenumberhaveworkedintheofficefor
manyyears.Theyhaveexperiencedseveraltransitionsinleadershipandleadershipstyles.
TheyenjoyhearingfromtheClerkandhavinghervisittheworkplace.Overtheyears,
seniormanagementhashadsomewhatlimitedinteractionwiththefront‐lineemployees.
Somenon‐exemptemployeesexpressedlackofclarityonhowpromotionsaregivenor
howtoadvanceintheorganization.Duetotheflatstructureoftheorganization,thereare
limitedopportunitiesforadvancement.However,employeeswanttobepreparedforan
openingifoneshouldbecomeavailable.Theyhaveadesiretoberecognizedfortheirwork
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andinvolvedwithchangeswithintheoffice.Employeesnotedthatthereare
inconsistenciesbetweenjobdescriptionsandsomeseniormanagementpositionsarefilled
withindividualswithoutadegree.
Trainingopportunitieswithintheorganizationarelimited.Employeesrequested
additionaltrainingopportunitieswithintheorganizationtobuildtheirskills.
ThecurrenthoursofoperationforthepublicareMondaythroughFridayfrom8amto4pm
forthebranchesand7:30amto4pmattheCourthouse.Theoperationsdivisionswork
until5pmorbeyondastheyfinishservingcustomerswhoarealreadyinlineby4pmas
wellasperformingend‐of‐daycashiering,cashaudits,andotherbackofficetasks.For
customers,the4pmclosingcanprovidechallengesingettingassistancetheyneedwithout
takingtimeofffromtheirjobs.
TheCallCenterissmallwithonly14.5agents,1supervisorand1manager.TheTransition
Teamandstaffspokewithasupervisoratalargelawfirmtodeterminestrategiesonhow
toimprovetheCallCenter.ThenumberofcallstheClerk’sofficereceivesdailyis
staggering,sothecurrentpreferenceistodrivepeopletothewebsitetoobtain
information.
TheTransitionTeamrecommendsthefollowingitems:
 Implementationofadditionalemployeerecognitionprogramswith,when
appropriate,inputfromtheemployees.
 Surveyoftheemployeesregardingtheirtrainingneedsandthoseofthe
organization.
 Basedonidentifiedneeds,reviewthein‐housetrainingprogramsversusexternal
trainingresources.
 Reviewofdresscodeandimplementationofapolicysuitabletoabusiness
environment.
 Assessemployeemoralewithindifferentdepartmentsidentifyunderlyingissues.
 Reviewofappraisalprocessratingswithemployeesandexpectationsonhowto
achieveeachlevel.Aspartofperformancemanagementdiscussions,managers
shouldalsoreviewadvancementprocesswithinorganization.
 Whenappropriate,solicitemployeeinputinthedecisionmakingprocesswhen
operationalchangesarebeingconsidered.
 Exploreopportunitiestoprovideadditionalservicetothecommunityviahoursof
operationinbranchoffices.Ifadditionalhoursofoperationsareaddedorpiloted,
exploreflexschedulesfortheofficeenvironment.
 Reviewonboardingprocesswithfocusonhowstaffistrainedandcreatetraining
manualstoassistfutureandcurrentemployees.
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InordertomaximizetheeffectivenessoftheCallCenter,wewouldstrongly
recommendresearchingbestpracticesofotherpublicandprivateorganizations.
Recommendaddingadditionalcallagentsasbudgetpermits.
ToimprovetheCallCenterandcustomerwaittimes,theClerk’sofficeshould
exploreadditionaltechnologysuchascallbackservicesandchat.
TheClerk’sofficeshouldstayupdatedonadvancesintechnologyandlookfor
opportunitiestousetechnologywheneverpossibletostrengthenoperationsand
accessibility.
Finance
Summary:TheClerkinstructedtheTransitionTeamtoreviewthefinancialhealthofthe
organization.
TheFinanceDepartmentoftheOrangeCountyClerkofCourtsisamodelthroughoutthe
state.ManytimestheClerksofCourtOperationsCorporation(CCOC)seeksadvicethrough
thisofficeonbudgetingandforecastingmethodologiesandapproaches.
DuetobudgetcutsintheFloridaLegislatureoverthelastsixyears,theClerk’soffice
continuestoperformmoretasksandservesmorecustomerswithoutadditionalfunding.
Upontakingoffice,afinancialcashauditwasperformedandwasfoundtobeinorder.
TheClerk’sofficecurrentlydoesnotmaximizelocalgovernmentpartnerswhenit
publishesprocurements.
TheClerk’sofficedoesnotconsistentlyre‐evaluateexistingbusinessrelationshipsto
ensurebestvalueforthemoney.
TheTransitionTeammakesthefollowingrecommendations:
 ReviewwaystobringadditionalrevenueintotheofficeafterreviewofotherClerk’s
officesthroughoutthestate.
 Reviewagenciesthatcollectonoverdueaccountsforperformanceandpotential.
 TheClerk’sofficeshouldleverageexistinglocalgovernmentpartners,Chambersof
CommerceincludingMinorityChambers,andotheragencieswhenadvertisinga
procurementopportunity.
 ToensuretheClerk’sofficeisgettingthebestprice,theyshouldre‐evaluatevendors
forcommodityproductsevery5years.
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Legal
Summary:TheClerkmetwiththeTransitionTeamandaskedthatareviewbemadeof
thelegalstructureinotheroffices.ThecommitteemetwithkeystafffromtheClerk’soffice,
requestedfinancialanalysesofhistoriclegalservicesspendingintheClerk’soffice,
reviewedhistoricbudgets,comparedthemoniesspenthistoricallywithsimilarly‐situated
governmentalagencies,anddevelopedanunderstandingofthedaily,occasionaland
extraordinaryneedsforlegalservicesfortheClerk’soffice.Followingthatduediligence,
theteammetwiththeClerk,andmadethefollowingrecommendations:
 ExistingContractualServicesforOutsideCounsel.Werecommendthatthe
Clerk’sofficemaintainexistingrelationshipswithoutsidecounsel.Thelawyers
presentlybeingusedbytheClerk’sofficehavegoodexistingrelationshipswithstaff,
areresponsive,cost‐effectiveandknowandunderstandthisspecializedareaoflaw.
 Establishmentofa"Blended"CounselRelationship.Therearerealadvantages
tohavingafull‐timeinsidelawyer,andthoseadvantagesincludereadilyavailable
legalservices,thechancetohonespecializedskillandknowledgeinaparticular
lawyer,andtheenhancedresponsivenessthatoccurswhenthelawyerisinthe
officeeveryday.Thecostofthatapproach,however,hasrepresentedan
investmentbytheClerk'sofficethatishardtojustify,especiallywhenconsidering
thesalaryaneffectivelawyerislikelytocommand,togetherwiththeadded"load"
ofemploymentbenefits.Ourrecommendationisablendedapproachthatwould
resultinalawyerbeingavailableonaregular,predictablebasis,intheoffice.We
believethatkindofarrangementcanbenegotiatedonacost‐efficientbasis,
providingadedicated,regularlawyertotheofficeandstaff,whileavoidingthehigh‐
costcommitmentofasinglefull‐timelawyer.Ourfurtherrecommendationisthat
thisteambeusedtohelpnegotiatethatarrangement.
 LeverageOrangeCounty'sExistingContractsforLegalServices.Legalservices
ofaspecializednature(suchasthedisputesresultingfromthedepartureofthe
priorin‐housecounsel)aresometimesneeded.Ourrecommendationisthatthe
Clerk'sofficeusetheexistingrosterofOrangeCountycontractsforlegalservices,at
thoseratesandonthoseterms,whereappropriate.Thisavoidstheneedtoconduct
aprocurement/selectionprocesstoobtainfavorableratesthathavealreadybeen
negotiatedandobtained.
 DuringtheTeam’sfact‐findingmission,theClerkconsultedwithusonthelaunchof
SelfHelpCenters.TheClerkhasmadethisatoppriorityandalreadyhasbegunto
implementprocessestolaunchtheproject.TheTeamfullysupportsherdecisionto
focusonSelfHelpCenters,herdesiretoworkcloselywiththeFloridaBar
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Foundationandtoconductastrongpublicrelationsprogramtoeducatethe
communityabouttheSelfHelpCenters.
Communications
Summary:TheClerkmetwiththeTransitionTeamregardinghervisionfor
communicatingwiththepublic.Sheemphasized“craftingthemessageandtellingthestory
beforesomeonetellsitforus.”Hergoalistoprovidethepublicwiththebestinformation
regardingtheservicestheClerk’sofficeprovides.TheTeambelievesthecorepurposeof
thisdepartmentistoenhancetheappreciation,encourageengagementandimprove
awarenessoftheClerk’soffice.ItisparamountthatpeopleknowhowtoutilizetheClerk’s
officeandthattheClerkofCourts’officehasbest‐in‐classservice.
AtoppriorityfortheTeamwastoreviewtheopenjobrequisitionandjobdutiesfor
CommunicationsDirector.TherewasanimmediateneedforhiringaCommunications
Director,whichhadbeenpostedinearlyNovember,andwithassistanceandinputfromthe
Team,thejobvacancyhasbeensuccessfullyfilled.
TheTeamthenreviewedthecurrentstructureofthedepartmentandtherolesofeach
position.ToaccomplishthegoalslaidoutintheStrategicPlan,itisapparentthereisa
needforanadditionalstaffpersonforthisdepartment.Inspeakingwithstaff,theyadvised
anFTEisavailableforapositionwithinthisdepartment.
TheTeamhascomeupwithrecommendationstosharpenanddefinetheresponsibilitiesof
eachpositionandthiswasreviewedwithseniorstaff.TheTeamstronglyfeelstheDirector
ofCommunicationsroleneedstobechanged,andthepositionneedstobefreedupfrom
someofthedailytasksinthedepartmenttocreateastrongvisionandbuilda
comprehensivecommunicationsstrategyandplanwhichhasnotbeeninplace,aswellas
toestablishaconsistentstrongbrandandmessaging.
Afterreviewingthecurrenthandlingofmediarequests,theTeamrecommendsthatall
mediarequestsbedirectedtotheCommunicationsdepartmenttoanewroleofMedia
Relations.Itisfurtherrecommendedthatapolicyandstandardoperatingprocedurebe
definedincooperationwithlegalcounseltomakesurethatmediarequestsarehandledin
atimelymannerandcanbeshepherdedbyacontactinthecommunicationsdepartment
frominitialrequesttofulfillment.
Reportrequestscanbearduous,involvingcollectionofdataandcustomizationofthe
reportbasedoneachrequest.Duetothesizeandfrequencyoftheserequests,theyare
timeconsumingforstaffmemberswhoareoftentakenawayfromtheirdailydutiesin
ordertocompilethedata.Ananalysisneedstobedonetodeterminewhetherproviding
thisserviceforstakeholdersoutweighsthecons,andtoidentifyanddevelopalternative
methodstosatisfythesepublicinformationrequests.
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CustomerServiceisanimportantprioritythatneedsmoredesignatedresourcesand
focusedattention.Furthermore,theSeniorTeamneedstoevaluatemeasurementsand
goalsforserviceanddecidewhoshouldbedevelopingbenchmarksandanalyzingthat
data.
Althoughtheofficecontinuestoreceivestrongscoresoncustomerservice,theTeam
noticedalackofcommunicationwiththepublicandstakeholdersonissuesrelatingtothe
office.Whenpapercustomersurveysaresubmittedintheoffice,theformlackscontact
informationfortheindividualsubmittingthesurvey.Thisinformationisnecessaryin
ordertocommunicatewiththeindividualandbringresolutiontoanyproblems.
CommunityOutreachwascutbackovertheyearsduetoleadershipstylesandbudgetcuts.
Thispositionwasre‐establishedasa.5FTEinthesummerof2014andhashadlimited
outreachtothecommunity.TheClerkoftheCourtdesiresforthispositiontoestablish
strongerrelationshipsinthecommunityandhaveresponsibilityforeducatingthepublic
ontheservicesoftheoffice.DuetothegrowingpopulationofOrangeCounty,afocusneeds
tobemadeonissuessuchascommunicatingwithcustomersforwhomEnglishisasecond
languageandthosewithlimitedaccesstothecourts.
TheClerk’swebsiteisoutdatedandchallengingtonavigate.TheClerkmadeitan
immediateprioritytoaddress,consultedwiththeTeam,anddirectedherstafftomove
forwardwithupdatingthewebsiteandlookingatmobileapplications.Anewwebsite
designprojectiscurrentlyunderway.
TheTransitionTeammakesthefollowingrecommendationsforCommunications:
 DevelopacomprehensiveCustomerServiceprogramthatwouldfacilitatestrong
communicationwiththepublicandstakeholdersonissuesrelatingtotheoffice.
Thisincludesreviewingthecommentsandfeedback,andworkingthroughto
resolutionwiththeindividualparticipatingwiththesurvey.
 DevelopastrongandaggressivestrategicplanforCommunityRelationsincludinga
calendarofeventsthroughouttheyear.Establishsuccessmeasuresandreviewthe
eventsonayearlybasisforoutcomesandresultsofinvolvement.Thisadditionally
involvesexpandingtheClerk’sengagementstrategyandreachingouttogroupswho
havenotbeenpreviouslyengaged.
 Developcollateralmaterialsfocusedonthedifferentservicesprovidedbythe
Clerk’soffice.Thesematerialsneedtobedigitallyavailableandshouldbe
strategicallylocatedinthecommunityandutilizedateventsandseminars.
 Itisrecommendedtoaddanadditionalstaffpersonforthisdepartmentintherole
ofPublicRelations/CommunityOutreach.
 WiththehiringofaCommunicationsDirector,thedirectorneedstocreatea
communicationstrategyandplanfor2015.
 Developpoliciesandestablishproceduresforpublicrecordsandmediarequestsvia
theCommunicationsDepartment,andclearlydefinewhentoengagelegalcounsel.
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GiventheextentofgoalslaidoutintheStrategicPlan,CustomerServicedoesnot
belongwithintheCommunicationsofficeduties.Thisfunctionshouldbeplaced
withinOperationsorelsewhere.
TheDirectorofCommunicationsandPublicAffairsneedstofocusoncreatinga
socialmediastrategytoeducateandengagecommunityandkeystakeholders.
TheClerk’sofficeneedstoensureitiskeepingthewebsiteup‐to‐dateandthatnew
technologyopportunitiesareexplored,suchasamobileresponsivesite.
TheClerk’sofficeneedstocontinuetoengagewithcustomers,attorneysandthe
judiciarytounderstandtheirneedsandtoeducatethemonhowtousetechnology
toimprovetheirexperience.
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