First Decade of the Circuit Court Executive - An Evaluation

• NCJ Number: 98501
• Author(s): J W Macy
• Date Published: 1985
• Length: 88 pages
• Corporate Author: Federal Judicial Ctr
• Sale Source: Federal Judicial Ctr; National Institute of Justice/; NCJRS Photocopy Services
• Publication Type: Program/Project Evaluation
• Language: English
• Country: United States of America

Annotation

In the 10 years since the position was created in the Federal courts, circuit executives have relieved the chief judges of many administrative matters, but they have failed to realize their potential for significantly improving the courts' performance.

Abstract

This conclusion is based on the author's observations as a member of the Certification Board for circuit executives, interviews with court officials, and reports provided by nine circuit executives. A 1978 evaluation found that circuit executives were so burdened with routine responsibilities that they had little time for other tasks and that they were not treated as professionals equal to judges. In the intervening 5 years, expanded workloads and mounting concern about judicial processes added new legitimacy to the circuit executives and their functions. The 1982 evaluation, however, found that executives were still overburdened with routine clerical work for the judicial council and its committees. It also discovered that preparation and guidance for the circuit judicial conference had become a major activity and detracted from more significant assignments relating to improved judicial performance. Progress was identified in relieving the chief judge of administrative matters, although these judges still spent considerable time on administration. Responsibilities assumed by the circuit executive included budgeting, personnel and training, security, and liaison between the administrative office and the Federal Judicial Center. Acquisition and planning for necessary space, equipment, and furnishings were still left to the chief judge. While circuit executives had been accepted by chief judges and the judicial councils, they had not attained the partnership relationship with the chief judge that is necessary for constructive change. The selection process has been largely successful, although too time-consuming and too dependent on unsolicited applications. The evaluation discusses the Board of Certifications's role and presents recommendations. Tables concerning applicants and appointments are supplied.