Strat plan11 29

Strategic Plan for FY 2008
Orange County Clerk of Courts
“We will continue to update our Strategic
Plan to stay on the cutting edge and
relevant. We run our office on sound
business principles and our plans are organic.
If we stop growing, stop raising the bar, we
can no longer provide excellent service.”
— Clerk Lydia Gardner
Excellence through Efficiency and Effectiveness
CLERK OF COURTS
Lydia Gardner
CHIEF ADMINISTRATIVE OFFICER
Howard N. Tipton
ADMINISTRATION
Karl Goodwin – Assistant Administrative Officer
Gino Butto – Chief Information Officer
Deborah Ivankow – Civil Services
Leesa Bainbridge – Communications Director
Marlene Muscatello – Community Services
Robert Houtman – Court Services
Carmen Velazquez – Customer Service
and Community Affairs
Steve Carter – Legal Counsel
Alphonso Jefferson, Jr. – Support Services
STRATEGIC PLANNING SUPPORT STAFF
Ceretha León – Director, Human Resources
Michael C. Murphy, CPA – Director,
Financial Services
John Ames – Director, Office of Organizational
Development
Orange County Clerk of Courts Strategic Plan FY 2008
2

3
Table of Contents
Message From The Honorable Lydia Gardner. . . . . . . . . . . . . . . 4
THE STRATEGIC PLANNING PROCESS. . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
GLOBAL PLAN OVERVIEW
Our Guiding Principles and Organizational Values. . . . . . . . . . . . . . . . . . 7
Strategic Perspectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Information “HUB” of Justice. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Environmental Trends. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Strengths, Weaknesses, Opportunities and Challenges (Threats). . . . 13
Strategic Initiatives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Performance Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
STRATEGIC OVERVIEW
Balanced Scorecard Management System. . . . . . . . . . . . . . . . . . . . . . . . 20
Performance Excellence. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Customer Focus. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Streamlined Processes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Innovative Technology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Employee Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Managing Our Money. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
FY’ 07 MAJOR ACCOMPLISHMENTS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
GLOSSARY OF TERMS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

4
Lydia Gardner
Message From The Honorable Lydia Gardner
Fiscal Year 2007 was a noteworthy year for the Clerk’s Office. We continued
to focus on providing exemplary customer service by opening new branch
locations and providing more convenient ways for our customers to pay fees
and access information on our services and programs. Also, our collection
efforts were recognized as Best in Class statewide by the Florida Governor’s
Sterling Council. We were further proud that the number of cases filed
electronically soared, taking us one step closer to our goal of being a
paperless office.
Such achievements during this fiscal year are a testament to our ability to
strategically plan activities that guide our future and to the outstanding
leadership that we have at all levels of the organization.
Fiscal Year 2008 brings some exciting challenges for the Clerk’s Office. As part
of our Strategic Plan, we will continue to run our organization as a business
and provide quality service through our Performance Excellence program.
Our Strategic Plan serves as a blueprint to guide our decision-making and
performance as we pursue shared priorities. I am committed to achieving our
organizational goals and I encourage you to take the time to understand this
planning document. As always, I thank you for all you do every day.
Sincerely,
Lydia Gardner
Orange County Clerk of Courts

5
What is Strategic Planning? Basically, strategic plan-
ning is an organization’s process of defining its strategy,
or direction, and using that strategy to make decisions on
allocating its resources, including its capital and people.
Our strategic planning process is a systematic method-
ology to achieve customers’ expectations. As such, the
Strategic Plan provides management and employees with
a blueprint to guide decision-making toward our shared
priorities. These planned priorities provide the measuring
sticks we need to determine if the Orange County Clerk of
Courts is fulfilling its responsibilities. Strategic planning
also provides for accountability and continuous improve-
ment.
The following process map il-
lustrates the components in the
strategic planning process. Each
activity represents an important
element in achieving the Clerk
of Courts’ Vision.
Strategy Confirmation establish-
es the organization’s direction
and budget assumptions. Goal
Setting involves developing ini-
tiatives and targets, and relating
them to the budget. Deployment
allows for the communicating of
the Strategic Plan throughout
the organization. The imple-
mentation and re-evaluation of
the plan is conducted as part of
Execution.
Strategic Planning Process
Strategy
Confirmation
Goal
Setting
Deployment
Execution
Divisions
Develop Initiatives
That Close Target
Gaps (Including Budget)
Senior Staff Reviews
and Approves
Budgets and Selected
Initiatives
Yes
No
Establish/Confirm
Organization Strategy
Establish
Organization
Level Objectives,
Measues & Targets
in Scorecards
Identify
Organization
Sponsored
Initiatives
Deploy Organization
Objectives, Measures
& Targets to Divisions
and Staff through
Scorecards
Implement Initiatives/
Plans to Meet
Deployed Objectives
and Targets through
Scorecards
Conduct Division and
Senior Staff
Business Reviews
Senior Staff Produces
Budget Assumptions,
Shares with Divisions
Budgets, Targets and
Initiatives are
Finalized
Deploy Finalized
Objectives, Measures
& Targets to
Divisions
Plans,
Initiatives
On Track?
Revise and Adjust
as Necessary

6
Initial development of the Strategic Plan begins in Janu-
ary with budget assumptions. Execution of the plan
begins on October 1 of the fiscal year. Throughout the
process, the organization invests time in identifying our
strengths and opportunities as well as the weaknesses and
challenges (threats) that face the organization by receiv-
ing feedback from our customers and partners on our
service delivery. From these findings, initiatives, strate-
gies and measures are developed to improve and enhance
operations. The following timeline has been provided
to illustrate activities that are performed to develop the
Strategic Plan for the Orange County Clerk of the Courts.
Preliminary
Budget
Assumptions
Developed
Jan - Feb
Preliminary
Work On
Review of
Internal/
External
Environment
Senior
Staff
Strategy
Session
Apr - May
Preliminary
Strategic Plan
Developed/
Deploy
Approved KPIs
and Targets
Departments
Scorecards
Developed
Divisions
Scorecards
Developed
May - June
Divisions
Engaged
in Initiative
Development
Senior Staff
Reviews Division
Recommended
Initiatives
Finalized
Strategic Plan
Communicated
to Organization
Departments/
Divisions
Scorecards
Finalized
July - Aug
Organization
Implements
Plans,Conducts
Business Reviews
Ocotober 1stJune - July
Senior Staff
Finalizes
Scorecards/
and Budgets
Mid-Year
Review and
Changes to
Prior FY Plan
Feb - Mar
As part of the strategic planning effort, the Clerk’s Office
utilizes a process based on principles of Quality Function
Deployment (QFD) to convert strategic initiatives into ac-
tion plans and to assure our ability to execute.
As a blueprint, the overall goal of the Strategic Plan is to
provide direction on aligning our initiatives, processes,
measurements, improvements and successes with our
Vision and Mission Statements.
Identify Key
Initiatives
Establish a
System of
Measurements
Tell the Story
of our
Successes
Review and
Implement
Processes
Make and Look
for Improvement
Opportunities
Initiatives Processes Measurements Improvement Perspectives
One
Vision
One Mission
Strategic Planning Process

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Our Guiding Principles and Organizational Values
Vision Statement
TheOrangeCountyClerkofCourtsdeliversExcellencethroughEfficiencyand
Effectiveness in everything we do.
The Mission of the Orange County Clerk of Courts is to manage information
of the justice system and provide other public services for the global
community in an efficient and effective manner.
Our Mission Statement allows employees in the organization to focus their
efforts and resources in a manner that is supportive of our overall purpose.
In the Orange County Clerk of Courts we believe that:
> Trust and respect are the foundation of our success.
> We only have one chance to make a good first impression.
> Together we make good things happen.
> We are accountable for our actions.
> Actions speak louder than words.
> Creativity is the window to our future.
> Diversity makes us stronger.
These Values are the basic belief of every employee of the
Orange County Clerk of Courts. They guide the way we make
our decisions and carry out our actions every day.
Our Values
Mission Statement

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Strategic Perspectives
In accordance with the 2010 Strategic Vision Statements
and associated strategic perspectives, the Orange Coun-
ty Clerk of Courts is focused on achieving excellence
through continuous improvement and the adoption of an
error-free environment. The strategic perspectives serve as
a basis for achieving the overall Vision and Mission of
the organization. These five perspectives are Customer
Focus, Streamlined Processes, Innovative Technology,
Employee Development and Managing Our Money.
The five strategic perspectives along with summarized
versions of the 2010 Vision Statements that are illustrated
in the following diagram provide a road map for our orga-
nization to embrace.

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The Information “HUB” of Justice
As the information hub of justice, it is imperative that the Clerk’s Office continue receiving feedback from our custom-
ers, employees and partners on services and programs. Listening and responding to the “Voice of the Customer” is
essential in establishing our strategic direction. Such input allows the organization to develop initiatives to achieve
their expectations.
The following diagram illustrates the
Clerk of the Courts’ justice system partners
and primary customer base.

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Environmental Trends
As part of the strategic planning process, environmental
trends are reviewed to determine the impact they have
on our delivery of services. These items play a role in
shaping the strategic planning efforts of the organiza-
tion. The major environmental trends affecting Orange
County Clerk of Courts are:
Rapid Pace of Growth
Community Demographics
Workload Activity
Changing Workforce
Financial Trends
Legislative and Judicial
Mandates
Kimberly Ping, Amanda Smith and Stanley Green of
Traffic undertakes a significant project to ensure the
accuracy of a report for the state.
Lymari Burgos, Amy Franzo, Amerinell Ramirez and Shelley
Stone of Human Resources begin work on a Problem
Elimination Team issue.

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Rapid Pace Of Growth
Orange County continues to realize a steady growth in
population. It is projected that by 2030, 71 percent of
the residents will live in unincorporated parts of the
county, and Orange County will continue to be the fastest-growing county in Florida with a total
population of 1,711,106. Such a tremendous growth presents Customer Service challenges for
the future.
Community Demographics
Orange County’s demographics have changed since 2000
(see illustration). According to the 2006 Census Bureau
numbers, Whites are the single largest demographic in our
community, comprising 50 percent of the population. His-
panics account for 24 percent. Blacks or African-Americans
account for 20 percent, and Asians account for 4 percent
of the population. The make-up of our community greatly
shapes our Customer Service efforts.
Workload Activity
The Orange County Clerk’s Office continues to realize an
increased workload associated with new cases, passport
applications and marriage licenses. As illustrated in the
associated table, total filings (cases, passport applications
and marriage licenses) have increased by 13.5 percent.
There has been a tremendous increase in the number of passport applications being processed in
the Clerk’s Office, caused by a change in federal law requiring far more travelers to carry them.
Such a growth in our workload requires the Clerk’s Office to look for ways to Streamline Pro-
cesses and utilize Innovative Technology to provide services in a timely and efficient manner.

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Changing Workforce
Over 70 percent of the Clerk’s workforce has been with the organization
for 10 years or less. This presents some unique challenges to address for
the future. With a fairly diverse workforce, it will be essential that the
organization focuses on Employee Development to ensure we attract
and retain educated, efficient, satisfied and engaged employees. As more
seasoned employees begin to retire, our succession planning efforts to
include mentoring will be a vital tool in identifying future leaders of the
organization.
Financial Trends
Revenue streams continue to remain strong and favorable for the Clerk’s
Office. Overall, revenue grew 15.6 percent in FY ’06 compared to FY ’05.
This growth can be attributed to increases in case load and activity in the
housing market, which provides significant
revenue to support the Innovative Technolo-
gy efforts of the organization. For subsequent
fiscal years, there is a potential for a downturn
in the housing market, which may impact rev-
enue streams for technology projects. By Man-
aging Our Money, our organization will be in a better position to properly plan for future services and
make the necessary adjustments as financial trends change.
Legislative And Judicial Mandates
Legislative and judicial mandates continue to be a challenge for the organization. Strategies are devel-
oped to ensure the organization is successfully in meeting standards established by these mandates.
With a continued focus on Performance Excellence and an emphasis on Streamlined Processes,
appropriate steps are being taken to ensure we are timely and accurate in all aspects of our operations to
successfully achieve all mandates
The Clerk’s Wellness Team hosts a couple dozen
walkers from the Clerk’s Office at Chapin Station
on the West Orange Trail.

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Strengths,
Weaknesses,
Opportunities
and Challenges
(Threats)
Identified
STRENGTHS
Consistent revenue stream
Effective use of resources to imple-
ment customer services improvements
Knowledgeable and committed work-
force
Strong community involvement
Strong working relationship and
reputation with community partners
Visionary leadership
OPPORTUNITIES
Capture and document processes to
transfer employee knowledge
Enhance technology to improve
customer service
Focus on performance and process
management
Stronger communication efforts through-
out the organization and externally
Use of comparative data for goal setting
WEAKNESSES
Inadequate documentation and plans
to achieve customer expectations
Lacking plans to address negative
measurement trends
Slow transformation to a performance
management and error-free
environment
Too few sound targets for evaluation on
scorecards
CHALLENGES (Threats)
Attracting, training and retaining a quality
workforce in a changing job market
Collecting millions of dollars in
outstanding fines and fees
Increasing legislative and judicial
mandates on services
Mandated restrictions on use of revenue
Rapid urban growth which leads to
increased demands on services
The opportunities, weak-
nesses and challenges
(threats) that have
been identified are being
addressed as part of the
strategic initiatives.

Strategic Initiatives
As part of the strategic planning process, the planning
committee identified several initiatives that would assist
the Clerk of Courts in acheiving excellence. The follow-
ing table illustrates those selected initiatives, associated
strategic perspectives, and the weaknesses, opportuni-
ties and challenges (threats) that are being addressed.
By instituting these initiatives, the organization not
only improves in critical areas, but reinforces and builds
on organizational strengths.
These strategic initiatives along with ongoing activities
throughout the agency will contribute to our organiza-
tion achieving the Clerk’s 2010 Strategic Vision - We are
customer-focused, We have streamlined processes, We
employ innovative technology, We train and develop
our employees, and We manage our money.
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STRATEGIC INITIATIVES STRATEGIC PERSPECTIVES WEAKNESSES, OPPORTUNITIES AND CHALLENGES (THREATS)

Case Maintenance System Innovative Technology • Enhance technology to improve customer service
• Increasing legislative and judicial mandates on services
Comparative Data Streamlined Process • Too few sound targets for evaluation on scorecards
and Goal Setting • Lacking plans to address negative measurement trends
• Use of comparative data for goal setting
e-Filing Innovative Technology • Enhance technology to improve customer service
• Rapid urban growth which leads to increased demands on services
e-Government Business Plan Innovative Technology • Rapid urban growth which leads to increased demands on services
• Enhance technology to improve customer service
Employee Survey Top Employee Development • Stronger communication efforts throughout the organization and externally
Seven Opportunities • Attracting, training and retaining a quality workforce in a changing job market
External Image Communication Customer Focus • Stronger communication efforts throughout the organization and externally
• Mandated restrictions on use of revenue
Imaging Innovative Technology • Enhance technology to improve customer service
Judicial Relationships Customer Focus • Increasing legislative and judicial mandates on services
Process Documentation Streamlined Processes • Inadequate documentation and plans to achieve customer expectations
• Capture and document processes to transfer employee knowledge
Process Management Streamlined Processes • Slow transformation to a performance management and error-free environment
• Focus on performance and process management
• Mandated restrictions on use of revenue
• Collecting millions of dollars in outstanding fines and fees
Purging Streamlined Processes • Increasing legislative and judicial mandates on services
Quality Management Customer Focus • Slow transformation to a performance management and error-free environment
Workplace Safety Employee Development • Stronger communication efforts throughout the organization and externally
• Attracting, training and retaining a quality workforce in a changing job market
Work Skills Training Employee Development • Attracting, training and retaining a quality workforce in a changing job market

15
Our strategic initiatives are specific programs, activities,
projects or actions that we will undertake in the organi-
zation to meet established performance goals. To better
understand these initiatives, project descriptions have
been provided to further explain the scope of each initia-
tive. As more detailed information is reviewed by the se-
nior management team, each initiative will be prioritized
based on an established criteria.
Project Descriptions
Case Maintenance System: Implementation of Odyssey
throughout the Clerk’s organization. This implementa-
tion includes converting all existing integration points as
well as migrating to Tyler’s imaging solution.
Comparative Data and Goal Setting: Develop and de-
ploy a process to assist the organization with selecting
and obtaining comparative data for KPIs and other key
measures to include the process of goal setting.
e-Filing: Implementation of electronic filing of cases and
documents for Circuit Civil and Probate/Mental Health
that will create an electronic record and eliminate paper
files. Remote access to case files will be available 24/7 to
counsel of record and the Court.
e-Government Business Plan: Develop a business plan
with associated action items to enhance operations and
customers’ access to services and programs through the
use of cutting-edge innovative technology.
Employee Survey Top Seven Opportunities: Identify
and develop plans to address the top seven areas of op-
portunity from the 2006 employee engagement survey,
and conduct 2007 survey and develop action plans to ad-
dress opportunities for improvement.
External Image Communication Plan: Increase public
information through event participation and visibility of
the Clerk’s Office. Develop and complete external (pub-
lic) image survey, and increase usage of electronic off-site
transactions.
Members of several divisions get an early look at our new
Case Maintenance System and give feedback.

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Project Descriptions
Imaging: Provide and implement necessary imaging
technology equipment to departments for the retention
of records, and accessibility and retrieval of information
by Judges and customers.
Judicial Relationships: Develop a standard pending case-
load report for dissemination, and conduct a bi-annual
feedback session with Judges to discuss priorities and ser-
vices.
Process Documentation: Define and deploy a systematic
documentation process throughout the organization on
all work instructions, policies and procedures, and prop-
erly train staff on system. Implement a centralized docu-
mentation storage and management system, and develop
process documentation templates.
Process Management: Develop key process model, de-
fine key processes with owners, measures and controls,
implement Plan, Do, Check, Act (PDCA) as improvement
model, and develop and deploy standardized process doc-
umentation tools.
Purging: Identify and properly dispose of a set number
of records that have no further legal, administrative, or
historical value and has met all retention requirements.
Quality Management: Develop and deploy a quality
management system with associated improvement pro-
cess.
Workplace Safety: Publish an employee safety reference
booklet to convey safety related items throughout the or-
ganization.
Work Skills Training: Develop a training and develop-
ment plan that aligns with strategic objectives, and im-
plement the necessary tools to match employee training
plans with job descriptions.
Deb Ivankow and Jack Steele of ActiveStrategy Enterprises work
together at the Clerk’s 2007-08 Strategic Planning Session.

17
To assist with prioritizing strategic initiatives, the Clerk’s Of-
fice utilizes a process based on principles of Quality Function
Deployment (QFD) to convert strategic initiatives into ac-
tion plans and assure the ability to execute. Each initiative is
assigned a project manager for expanded definition, includ-
ing deliverables, project timetable, critical success factors
and financial and other resources. Also included are project
summaries to illustrate organization-wide resource require-
ments.
The senior management team utilizes a QFD matrix to show
the consensus impact of each project. The strategic initia-
tives are weighted based on importance and current perfor-
mance to highlight gaps. This multi-dimensional analysis
highlights the initiatives with the greatest total impact on
the organization, and also shows potential gaps where strate-
gic initiatives may not have adequate
action plans.
To summarize the focus of the organi-
zation, the following diagram catego-
rizes each initiative and major activity
under a specific heading – mandatory,
essential, discretionary. The manda-
tory category represents those items
that we must achieve. Items under
the essential category are important
to our day-to-day operations. The
discretionary category includes items
that are less critical, but are impor-
tant in assisting us in achieving our
overall Vision and Mission.
Karl Goodwin, Kathryn Farynowski, Mike Murphy and
Gino Butto take part in the Clerk’s Strategic Planning
session.

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Performance Management
Strategic planning is the process of looking toward the future, what the organization would look like if it achieve
its Mission (VISION), identifying why we exist (MISSION), and the concrete steps (PERSPECTIVES, OBJECTIVES
and INITIATIVES) we must take to achieve that Vision.
Data that tells us if we are achieving results on our Strategic Plan are PERFORMANCE MEASURES. Performance
measurement involves collecting data in a systematic and objective manner to determine the efficiency and
effectiveness of service delivery and program objectives.
The organization’s performance management approach is
integrated with the strategic planning process that informs
resource allocation and decision making to move the or-
ganization toward the achievement of strategic objectives.
As such, the ability of the organization to manage perfor-
mance is based on:
• Identifying strategic perspectives, objectives,
and relevant measures
• Determining what initiatives and resources
necessary to achieve them
• Analyzing and evaluating performance
measurement data
• Using that data to drive improvements in our
organization.
As illustrated, the framework we use for managing perfor-
mance is viewed as continuous with each of the compo-
nents connected.

19
Clerk of Courts
Strategic Overview
The next few pages provide an overview of the
following strategic items:
• Balanced Scorecard Management System
• Performance Excellence
• Strategic Perspectives with additional desired outcomes
and how we plan to measure them
• Highlights of FY ’07 Accomplishments
• Glossary of Terms.
“The best way to predict the future
is to create it.”
- Peter Drucker

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Balanced Scorecard
Management System
To communicate the success of the organization, the Or-
ange County Clerk of Courts utilizes a Balanced Score-
card Management System (BSMS) to measure, track and
communicate performance. It ties lower-level processes/
measures to the Strategic Plan, which incorporates the
organization’s top-level scorecard.
The balanced scorecard is a management system (not only
a measurement system) that enables the organization to
clarify the Vision, Mission and strategy and translate
them into action. It provides feedback around the inter-
nal business processes and external outcomes in order to
continuously improve strategic performance and results.
Along with BSMS, there is an emphasis on our Manage-
ment Operating System (MOS) to assist with productivity
efforts.
To determine the overall success of the Orange County
Clerk of Courts, select Key Performance Indicators have
been developed. What is a Key Performance Indicator?
A Key Performance Indicator (KPI) is a quantifiable per-
formance measurement used to define success factors and
measure progress toward the achievement of objectives.
Throughout the planning fiscal year, measurement data
from KPIs are included on the Balanced Scorecard Man-
agement System for tracking, reporting and communicat-
ing. In the event KPIs are not meeting established goals,
initiatives are developed to correct specific measures that
are not meeting goals.

21
Performance Excellence
Fundamental to our strategic planning process is a structured approach to “Per-
formance Excellence.” Performance Excellence is the Orange County Clerk of
Courts’ integrated approach to performance management. It is based on the
Florida Governor’s Sterling Criteria and utilizes the PDCA (Plan-Do-Check-Act)
model as the framework for performance improvement.
Using the Florida Sterling Criteria for Performance Excellence, the Orange Coun-
ty Clerk of Courts developed a strategy map to illustrate the relationship of all
of the elements of our Strategic Plan. This strategy map provides an overall view
of an organization’s strategic framework. The map shows five strategic perspec-
tives and corresponding objectives, measures and initiatives. As the “umbrella”
system that ties activities together, Performance Excellence ensures all aspects of
our strategy leads toward fulfilling the Vision, Mission and Values of the orga-
nization.
Vision
The Orange County
Clerk of Courts delivers
Excellence through
Efficiency and
Effectiveness in
everything we do.
Mission
The Mission of the Orange County Clerk
of Courts is to manage information of
the justice system and provide other
public services for the global
community in an efficient and
effective manner.
Values
Trust and Respect are the foundation of our success.
We only have one chance to make a good first impression.
Together we make good things happen.
We are accountable for our actions.
Actions speak louder than words.
Creativity is the window to our future.
Diversity makes us stronger.
• Quality Management
• Judicial Relationships
• External Image Communication
• Process Management
• Purging
• Process Documentation
• Comparative Data and
Goal Setting
• Case Maintenance System
• Imaging
• e-Filing
• e-Government Business Plan
• Employee Engagement Survey
• Work Skills Training
• Workplace Safety
Initiatives
• Increase Customer
Satisfaction Ratings
• Improve Organizational
Performance
• Increase Number of e-
Government Opportunities
• Improve Employee
Engagement
• Meeting Budgetary
Requirements
Strategic Objectives
• Customer
Focus
• Streamlined
Processes
• Innovative
Technology
• Employee
Developement
• Managing Our
Money
Perspectives
• Public Satisfaction
• Attorney Satisfaction
• Judicial Satisfaction
• Cases Per FTE
• MOS Productivity Rating
• Percentage of Electronic
Transactions
• Engagement
(Survey Results)
• Workforce Retention
• Collections Rate
Performance Measures

22
Performance Excellence has as its foundation 10 Basic Principles of Performance Management. These
basic principles are consistent with our Values and are exemplified by the following extract from our
Quality Policy:
(We will) “Consistently deliver exemplary services for
all of those we serve, both internal and external, that
conform to all customer requirements --- error-free
and on time.”
Performance Excellence includes sub-systems that ad-
dress and exceed the Florida Sterling criteria. These
sub-systems are:
• Leadership
• Customer Focus
• Process Management
• Supplier Partnerships
• Quality Management
• Measurement and Results
• Workforce Focus
• Strategic Planning & Deployment
An Executive Steering Committee, made up of senior management, and a Performance Excellence
Implementation Team (PEIT), made up of middle management, administers Performance Excellence.
Each sub-system consists of several elements (processes) that link together to form the complete, fully
aligned system. The elements are driven by a continuous improvement cycle of Plan, Do, Check and
Act (PDCA).
Performance Excellence is a critical component to the organization and our efforts to achieve the
components of our Strategic Plan.
The Clerk’s Office accepts a Governor’s Sterling Council plaque that
recognizes its stellar Collections Program.

23
Strategic Perspective
Customer Focus
We are recognized in our industry as the leading provider of outstand-
ing customer service. We have a valued working relationship with the
Judiciary and all of our customers, leading to open communication and
an aligned and shared Vision. These dynamic working relationships have
led to clearly defined, mutually agreed-upon expectations that are under-
stood by all and that we consistently meet or exceed.
Lydia stops by the Winter Park branch to present the Divi-
sion of the Month award. From left, Marlene Muscatello,
Debbie Pope, Pam Trampe and Lydia.

24
DESIRED OUTCOMES HOW WE PLAN TO MEASURE

Improve the number of calls answered by • Percent of calls answered within established timeframes
the Call Center
Improve external image • External polling results
• Development of an external image plan for the Orange
County Clerk of Courts
Improve judicial relationships • Judicial satisfaction survey results
• Coordinate a planning session with the judiciary to
receive feedback on performance and priorities
Meet legislative and judicial mandates • Percentage of mandates meeting established legislative
and judicial standards
Understand customer expectations • Establish a process to properly assess and collect
customer expectations
Institute customer conveniences • Number of customer conveniences implemented
• Customer satisfaction survey results
Improve internal accuracy and timeliness • Accuracy and Timeliness index rating
• Implementation of quality management process
• Number of active PETs
Customer Focus

25
Streamlined Processes
Based on an error-free environment, process-based management and
total involvement, our knowledgeable, empowered employees have
created an environment that sets the standard for efficiency and ef-
fectiveness throughout the industry. Continual improvement is our
way of life. All key processes are clearly defined and re-designed for
maximum productivity. Our knowledge based management sys-
tem provides us with accurate, reliable and timely information that
drives our business decisions.
Michael Carr and Kathryn Farynowski take a little break.

26

Improve external compliance results • External compliance index rating
Document organizational processes • Number of documented processes
• Number of divisions trained on documentation
process and submission
Improve internal accuracy and timeliness • Accuracy and Timeliness index rating
• Implementation of quality management process
• Number of active PETs
Increase the number of processes streamlined • Productivity index
• Number of files purged
• Total dollars re-invested
Develop implementation plan of OFIs • Number of OFIs implemented
identified by Sterling review
Implement a performance measurement system • Implementation of performance measurement system
with established goals
Streamlined Processes

27
Innovative Technology
We achieve organizational excellence through the use of state-of-the-art technology.
We support complete system integration to promote timely and accurate data to and
from all partners. We are a model for other government agencies. While we recognize
the need to provide services to all, we are essentially a paperless system focused on the
elimination of unnecessary non-value-added work. As an e-business we have maxi-
mized our capabilities to conduct business electronically.
Brandi Watson and Susan Barker get a first look at our new
Case Maintenance System screens.

28
Automate manual activities to reduce errors • Error-free performance
• Number of errors reduced
Improve processes through innovative technology • Dollars reinvested through technology improvements
Establish an user friendly e-Government • Implementation of an e-Government business plan
Implement new technology projects • Achieve established milestones and cost standards
Deploy/support new and existing applications • Number of applications deployed/supported
Innovative Technology

29
Employee Development
We are a learning organization. All employees are qualified, trained, empowered and
accountable for providing accurate and timely information in dealing with custom-
ers, stakeholders and partners. Each job description is supported by its own unique
training plan. Each employee is involved in determining his/her own training needs
and development programs. Employee performance is second to none.
Jessica Reyes , assistant Juvenile manager,
tutors a second-grader in reading at Rock
Lake Elementary School. The Clerk’s Office
provides more than 20 tutors to help the
school’s students.

30
Increase number of well-trained, • Customer satisfaction results
customer-friendly workforce • Secret Shopper rating for employee customer service
• Number of team members trained on customer service
Increase employee satisfaction rating • Employee engagement survey results
• Number of divisional action items implemented
• Workforce retention rate
Increase work skills related training • Training dollars per employee
• Work skills training hours per employee
• Number of trainings conducted
Increase organizational training efficiency • Implementation of a standardized training plan
and effectiveness for the organization
Improve internal communication • Employee engagement survey results
Reduce employee relations complaints • Actual employee relations complaints
Improve safety awareness throughout the organization • Actual safety claims and cost
• Employee engagement survey results
• Lost time (days) incurred
Increase community involvement • Actual community service hours
Employee Development

31
Managing Our Money
As members of a fee-based organization, employees understand our princi-
ples of fiscal management. We follow sound business and fiscal practices and
manage the organization as though it was in a competitive environment.
We reward innovative ideas and celebrate organizational efficiency. Cost re-
ductions through improved quality and productivity are used to increase our
investments in developing employees, acquiring and implementing state-
of-the-art equipment and systems, and continually upgrading our customer
service capabilities.
Alphonso Jefferson works with Marlene Muscatello
and Karl Goodwin.

32
Achieve performance targets • Cost per case (court related)
• Cost per filing (all funding sources)
• Number of new cases filed
• Case index
• Performance to budget
• Compliance rate index
Meet accountability standards to the public • Number of internal audits conducted
• Compliance rate index
• Number external audit findings
Increase collection of outstanding • Collection rate
court related receivables • Collection rate of collection agency
• Number of cases paid off
Improve financial operations • Total dollars reinvested
• Actual cash overages/shortages
• Number of team members trained in cash handling
Streamline and responsive financial processes • Calendar days from requisition to purchase order
Develop a financial and capital improvement plan • Implementation of a financial and capital improvement
plan that aligns with the strategic plan
Managing Our Money

33
From our strategic planning efforts, we have real-
ized several outstanding accomplishments over the
years. As an organization, we have made strides
in customer service, streamlining our processes,
implementing innovative technology, training
and developing our employees, and maintaining a
strong financial condition. Such efforts led to the
organization accomplishing the following items in
FY ’07:
Customer
Focus
• Implemented
Queuing
System
• Opened John
Young Service
Center
• Opened
Goldenrod
Office
• Expanded
Payment
Options
• Completed
SOARING
to World Class
Customer
Service
Streamlined
Processes
• Instituted a
Balanced
Scorecard
Management
System
• Restructured
Performance
Excellence
• Submitted
GSA for
Assessment
of Processes
• Completed
Documenting
Operational
Processes
Innovative
Technology
• Implemented
Imaging in
Civil Service
Department
• Established
Electronic
Case Filing for
Complex
Business
Litigation
• Selected a
Vendor for
Case
Maintenance
System
• Enhanced
MyClerk Web
Portal
Employee
Development
• Established a
Framework for
Succession
Planning
Process
• Completed
Standardized
Training Project
• Conducted
Employee
Engagement
Survey
• Implemented
Supervisor
Development
Program
Managing Our
Money
• Upgraded
Link2Gov
Credit Card
Platform
System
• Upgraded
MUNIS
Financial
System
• Implemented
a Cash
Handling
Training
• Implemented
a Resource
Allocation
Prioritization
Process
FY ’07 Major Accomplishments

34
Alignment: Consistency of plans, processes, informa-
tion, resource decisions, actions, results, analysis and
learning to support key organization–wide goals.
Balanced Scorecard Management System: An integrat-
ed framework for describing strategy through the use of
linked activities in five strategic perspectives.
Comparative Data: Information that use to evaluate
similarities and differences of organizations.
Customer: Actual and potential users of your organiza-
tion’s products, programs or services.
e-Government: A government’s use of information
technology to exchange information and services with
citizens, businesses, and other arms of government.
Initiatives: The specific programs, activities, projects or
actions an organization will undertake in an effort to
meet performance targets.
Key Performance Indicators: Measures used to de-
fine success factors and determine progress toward the
achievement of objectives.
Mission: The overall function of an organization. The
Mission answers the question: “What is this organiza-
tion attempting to accomplish?” The Mission might also
define customers or markets served, distinctive or core
competencies, or technologies used.
Objective: A concise statement describing the specific
things an organization must do well in order to execute
its strategy.
Performance Excellence: An integrated approach to
performance management. It is based on the Florida
Governor’s Sterling Criteria and utilizes the PDCA (Plan-
Do-Check-Act) model as the framework for performance
improvement.
Performance Management: An integrated management
system that informs resource allocation and decision
making to move an organization toward the achieve-
ment of strategic objectives.
Performance Measures: Results used to gauge the degree
to which goals and/or requirements have been achieved.
Perspective: In Balanced Scorecard vernacular, it refers
to a category of performance measures. In addition to
the standard five Balanced Scorecard perspectives, addi-
tional perspectives may be added as necessary to ade-
quately translate and describe an organization’s strategy.
Glossary of Terms

35
Plan-Do-Check-Act: A four-step model for carrying
out change. Just as a circle has no end, the PDCA cycle
should be repeated again and again for continuous im-
provement.
Quality Function Deployment (QFD): Converting
strategic initiatives into action plans and ensuring one’s
ability to execute.
Secret Shopper: An individual who is conducting
business with a department under the guise of being a
regular customer when, in fact he or she is reviewing and
evaluating customer service actions. The secret shopper
process looks at service delivery through the eyes of an
average customer.
Stakeholders: All groups that can affect or might be af-
fected by an organization’s actions.
Strategy: The differentiating activities an organization
pursues to gain competitive advantage.
Strategy Map: The description of the relationships
among measures that describes an organization’s strat-
egy.
Strategic Challenges: Those pressures that exert a deci-
sive influence on an organization’s likelihood of future
success. These challenges frequently are driven by an
organization’s future competitive position relative to
other providers of similar products or services.
Strategic Objectives: An organization’s aims or respons-
es to address major change or improvement, competi-
tiveness issues, and/or organizational advantages.
Strategic Planning: An organization’s process of defin-
ing its strategy, or direction, and using that strategy to
make decisions on allocating its resources, including its
capital and people.
Values: The guiding principles and/or behaviors that em-
body how your organization and its people are expected
to operate. Values reflect and reinforce the desired cul-
ture of the organization.
Vision: The desired future state of your organization.
The Vision describes where the organization is headed,
what it intends to be or how it wishes to be perceived in
the future.
Glossary of Terms

L y d i a G a r d n e r
C l e r k o f t h e C i r c u i t & C o u n t y C o u r t s
O r a n g e C o u n t y
S t r a t e g i c P l a n
F i s c a l Y e a r 2 0 0 8
4 2 5 N o r t h O r a n g e A v e n u e
O r l a n d o , F L 3 2 8 0 2 - 4 9 9 4
■
4 0 7 . 8 3 6 . 2 0 0 0
■
T h i s S t r a t e g i c P l a n w a s f u n d e d t h r o u g h f e e s c o l l e c t e d , n o t t a x d o l l a r s . F o r m o r e i n f o r m a t i o n
o r a d d i t i o n a l c o p i e s , p l e a s e c o n t a c t J o h n A m e s , D i r e c t o r o f
O r g a n i z a t i o n a l D e v e l o p m e n t a t 4 0 7 . 8 3 6 . 6 3 3 6 .

Strat plan11 29

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