By Larry Royster (MI, ret.)

A lot has changed with appellate courts over the past twenty years.  Two decades ago, most appellate courts required paper filings, maintained paper records, and held in-person oral arguments only.  Today, the majority of courts have e-filing systems, maintain digital files and records, and, in certain circumstances, allow remote arguments.  And many courts now utilize generative and agentic AI programs to increase their productivity and efficiency. 

As with the operation of our courts, the function and goals of the National Conference of Appellate Court Clerks have evolved since 2006, the year in which the NCACC adopted a strategic plan.  (A strategic plan is essentially a “roadmap” that defines where an organization is going, what it will focus on, and how it will measure success.)  Unfortunately, since its adoption, the NCACC’s strategic plan has not been reviewed to determine if it still meets our needs or if it has become obsolete.  For those members whose courts have implemented strategic plans, you know that they require periodic review and frequent amendments to reflect the changing nature of work environments, internal capabilities, and available technologies.  A static strategic plan can quickly become obsolete. 

In October of last year, President Scott Mitchell charged the Strategic Planning Committee with reviewing the existing strategic plan and updating or redrafting it as necessary to ensure that the NCACC remains agile, our goals are reasonable and realistic, and our resources are appropriately allocated.  Over the course of many months and several virtual meetings, the committee developed the following strategic plan, which was presented to the Executive Committee and approved for presentation to the full membership for adoption at the Austin conference:  

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Mission: The mission of the National Conference of Appellate Court Clerks is to serve its members by improving professional competence, supporting professional and personal wellbeing, promoting the efficient administration of justice, and striving to ensure full and fair access to the courts.

Goal I: Serve as the primary organization and resource for state, federal, and tribal appellate court clerks and their staffs. 

Objectives:

1. Identify the needs of members and potential members and develop programs and implement structures to meet those needs.  
2. Provide professional development opportunities.
3. Maintain a culture of professionalism, excellence, and inclusivity for existing and potential members.

Goal II: Strengthen the NCACC by growing its membership, expanding opportunities for active engagement, and developing sustainable financial resources.   

Objectives:

1. Focus efforts on retaining existing members, both active and retired, and recruiting new members, including from underrepresented jurisdictions and groups.  
2. Develop and maintain a program to onboard new members through mentorships and communications about the NCACC’s programs and resources.   
3. Seek the periodic endorsement of chief justices, chief judges, and court administrators to encourage their clerk’s office staff to become members.  
4. Develop and oversee fiscally responsible policies and practices through the investment and expenditure of membership dues and donations. 
5. Solicit members to serve on the various NCACC committees, create a leadership structure for continuing the ongoing work of the committees, and motivate greater participation by all members.

Goal III: Improve the skill, knowledge, and expertise of members to perform the duties of appellate court clerk’s offices.

Objectives:

1. Conduct informational or educational sessions, seminars, workshops, and panel discussions, as well as prepare written materials, relevant to the duties of court clerks and the operation of clerk’s offices at the NCACC’s annual meeting and mid-year program.
2. Seek to maximize member attendance at the NCACC’s annual meetings by providing sessions that are timely, relevant, and engaging, holding the meetings at venues that are easily accessible and economical, and offering scholarships to members who would not otherwise be able to attend because of financial constraints. 
3. Support collaboration among members through technology.
4. Ensure access to justice through the training and education of the staffs of appellate court clerk’s offices;
5. Maintain forums for sharing knowledge and experiences through the NCACC website, Groups.io (email discussion group), and other means.
6. Publish informational and educational articles in The Docket newsletter on a quarterly basis and oversee the production of the NCACC’s online member directory.

Goal IV: Promote and improve the contributions of appellate court clerk’s offices in the effective administration of appellate courts.

Objectives:

1. Enhance appellate processes by expanding relationships with trial court judges and staffs, attorneys, parties, and the public, promoting effective case management systems, and improving the role of the appellate court clerk’s office in providing access to the courts and services to their users. 
2. Develop best practices to assist appellate courts in developing effective court management techniques. 
3. Increase appreciation for appellate court clerks and their staffs by appellate court justices, judges, and other stakeholders by advising them, through The Docket newsletter and other means, of the activities, programs, and services available to NCACC members. 
4. Maintain active relationships within the state, federal, and tribal judicial systems through the National Center for State Courts, Conference of Chief Justices, Council of Chief Judges of State Courts of Appeal, National Association of Court Management, Conference of State Court Administrators, and Court Information Technology Officers Consortium, and other similar groups. 
5. Educate the attorneys, parties, and public about appellate courts and their role in the judicial process and in providing access to justice.