SPOTLIGHT
ON
HON. KATHLEEN GALLOGLY COX by Catherine F. Woods equity.” Specifically, the committee analyzes the need, size and caseload of each jurisdiction, considering the need for funding and how and what resources are being diverted where. The goal is to ensure some sense of parity between jurisdictions, Judge Cox advised this writer. According to Judge Cox, it is a great time to be an Administrative Judge. Participation in these committees has aided Judge Cox in her efforts to strenuously advocate for the Circuit Court for Baltimore County. Involvement in the committees has, she feels, clarified the big picture, as well as the smaller picture. Internally, Judge Cox states that she and certain colleagues have sought to streamline case management and expedite the processing of cases. They are striving to have more cases heard more quickly; to increase efficiencies; and to secure resources that will bring those goals to fruition. In particular, Judge Cox and her team have been successful in minimizing “stand by” cases; reworking the Family DCM plan to provide for more front end services. They have added more settlement days; are trying complex case tracks; and are opening up multi-day cases to be heard by Magistrates.
When this writer last wrote about the Honorable Kathleen Gallogly Cox for The Advocate in September, 2013, she was just taking the helm as Chief Administrative Judge following Judge John Grason Turnbull’s recent retirement. Judge Cox’s appointment coincided with the appointment of the new Chief Judge of the Court of Appeals, new Court Administrator, and new District Court chief judge. The Fall of 2013 also ushered in a period of time in which the restructuring of the judiciary as a whole was in its infancy but gathering momentum swiftly. Judge Cox was appointed by Chief Judge Mary Ellen Barbera to serve on the committee that she formed to scrutinize the overall structure of the judiciary to ensure that it was a model of efficiency and productivity. One positive outcome of this committee was the shrinking of 125 task forces and committees to approximately 12 committees, resulting in a more stream-lined, efficient and effective structure.
While more changes have been made in the family law arena, modifications have also been made to how criminal cases are heard. The postponement policy was altered; a plea docket was created and motions were moved to the afternoon to capitalize on the Court’s docket Significantly, Judge Cox, with the help of others, was able to get the County to fund a business practice analysis by the Justice Management Institute. The Institute will engage in a multimonth analysis of staffing needs, resources, case volume and internal efficiencies, thereafter issuing a final report and recommendations. Judge Cox anxiously awaits the results, which are due out in the Fall.
Judge Cox was also brought aboard the Strategic Planning Committee in 2013. This Committee’s Mission Statement involves looking at where the Court System is at present; defining the Court’s role in the community at large; determining what the Court system should look like going forward; and ensuring that the Court as a whole is staying true to its vision. One outgrowth of the strategic planning process is a focus on “court house THE ADVOCATE
Who knew that all these efforts were going on behind the scenes?! Page 8
September 2015