Washington Lawyer - September/October 2024 - 25

FEATURE
The COVID-19 crisis would go on to define the first two years of JoseyHerring's
tenure, which saw her successfully transition the court to virtual
operations. " Getting through the pandemic was enormous, " says JoseyHerring,
who is stepping down this month at the end of her term. " It
is hard to understate how significant of an effort that was because there
were so many moving parts. "
The pandemic further bogged down a court already overburdened by a
lack of judges, but Josey-Herring, who is no stranger to crises, pressed on
to deliver on her goal to make the court more accessible to low-income
litigants. " Virtual options have exponentially expanded access to justice, "
she says.
In addition to reimagining the court, postpandemic,
to allow for a mix of in-person
proceedings and virtual hearings, JoseyHerring
established the Committee on
Pro Bono and Affordable Counsel, the
Committee on Public Education and
Court Independence, and the Artificial Intelligence
Task Force to help the court get
ready for the next wave of technological
advancements.
As she prepares to wrap up her four-year
term and begin a new chapter in her life
- where she aims to balance restlessness
and rest - Josey-Herring reflects on her
trailblazing legacy and the future of Superior
Court, which she has served for nearly
three decades.
Four years ago you became the first
woman chief judge of D.C. Superior
Court. Was that surprising to you?
That fact confounded me since almost
half of the judges were women and several
had served in key leadership positions.
The court is a large organization, akin to a big business. It has to be managed
well, and it is also important to treat people with respect and courtesy
both inside and outside the court. That is something that I have always
done because that is how I was raised. My time as a sales associate at Garfinkel's
as a young college graduate helped me hone [my] customer service
skills. Although that experience may seem unrelated, good communication
and customer service skills are very important in managing people
and interfacing with stakeholders on both routine and sensitive issues.
I acquired many hardcore skills as a litigator and as deputy director of the
[Public Defender Service for the District of Columbia] before becoming a
I did not run for chief judge because
I wanted to be the first woman; I ran because
I had presided over cases in every division of the court, except probate.
I also served as the deputy presiding judge for the Family Court for
five years and presiding judge for three during the reorganization of the
Family Division and transition to the Family Court. I had also [been] on a
number of important committees and started several initiatives in the
court to improve access to justice. I knew that I could make a positive impact
on the court.
During the pandemic, under Josey-Herring's leadership, D.C. Superior Court transitioned the majority of its
courtrooms to virtual operations.
judge. In 1995 the city had a financial crisis. At the Public Defender Service
(PDS), we were faced with the possibility of furloughs and laying people
off because our budget was cut by the city council. Jo-Ann Wallace, the
director, and I worked together with individuals at the Department of
Justice to get the Public Defender Service into the 1997 D.C. Revitalization
Act funding stream.
I was fortunate enough to be selected as chief judge because there are
so many talented women on the court who contribute greatly to the operation
of our system. And there have been many female leaders in the
court for decades. So, it certainly was about time that the significant contributions
of women to the court were recognized.
What new things did you learn about yourself in the role of chief
judge?
I learned that all my years of experience, both professionally and as a
lay person, . . . were critically important to my ability to successfully lead
through the challenges that I have been faced with as chief judge.
We were able to avoid layoffs and furloughs and increased our budget
tremendously during that difficult time. So, I have moved through several
crises. Each crisis has made me stronger and more agile in terms of developing
leadership skills. It has grounded me so that I have not been overwhelmed.
I
have a God-given talent of being able to see beyond where I currently
am, to envision where I want to be, and to figure out who I need on my
team to achieve that vision. I did it with Jo-Ann Wallace at the Public Defender
Service, and with former Chief Judge Lee Satterfield [of Superior
Court] as we led the Family Court through what was initially a very intense
time. I have also been able to do so during the pandemic with many talented
court leaders and staff.
SEPTEMBER/OCTOBER 2024 * WASHINGTON LAWYER 25
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Washington Lawyer - September/October 2024

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