Future Focus Areas • Children’s Waiting Room • Partnership Focused - • Conservatorship S panish Class Judges/ S taff/ S takeholders • Innovations Grant • Non-Professional S upervised Implementation Visitation Training • JBS IS Audit • S taff Development and • PC 1368 Pilot Program Training • Cross Court Collaboration • Developing Future Court • CMS Improvement and Leaders Readiness Activities • Ongoing Review to Improve – Theme: Making the S ystem Access, Quality and S ervice Work for Us • Needles Expanded S ervice – CE S olutions • Big Bear District – Improved Cross • Collaboration PMO/ Core American S ign Language Teams Interpreter 31
Legal Research, Self-Help, Contracts, and Procurement 32
Legal Research FY 2016-17 : Workforce Realignment Brings Efficiency and Enhanced S ervices Jesse Male surveying a st ack of Habeas S t anding: John Liu, Nick Hermsen writ pet it ions. On 12/ 6/ 16, t here were S eat ed: Chris Gaspard, Maria Inman 113 pending pet it ions. As of 9/ 1/ 17, t here were only 55 pending pet it ions. None were overdue for ruling.
Legal Research FY 2017-18 : The Future is Now 7 research attorneys successfully CO MI N G SO O N ! piloted a telecommuting program, working from home 3 days per week, reducing vehicle miles traveled each week by 2,130 miles . Productivity either remained stable or increased for each participant. One attorney described the program as 34 “ life-changing.”
Self-Help FY 2016-17: Expanding Our Facilities and S ervices 35
Self-Help FY 2016-17: Expanding Our Facilities and S ervices Fontana workshop participants learning how to better prepare for their S mall Claims hearing. Fontana customers enj oying a more comfortable wait inside former courtroom F9 instead of outside in the hallway. 36
Self-Help FY 2016-17: Expanding Our Reach Through Technology The FLFA was officially launched! Now, self-represented litigants seeking to modify existing spousal support and/ or child custody, visitation, and/ or support orders can do so 24/ 7, using this free online guided interview and form completion program. In 1 st Quarter FY 2017-18, almost 300 customers took advantage of this tool. This number will continue to grow, as workshops will be offered within the Resource Centers at multiple locations and at outreach events in the community. 37
Self-Help FY 2016-17: Broadening Our Horizons Full-Time Resource Center in Barstow provided services to 6,546 self-represented litigants in FY 2016-17! 38
Self-Help FY 2017-18: The Resource Center of the Future Why wait in line, when you can go ONLINE ? 39
Contracts and Procurement • Department Consolidation – Improved communication between functions and processes; and – Emphasis on customer service and accuracy. 40
Contracts Accomplishments • Value of all contracts currently in effect is $136 million – 75 new contracts with an added value of $23 million ; and – Re-negotiated existing j uvenile dependency representation contracts and saved the Court over $1.5 million during the last fiscal year. 41
Procurement Accomplishments • 993 new purchase • 46 solicitations orders totaling throughout FY 2016-17 $5.73 million – Included employee benefits, innovation grants, website redesign, custodial services, and 42 armored car services
Future Focus Areas • Develop and implement proj ect manager training. • Update local contracting manual. • Conduct court-wide site visits to assess service level and supply needs. • Transition to electronic requisitions. 43
Facilities, Records, Administrative Services, Court Technology Services, and Program Management Office 44
Facilities: S upported Operational Change and Expansion of S ervices Needles Courthouse Reopened Children’s Waiting Room at Legal research libraries offices Historic Courtroom S elf-Help 45 Historic Courthouse Resource Center
Facilities: Enhanced S ecurity Highlights: • Installed turnstile gates with access card readers at Historic, Child S upport and Barstow • Connected security cameras in public spaces to court equipment at Rancho Cucamonga • Installed access readers for j udges’ entry and parking at Victorville 46
Facilities : Improved the Court Experience for S taff and the Public Highlights: • Re-upholst ered all court room audience bench seat ing in Vict orville • Inst alled new carpet and paint at Joshua Tree and Juvenile Delinquency • Inst alled addit ional st one benches for public corridor seat ing at S BJC • Complet ed ext erior window washing • Inst alled new calendar displays and ceiling t ile and opened walk-up 47 window at Rancho Cucamonga
Facilities: Records Management Fiscal Y ear 2016-17 Files microfilmed 96,528 Images filmed 6,071,384 Files from districts 141,238 Requests for files 40,957 Number of boxes picked up from 4,917 districts There are approximately 2.4 million file folders and 4.2 million microfilmed/ imaged files currently stored at the Records Center. 48
Facilities & Records: Future Focus Areas Working to: • Improve the Court experience for the public and staff • Lay the groundwork for paper on demand 49
Administrative Services Highlights: • Children’s Wait ing Rooms: 1,236 kids • ADA accommodat ions: 1,438 • 3 Innovat ions Grant Awards: $710,991.69 • Temporary Judge Program: • 612 hours served by 16 Law Day at Vict orville Temporary Judges Court house • Appoint ed 5 new at t orneys • Launched Temporary Judge Appreciat ion Ceremony • Management Analyst s complet ed 27 proj ect s • 280 st udent s part icipat ed in 3 rd annual Law Day in May Children’s Wait ing Room 50 at Hist oric Court house
Administrative Services: Jury Administration Highlights: • New j ury service policy including time qualification and mileage calculation • New j ury summons postcard JUR Y • S elf-service kiosks installed in all S ERVICE four court locations • Enhanced online services Fun Facts: • Juror summons: 799,060 • Jurors who completed service: 98,343 • Criminal j ury trials: 397 • Civil j ury trials: 76 • Jurors assisted by phone: 379,486 • Electronic notifications sent to j urors: 42,430 51
Administrative Services: Treatment Courts Highlights: • Formed first Juvenile Drug Court S teering Committee • Drug Court Ceremony held in May: 120 attendees Quick Facts: Adult Drug Juvenile Mental Veterans Court Court Drug Court Health Court Court 516 54 151 100 Clients 122 16 40 14 Completions 52
Court Technology: Maintained Existing S ervices and Improved the Infrastructure Highlights: • Proj ect I Odyssey S upport to CTS • All agencies are on e-Warrants • Network Diversity • eCase Xchange Go-Live for Criminal and Child S upport • JCC Cyber Insurance • S elf-Help Resource Center Kiosks 53
Court Technology: Fun Facts S ervers maintained: 205 Computers deployed: 1,760 Files backed up daily: 3,562,442 100% completion of Employee S ecurity Awareness Training Public webpage views: 9,280,971 CourtTechS upport Help Desk Phone calls received: 5,787 E-mails received: 65,743 54
Court Technology: Future Focus Areas • Redesign the public website – Website Committee – Estimated launch date: Fall 2018 • Prepare for Odyssey Proj ect II 55
Program Management Office Highlights from Proj ect I: • Odyssey and Clerk’s Edition upgraded • Judicial Traffic S ummary implemented in S eptember 2016 • Case numbers automatically assigned in April 2017 • Developed custom financial reports and prison abstract report • Resumed DOJ electronic reporting in August 2017 Quick Facts: • FTP Notices: 17,825 , approx. $8.4 million potential receivables • FTA Notices: 97,607 , $18.2 million potential receivables • Reminder (Courtesy) Notices: 152,611 • Warrants Issued: 106,239 • Traffic IVR: $1.7 million collected 56
Moving Forward with Odyssey Estimated Go Live Dates: S mall Claims & Landlord Tenant – Feb. 2019 Civil & Appeals – June 2019 57 Family Law, Child S upport, Probate & LPS –Aug. 2019
Human Resources and Training 58
Completed Projects Court-wide Classification Study • Took 2.5 years to complete • Approximately 98 classifications were studied • 20 classifications were reclassified • 15 Meet & Confer meetings with the unions 59
Classification Study Findings At the Median Over the Median Below the Median 60
Completed Projects • Training Initiatives • Faculty Proj ect/ S ubj ect Matter Experts train case specific courses (i.e., Civil, Criminal, Probate, Landlord/ Tenant) • Created and implemented S upervisory Task Essential Program (S TEP) • Negotiated language that requires all newly hired Court Reporters to become real-time certified within 6 months of hire • Implemented a Volunteer Program • Reinstituted “ Power of Us” Lunches 61
Completed Projects • Implemented a Telecommuting Pilot Program with JS C III’s • Two high-level recruitments (Commissioner & CEO) • Implemented on-site fingerprinting for FBI/ DOJ backgrounds • Implemented a new Court Reporter Real-Time Test • Created a new one-day orientation with a j udicial officer introduction • Implemented 9/ 80 schedules court-wide 62
Fun Facts 348 Training Classes & Workshops offered 6,900 Training Hours 28,740 Payroll checks processed 147 New Hires 208 Employees Promoted 34 Employees attended “ Power of Us” Lunch 63
Future Focus Areas • Updating Personnel Plan Policies • Implementation of a S upervisor Training for new supervisors • Implementation of a new Probationary Employee Process • Employee Engagement S urvey • New & Improved Work Performance Evaluation Process • Implementation of a S uccession Planning Program 64
Future Focus Areas • Paperless Personnel Files • Interpreter Negotiations • Court-Wide Training Initiatives – Odyssey – Operational Processes – S trategic Planning - Training 65
FY 2017-18 Budget, Financial Services, and Communications 66
FY 2017-18 Approved Budget $124,906,043 67
Revenue Items for FY 2017-18 • WAFM –Y ear 5 reallocated, 5 th and – Historical Base is 50% final year of rollout – Total WAFM % closer to 70% • CAC (Dependency) $22 Million S tatewide – S an Bernardino’s Allocation of $1.55 million • AB 109 • Adj ustments to Local Revenues – Impacts from AB103/ Prop 47 – Civil Assessments – Other Fees, Misc. Revenue, and Interest Income – Escheatment 68
Total Revenues By Year $140 $130 $120 $110 Millions $100 $90 $80 $70 $60 $50 69
Total Revenues By Year $132 $130 $128 Millions $126 $124 $122 $120 70
Notable Expenses for FY 2017-18 • Retirement Costs – $3 million spike in retirement, funding half in the current year • Tyler/ Odyssey – S ignificant CY costs, funded by existing reserves and 2% automation funding • Deferred 2016-17 S taffing Costs – Half year cost budgeted pending further review 71
Approved One-Time Projects Security • S ecure Judges Parking Lot in Rancho Cucamonga • Fast Track & Card readers for Employee Entrance Gates at Dependency • S ecure Lower Level Parking Lot with Card Reader Accessibility in Barstow Technology • Credit Card machines to support Tyler Civil/ Family/ Juvenile • Joint Development Efforts: S tatewide Tyler Guide, File Product, and Enhancements • PC Refresh Facility and Infrastructure Improvements • Alternative Location for Child S upport • Exterior Enhancements at Historic • Display Cases for Courthouse lobby in Rancho, Fontana, and Victorville • Plastic laminate for Dependency and Victorville 72 Improvements/ Relocate Court Tech to Annex 1 st Floor (T-Wing) •
Items NOT Included in the Budget • Escheatable funds after June 30, 2014 • Potential action on bail reform • Undetermined revenue backfill for losses resulting from DMV holds related to FTP • Compensation S tudy • Upcoming labor negotiations in FY 2019-20 73
Summary • Court finances are solid (for now) • Funding plateau has been reached • Leveraging one-time funds for court improvements • S ome challenges on the horizon • Continued prudent management of limited resources 74
Financial Services: Primary Functions • Accounting • General Ledger • Accounts Payable • Accounts Receivables • Grant Reporting • Cash Management • Counter, online, mail payments • Daily reconciliation across all accounts • Banking and armored car services • Budget Development and Management • Annual budget development with local Budget Committee • Revenue and expense tracking • Collections revenue and distribution • Travel Support and Coordination • Comprehensive, centralized travel support for j udicial 75 officers and staff (transitioning to JAS Unit)
Financial Services: Key Metrics for 2016-17 • $75,965,120 in revenue collected, reconciled, and distributed to local and state entities • Counter, online, mail-in payments, civil filing fees, etc. • 46,166 accounting documents processed • Payments, deposits, j ournal entries, etc. • 11,233 payment documents processed totaling $20M • 89,444 miles of j udicial travel supported • Air miles alone = 3+ trips around the globe • Smallest fiscal office compared to like-sized courts. S taffing similar to, but less t han Ventura’s. 76
Financial Services: S ervice Improvements & Accomplishments • Simplified Billing, Claims, & Invoice Processes • Revised delegation matrix to streamline workflow • Initiated rollout of electronic billing • Court-Ordered Debt Collections (Delinquent) • Updated MOU with the County • 3 rd party vendor on hard to collect cases • Discharge from accountability policy established • Escheatment Policy and Process • 2016 process successful; 2017 underway • One-time revenues expected to buoy local budget for the next few years 77
Financial Services: In-Progress Proj ects and Initiatives • Consolidating & Simplifying Workflow • Aut omat ing physician assignment process • Aligning physician claims processes wit h similar t ype claims (court report ers, int erpret ers) • More Control Over Treasury Services • Banking services – Many accounts historically under the County – Moving to BofA under the JC’s master contract & support services – First accounts moving Fall 2017, completed by S pring 2018 • Armored car services – S ervices disrupted with County changing banking vendors – Like banking services, little control over vendor – RFP issued, new contracts going into place • New contracts provide more control, reduce risk to 78 the Court
Financial Services: Future Focus Areas • Assessing Cash Services at All Locations • Eliminating staff trips to the bank to make change – Evaluating digital safes, armored car service enhancements • Remote deposits – S uccessfully implemented remote deposit feature in Needles • Both efforts reduce risk and help to minimize staff liability • Leveraging Technology to Support Budget Functions • Implementing revenue, expense, analysis, proj ections platform • Utilizing data visualization tools to better communicate and explain court business metrics • Developing Finance Management Skills for Court Leaders • Delivering more budget information and learning opportunities • Partnering with Contracts & Purchasing to support proj ect management skill development with court management team 79
Court Communications: Primary Functions • Public Affairs • Media relat ions • Press releases • Public not ices • Communit y out reach • Internal Communications • Developing and leveraging more digit al st rat egies t o bet t er communicat e wit h j udicial officers and st aff. • Improving exist ing communicat ion t ools t o enhance access t o informat ion on court plat forms (Int ranet , et c.) • Strategic Support • S upport Judicial and Execut ive Leadership wit h t alking point s, speeches, present at ions, et c. • Annual report s, fact sheet s, and ot her report s. 80
Questions? 81
Report of the Presiding Judge 82
On-Call Updates 83
On-Call Complaint Log 84
Emergency Justification Box 85
Emergency Justification Box 86
87
Additional Improvements • Improve message when session times out • Develop alert to return faxed warrants 88
1368 Pilot Project 89
Leave Approval 90
Judicial Election Filing Period 91
Hearing Officer Hiring 92
Sanchez/Gomez Shackling Case 93
Executive Committee Election 94
2018-2020
THE GOAL “The dignity and stability of government in all its branches, the morals of the people, and every blessing of society depend so much upon an upright and skillful administration of justice.” John Adams, Thoughts On Government 1776
CONSTANT FOCUS ODYSSEY IMPLEMENTATION AND IMPROVEMENTS WAFM OR OTHER FUNDING METHODS OUR BUDGET ASSIGNMENT AND REASSIGNMENTS COMMUNICATION ADDITIONAL JUDICIAL OFFICERS
STRATEGIC PLAN Cannot be done without you Our plan
EFFICIENCIES, WHAT CAN WE DO Misdemeanor FTAs- how do we stop the churning? Daily status calendar- daily emails or Google share document Online Dispute Resolution What else?
ACCESS How do we use our existing courthouses to assist our overburdened courthouses? Can/should we implement video appearances in different calendar types for distant litigants?
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