Superior Court of California County of San Bernardino October 14, - - PowerPoint PPT Presentation

Superior Court of California County of San Bernardino October 14, 2017

Approval of Minutes from June 22, 2017 Full Bench Meeting

2

Rules of Court

3

Strategic Plan 2018-2023

4

Context

California Rule of Court 10.603(c)(9)(A) states - The presiding j udge must: Prepare, with the assistance of appropriate court committees and appropriate input from the community, a long- range strategic plan that is consistent with the plan and policies of the Judicial Council, for adoption in accordance with the procedures established by local rules or polices.

5

Statement

The S uperior Court of the S tate of California, County of S an Bernardino, endeavors to create efficient, transparent, innovative services with trained, well qualified employees to provide stable and consistent access to j ustice stakeholders.

6

Judicial Branch Goals

The vision and strategic plan of the Court aligns with the Judicial Council’s S trategic Plan: Goal 1 - Access, Fairness, and Diversity Goal 2 - Independence and Accountability Goal 3 - Modernization of Management and Administration Goal 4 - Quality of Justice and S ervice to the Public Goal 5 - Education for Branch-wide Professional Excellence Goal 6 – Branch-wide Infrastructure for S ervice Excellence Goal 7 - Adequate, S table and Predictable Funding for a Fully Functioning Branch

7

Vision

• Expanded County Wide Access to Justice
• Increased S

tate Wide Relationships

• Efficient, Functioning and Accessible Case and Data

Management

• Well Trained and Committed Judicial Officers and

S taff

Strategic Directions

• Building Relationships
• Investing in the Court and the Community
• Committing to S

uccess

8

Developing Relationships

Issue Statement: S trengthen relationships among j ustice partners and with other courts.

• Partner with other courts and organizations

regarding training and state-wide issues.

• Leverage resources by partnering with other

courts.

• S

trengthen local and state agency partnerships.

• Increase involvement in executive statewide

committees.

• S

trengthen relationships with state and local legislators.

• Enhance relationships with community
• rganizations and local/ state political bodies.

9

Investing in the Court and the Community

Issue Statement: Enhance t he effect iveness and product ivit y of our j udicial officers and employees in order t o provide t he broadest possible access t o j ust ice.

• Engage Our Own: Commit t o increased engagement

and t ransparency court wide; encourage and offer leadership and out reach opport unit ies.

• Expand Access: Leverage cost-effect ive t echnology

solut ions t o increase access efficiency.

• Rebalance Workload: Analyze and manage available

resources t o meet t he needs of t he Court ’s workload and st at ut ory priorit ies.

• Train and Educat e: Develop innovat ive t raining

resources and programs for Judicial Officers and S t aff.

10

Committing To Success

Issue Statement: Integrate the strategic planning goals and guidelines into the day-to-day

• perations of the Court.
• S

et specific dates for completion of specific action items through oversight by the strategic plan sub-committee and tracked in the Judicial S ervices Master Calendar.

• Institutionalize the planning process for

continued development of the strategic plan.

• The Court Executive Committee will be

responsible for oversight of the implementation plan.

11

Preparation and Design Practical Vision Underlying Contradictions Strategic Directions Focused Implementation

The facilitator works with a client to clarify who needs to be involved, to examine the

• rganization’s

environment and to provide focus for the event. The group creates practical images of a group’s desired

• future. “ What

do we want to see in place in 3-5 years as a result of our actions? ” The group identifies and analyzes

• bstacles and

root causes that present realization of its vision. The group creates strategies that will deal with the contradictions and move a group towards its vision. The group decides the substantial actions required to carry out its new directions with measures and implementation plans.

12

Top Participatory Strategic Planning

1 Pre-Meeting and 4 Workshops

Strategic Planning Participants

• 1. Haight III, Hon. Raymond
• 2. Vander Feer, Hon. John
• 3. Bennett, Hon. Teresa
• 4. Bilash, Hon. Colin
• 5. Brodie, Hon. Kyle
• 6. Cabrera, Hon. Carlos M.
• 7. Cortez, Hon. Rod
• 8. Garza, Hon. Donna
• 9. Hosking, Hon. James
• 10. Keh, Hon. Winston
• 11. Ochoa, Hon. Gilbert
• 12. Pace, Hon. Annemarie G.
• 13. Poncin, Hon. Lynn
• 14. Reichert, Hon. S

tanford E.

• 15. S

achs, Hon. Michael

• 16. Y

abuno, Hon. Glenn

• 17. Bishay, Comm. Michael
• 18. Gassner, Comm. Michael
• 19. Eberhardt, Nancy
• 20. Davis, Mary Maj ich
• 21. Crouse, Alan
• 22. Fleshman, Robert E.
• 23. Meyers, Debra
• 24. Turner, Kimberlie
• 25. Garofalo, Cherie
• 26. Romero, Anabel
• 27. Gonzales, David
• 28. Comeaux, Debanie
• 29. McNamara, Kelly
• 30. Melendrez, Daniel
• 31. Desmarais, Denis
• 32. Becky Foreman

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Implementation Plan

Strategic Directions 1st Year

• S

et of Proj ects/ Activities

• Implementation Lead
• Implementation Team

Every Year (2-5)

• Choose from List of

Ideas

• Assign New Lead and

Team

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15

Break

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Annual Report

17

Executive Team

18 Court Executive Officer/ Jury Commissioner/Clerk

• f the Court

Nancy Eberhardt Chief Deputy Court Executive Officer Mary Davis Deputy CEO, Operations Anabel Romero Deputy CEO, Operations Cherie Garofalo Deputy CEO, General Counsel Debra Meyers Deputy CEO, Technology and Facilities Alan Crouse Deputy CEO, HR and Training Kimberlie Turner Deputy CEO, Finance and Comm. Bob Fleshman

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Judicial and Administrative Services and Operations

20

Judicial and Administrative Services

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Chief Deputy Court Executive Officer Mary Maj ich Davis Chief Deputy Court Executive Officer Mary Maj ich Davis Management Analyst III Management Analyst II Training and Development Analyst Denis Desmarais Travel Coordinator Beverly S mith

22

Chief Deputy Court Executive Officer Mary Davis Judicial and Administrative Services Judicial Support

• New Judge/ Commissioner

Orientation Program

• Temporary Judge

Program

• Judicial Education,

Training and Database

• Assigned Judge Program
• Judicial Leave, Elections

and Retirements

• Judges’ Intranet Page
• Judicial Photos,

S ubscriptions and Courtesy Fund

• Court Tours
• Rosters and Listings

Statistics and Legislative Analysis

• JBS

IS Reporting

• Caseload and

Workload S tats

• Legislative

Updates and Form Changes

• Judgeship

Needs Travel & Meetings/ Events Planning Operations Deputy Court Executive Officer, Operations Cherie Garofalo Deputy Court Executive Officer, Operations Anabel Romero

Operations

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Joshua Tree Needles Big Bear Victorville Rancho Cucamonga Barstow

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Mental Health S an Bernardino: Historic, Justice Center, Juvenile Delinquency, Juvenile Dependency, Child S upport Fontana

Anabel Romero Cherie Garofalo Managers Debanie Comeaux Keirnan Fost er Terri Daniel Managers Bernadett e Hawkins Carrie Robinson Joe Navarro Kim Greve Trina Edwards

Civil

• Court Reporter

(1-1)

• 3rd Mandatory

S ettlement Week

• District Manager I
• Probate

Investigations Backlog S trategy

• Restored 1 Full-Time

Court Investigator

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Probate

Accomplishments

Family Court Services

• Pilot Historic

– Document Control Triage – One-Day Divorce – Family Centered Case

Resolution

• Family Law Local Court

Policies

• TurboCourt
• eCase Exchange Child S

upport

• Access to Visitation Grant
• Family Law/ Family Court

S ervices Custody/ Visitation Agreement (Victorville Pilot)

26

Accomplishments

Family Law

Juvenile Dependency

• S

ealing of Records

• Legislative Changes

– Prop 57 – Prop 64 – Prop 47

• WI 241.1 Dual S

tatus Protocol Improved

27

Accomplishments

Juvenile Delinquency

Criminal

• Enhanced Case Numbering
• eCase Exchange Probation

Transfers

• Legislative Implementation

– Prop 64 – Prop 57 – Centralized Writ Process

• Ability to Pay
• Revamped Traffic

Reminder Notices

• Needles Reopened
• Amnesty Program

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Traffic

Accomplishments

Landlord Tenant/ Small Claims

• Reopening Fontana

Courtroom

• Expedited Landlord Tenant

Proceedings

Restoring Access and Expanding Services

Location/Case Type Number of Courtrooms Opened Barstow 1.5 Family Law 1.5 Juvenile 1 Probate 1 Needles 1 Total Courtrooms Opened 6

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• Continued language access expansion
• Walk-up window services at Barstow,

Fontana and Rancho Cucamonga

Fun Facts

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96,858 Commitments/ Releases Issued 14,040 Cases Resolved through Traffic Infraction Amnesty Program 40 Languages - Limited English Proficient 112 Bilingual S taff

386,573 DMV Transactions 2.6 Million People Entered our Court Buildings 853,069 Cases S cheduled for Court

Future Focus Areas

• Children’s Waiting Room
• Conservatorship S

panish Class

• Innovations Grant

Implementation

• JBS

IS Audit

• PC 1368 Pilot Program
• Cross Court Collaboration
• CMS

Improvement and Readiness Activities

– Theme: Making the S

ystem Work for Us

– CE S

• lutions

– Improved Cross

Collaboration PMO/ Core Teams

• Partnership Focused -

Judges/ S taff/ S takeholders

• Non-Professional S

upervised Visitation Training

• S

taff Development and Training

• Developing Future Court

Leaders

• Ongoing Review to Improve

Access, Quality and S ervice

• Needles Expanded S

ervice

• Big Bear District
• American S

ign Language Interpreter

31

Legal Research, Self-Help, Contracts, and Procurement

32

Legal Research FY 2016-17:

Workforce Realignment Brings Efficiency and Enhanced S ervices

S t anding: John Liu, Nick Hermsen S eat ed: Chris Gaspard, Maria Inman Jesse Male surveying a st ack of Habeas writ pet it ions. On 12/ 6/ 16, t here were 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 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 “ life-changing.”

CO MI N G SO O N !

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Self-Help FY 2016-17:

Expanding Our Facilities and S ervices

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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

• f outside in the hallway.

Self-Help FY 2016-17:

Expanding Our Facilities and S ervices

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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 1st 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.

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Full-Time Resource Center in Barstow provided services to 6,546 self-represented litigants in FY 2016-17!

Self-Help FY 2016-17:

Broadening Our Horizons

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Self-Help FY 2017-18:

The Resource Center of the Future

Why wait in line, when you can go ONLINE?

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Contracts and Procurement

• Department

Consolidation

– Improved

communication between functions and processes; and – Emphasis on customer

service and accuracy.

41

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

• ver $1.5 million during the last fiscal year.

42

Procurement Accomplishments

• 993 new purchase
• rders totaling

$5.73 million

• 46 solicitations

throughout FY 2016-17

– Included employee

benefits, innovation grants, website redesign, custodial services, and armored car services

43

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.

Facilities, Records, Administrative Services, Court Technology Services, and Program Management Office

44

Facilities:

S upported Operational Change and Expansion of S ervices

45

Needles Courthouse Reopened

Children’s Waiting Room at Historic Courthouse Historic Courtroom S elf-Help Resource Center Legal research libraries offices

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

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 window at Rancho Cucamonga

Facilities:

Improved the Court Experience for S taff and the Public

47

Facilities:

Records Management

48

There are approximately 2.4 million file folders and 4.2 million microfilmed/ imaged files currently stored at the Records Center. 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 districts 4,917

Facilities & Records:

Future Focus Areas

Working to:

• Improve the Court experience for the

public and staff

49

• Lay the groundwork for paper
• n demand

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

Temporary Judges

• 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

3rd annual Law Day in May

50 Children’s Wait ing Room at Hist oric Court house Law Day at Vict orville Court house

Administrative Services:

Jury Administration

51

Highlights:

• New j ury service policy including time

qualification and mileage calculation

• New j ury summons postcard
• S

elf-service kiosks installed in all four court locations

• Enhanced online services
• 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

Fun Facts:

JUR Y S ERVICE

Administrative Services:

Treatment Courts

Highlights:

• Formed first Juvenile Drug Court S

teering Committee

• Drug Court Ceremony held in May: 120 attendees

Quick Facts:

Court Adult Drug Court Juvenile Drug Court Mental Health Court Veterans Court Clients 516 54 151 100 Completions 122 16 40 14

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

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S ervers maintained: 205 Computers deployed: 1,760 Public webpage views: 9,280,971 Files backed up daily: 3,562,442 CourtTechS upport Help Desk Phone calls received: 5,787 E-mails received: 65,743 100% completion of Employee S ecurity Awareness Training

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

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

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

Moving Forward with Odyssey

57

Estimated Go Live Dates: S mall Claims & Landlord Tenant – Feb. 2019 Civil & Appeals – June 2019 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

60

At the Median Over the Median Below the Median

Completed Projects

61

• 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

Completed Projects

62

• 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
• fficer introduction
• Implemented 9/ 80 schedules court-wide

Fun Facts

63

147 New Hires 208 Employees Promoted 34 Employees attended “ Power of Us” Lunch 348 Training Classes & Workshops

• ffered

6,900 Training Hours 28,740 Payroll checks processed

64

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

65

Future Focus Areas

• Paperless Personnel Files
• Interpreter Negotiations
• Court-Wide Training

Initiatives

– Odyssey – Operational Processes – S

trategic Planning - Training

FY 2017-18 Budget, Financial Services, and Communications

66

FY 2017-18 Approved Budget

67

$124,906,043

Revenue Items for FY 2017-18

68

• WAFM –Y

ear 5

– Historical Base is 50%

reallocated, 5th and final year of rollout

– Total WAFM %

closer to 70%

• CAC (Dependency) $22 Million S

tatewide

– S

an Bernardino’s Allocation of $1.55 million

• Adj ustments to Local Revenues

– Impacts from AB103/ Prop 47 – Civil Assessments – Other Fees, Misc. Revenue,

and Interest Income

– Escheatment

• AB 109

$50 $60 $70 $80 $90 $100 $110 $120 $130 $140 Millions

Total Revenues By Year

69

$120 $122 $124 $126 $128 $130 $132 Millions

Total Revenues By Year

70

Notable Expenses for FY 2017-18

71

• 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

Approved One-Time Projects

72

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
• Improvements/ Relocate Court Tech to Annex 1st Floor (T-Wing)

Items NOT Included in the Budget

73

• 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

Summary

• Court finances are solid (for now)
• Funding plateau has been reached
• Leveraging one-time funds for court

improvements

• S
• me challenges on the

horizon

• Continued prudent

management of limited resources

74

Financial Services:

Primary Functions

75

• 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
• fficers and staff (transitioning to JAS

Unit)

76

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.

77

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
• 3rd 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

78

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

the Court

79

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

80

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.

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?

SPEAKING OF ACCESS

 MY CELL PHONE NUMBER:  760-963-0771

STEADY AS SHE GOES

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