CLERK OF THE COURT BUDGET PLACEMAT 2017 - 2018 - FINAL.PDF

Michael K. Jeanes
Clerk of the Superior Court’s Office
FY 2017 Accomplishments
A Clerk of the u Inactive case scanning project
w Internal resources achieved substantial progress and scheduled to complete all paper adult
Superior Court
cases by March 2017. Total pages when finished - 206M.
Overview u IVR call management system refinement project *Recipient of 2016 NACo award
1 u iCIS NG partnership with Superior Court to develop/implement eSentencing in Criminal
T he Clerk is committed case type. Continuing partnership in Family and Juvenile Court.
to honoring the Customer u New Downtown Juvenile and Law Library Resource Center (LLRC) file counters
taxpayer in executing the
duties of the Office. To Satisfaction
do so as effectively and
efficiently as possible, the u Courtroom clerk initiative plan
Clerk’s Strategic Plan is w Courtroom Services (CRS) Restructure to relieve work for clerks and provide management
the guiding force for all we time to support/mentor/train clerks.
do. Recently, our ongoing w Clerk cross-training project to create a flexible courtroom coverage model. (70% now
plan was developed and 2 cover multiple case types) *Recipient of 2016 NACo award
rolled out for fiscal years u Courtroom Clerk analysis led to adjustments including $282K funded within existing budget.
2017 through 2019. u Alternative work schedules (currently 65% officewide)
Employee u Mentor training for Managers and above. Beginning stages to create systemic philosophy
Accomplishments and
Satisfaction throughout office.
goals are presented here
in relation to the three
strategic priorities. u Restitution, Fines, and Reimbursement (RFR) on schedule and within budget for early 2018
w Complex system houses $2.5B in Criminal Restitution Orders. Managed and built by internal
resources and contractors for multi-agency use includes database design, conceptual system
design and development of maintenance modules.
u General Ledger (GL) replacement on target for late 2017
3 w Project will be financed through Special Funds and include requirements, vendor solicitation,
systems review, and implementation costs.
Financial u Prudent budget management
w Eliminated positions to compensate for declining revenues and fund market adjustments
Management w Anticipated positive FY17 General Fund balance

Michael K. Jeanes
Clerk of the Superior Court’s Office
Looking Ahead to FY 2018
Budget Summary
Special Revenue Funds:
u Continue AOC partnership to launch eAccess to court records and u Fill the Gap (FTG) continues to
civil case initiation eFile expansion. decline (-5%) in FY17. Overages
u Expand eFile to include Juvenile subsequent documents - Fall 2017 continue to be covered by GF.
u Complete inactive case scanning with juvenile files, financed by u Special revenues remain flat to last FY.
4 internal resources including special funds. 21M pages estimated Overall, 6% lower compared to
within two years. When complete: 250M pages in electronic repository. historical patterns.
Customer u Explore feasibility of remote/online payment options by Summer 2017 u Vacant positions continue to be
Satisfaction eliminated to balance funds and cover
expenditures including merit, fixed
benefit increases and special projects.
u Attrition rates are unchanged for FY16 - 25% across agency and 30% Compensation:
in CRS. Still creating concerns for operations. u Regular merit increases vital to create
u Continue to promote employee retention through: a competitive market. Salaries trail
w Competitive compensation - merit increases other counties and municipalities.
5 w Encourage broader review of market studies to align pay with u Job analysis and market range
reviews desirable to ensure parity
cities, counties, state, etc.
Employee among like positions.
w Continue cross-training and external training opportunities u Potential significant impacts on
Satisfaction u Explore county-wide mentoring relationships the horizon from FLSA revisions
and impact of Prop 206.
RFR:
u Implement successful RFR system in early 2018 utilizing final u Project on schedule and within budget.
$1.5M set-aside. Total county funds (not internal resources) are less u Request set-aside funding of $1.5M
than $5M. be moved to FY18 budget to fund
6 u Replace aging GL with Enterprise Resource Planning (ERP) system project completion.
through utilization of special funds in Summer 2017. Anticipated u Complete upgraded GL, financed by
Financial inclusion of trust, AR/AP, procurement and budget modules. special funds.
u Continue prudent General Fund management including special funds. u Anticipate RFR data conversion will
Management be covered by special funds.