121014 ATTACHMENT B TO THE MINUTES.PDF

Michael K. Jeanes
Clerk of the Superior Court's Office
I It
0110441«
Key Data
THE CLERK: The Clerk is the official record keeper and fiduciary agent for Superior Court • 9K minute entries distributed daily
• Leads an organization of more than 600 employees; • 14K documents processed daily
I — • 9K cash transactions processed daily
• Supports nearly 160 Superior Court judges and commissioners; and Chris Kelly • $449K received per day
• Serves in one of the largest counties in the nation. Chief Deputy • In FY 13/14
1.> 155K new case filings processed
FUNCTIONS OF THE OFFICE: The Office was established by the State Constitution Nancy Deputy Rodriguez Director Cathy Deputy Clarich Director 1 Rebecca Deputy Director Magana 19K marriage licenses issued
1> 43K passport applications processed
to serve the citizens, legal community, and the Superior Court. The specific and 1> 773K cash receipts issued
special duties of the Office are assigned by statute, the Arizona Supreme Court, and
local and statewide court rules. The functions of the Clerk satisfy more than 500 Where We Have Been
state statutes and court rules. Among the Office's responsibilities are to: The previous five years, the Clerk of Court has focused on streamlining and automation of processes.
• Provide public access to the records of the actions of Superior Court, Maricopa Efforts include conversion of Juvenile paper records to ECR, backscanning of 337K paper records to over
County, AZ; 30M electronic images, and implementation of Onnatic Customer Flow systems at CCB, SE, and CSC. Also,
• Attend each Superior Court session to record the actions of the court; we implemented an improved sealed records process, a one number IVR system, MEEDS enhancements,
• Receive filings for Superior Court action in civil, criminal, mental health, accounting software upgrades, and expansion of eFiling to include Tax and Affadavits of Service.
probate, tax, family court matters, and juvenile;
• Collect and disburse court-ordered fees, fines, and victim restitution; General Fiuind Expenditures (FY11,0. -FV1111)
• Provide various family support services to the public; Budget v. Actuall
• Receive, distribute, and preserve official court documents; There are
o Store exhibits for all court cases; 10 Office locations $31,500,000 -
e Process passport applications; throughout the $31,000,000 -
• Issue and record marriage licenses; and county to serve $30,500,000 .
the public. $301,501,455 $30
O Keep a docket. $30,000,000 -
i0,056 ,139 $ 2i9,857 14911 QActual
$29,500,000 - Bu dget
t10 76
$29,000,000 -- ii
MISSION: To provide progressive and efficient court-related records management and $78,500,000 $24,955, 325 8,913 ,635
financial services for the justice system, legal community, and public so they have fair 8,43 ,126
$28,000,000 -
and timely access to accurate court records and services.
$27,500,000 -
VISION: To be the most technologically advanced organization focused on delivering
outstanding customer and employee satisfaction in every aspect of our operations. $27,000,000 - FY2010 FY2011 FY2012 FY2013 FY2014

Michael K. Jeanes
Clerk of the Superior Court's Office
STRATEGIC PRIORITIES WHERE WE ARE GOING 5-YEAR BUDGET OUTLOOK CLERK OF COURT CHALLENGES
Strategic Priority 1: *Projects: 1) The Clerk is prepared to deliver current FTE Retention
Customer Service • RFR upgrade to ensure business mandates and services with continued 1) FY14 turnover rates reduced by 6.7% from FY13.
• Requires access whenever/wherever continuity of fee/fines/restitution optimism. Beginning to see an increase in turnover — estimate
needed management 2) Flat overall operating budget is expected an additional increase of 1% for FY 15
• Our focus is to timely provide what over the next five years given known • 1.[,v.,. .'..(.IIII:.',- i .r..,,, -
our customers need including: p. Business requirements target for
2/15 factors, and absent Court expansion. 12.7% 16.1% 23.8% 17.1% 18%
E' ECR expansion (Electronic Court (annualized)
Record) 3) Overall RFR replacement cost may exceed
• Development bids to follow 2) FY14 Merit/Market Increases
l> eFiling, eCertification L> 2002-2006 Back Scanning current budgeted allowance of $2.4M. • More competitive for IT resources
0. 15M images estimated O Losing best resources to private sector and other agencies
Strategic Priority 2: Potential Impact to Current Expectations due to job creations
Financial Management 0- Completion target date of 5/15 1) Increased criminal case trial rates impact 3) Courtroom Clerks: Retention/recruitment challenge
Fiduciary for the Court and distributor • Expanded Services: workload, especially Courtroom Clerks. remains high despite market adjustments/merit
to victims N New Courtrooms/Service Staff 2) Potential Court expansion to new locations increases.
• Requires responsible management As the Court expands, the Clerk of requires redundancy of staff/systems/FF&E. • FY14 turnover rate 18%, FY15 projected 19%
of funds Court will expand. O Starting salary falls below Pima/Pinal/Coconino counties
• Visibility to case financial information 3) eAccess by AOC may reduce revenues and O Up to six months of training to work independently
• Our focus is to timely and accurately 0. Three new courtrooms in increase project/implementation resources. 4) Replacement cost for FTE is $7K.
provide services through: CCB/OCH (1/15) including: 4) State eFiling solution post AZTurboCourt 5) Request continued focus on merit based salary adjust-
Modern/integrated systems 0. Five new Courtroom Clerks may require additional resources. ments and expanded review of key market ranges
Cash Receipting I. Facility/Equipment needs Special Revenues
• Billing eFile Expansion: Partner with AOC, Budget Improvements O Revenues continue to decrease; service requirements
• RFR (Restitution, Fines, and
Reimbursement) Superior Court and other County 1) $11M benefit back to the County in the continue to increase.
agencies on case initiation, other last six years o Absorbing Special Revenue personnel costs in
Strategic Priority 3: case types including Juvenile and • Results from sweeping automation/ General Fund
Employee Development RFR
High performing organizations begin inter/intra agency documents streamlining of processes Manages hundreds of millions of dollars in court-
with high performing employees. • E-Initiatives • Responsible spending ordered fines, fees, and restitution
• COSC staff model this characteristic Continued focus on eCertification, • Reduction of staff O No funding resources available
i> Dedicated/loyal through difficult eCase Initiation, eRedaction & • High attrition rates • 20+ year old legacy system
times eWorkflows 2) Diligent management will continue. O Hardware no longer available
• COSC is committed to support • Expect incremental improvements, with ▪ Recent hardware failure
employees through: Qmatic at NE Filing Counter and
incremental budget benefit. o Multi-million dollar project over several years
I> Possibilities for growth Marriage Licenses/Passports
I> Advancement opportunities • As attrition reduces, so will vacancy • Current IT resources insufficient due to ongoing
D Rewards for performance savings. application support