HomeMy WebLinkAboutMINUTES - 12131994 - IO.12 TO: ' BOARD OF SUPERVISORS I .O.-12
5 `INTERNAL OPERATIONS COMMITTEE Contra
FROM. r' , -j' '
Costa
November 28, 1994
County
.•Ty
DATE: fry coiii+`�
REPORT ON THE EVALUATION OF THE SUPERIOR COURT, MUNICIPAL COURT AND
SUBJECT: COUNTY CLERK-RECORDER'S DEPARTMENT
SPECIFIC REQUEST(S)OR RECOMMENDATIONS)&BACKGROUND AND JUSTIFICATION
RECOMMENDATIONS:
1 . EXPRESS the Board' s appreciation to the Presiding Judge of the
Superior Court, the Chairman of the Municipal Court Judges
Association and the County Clerk-Recorder and members of their
staffs for meeting with the Internal Operations Committee to
review the operations, achievements and problem areas of the
Courts and the County Clerk-Recorder' s Department. .
2 . REMOVE this subject as a referral to the 1994 Internal
Operations Committee, referring it instead to the 1995
Internal Operations Committee to continue the review of County
Departments .
BACKGROUND:
On June 28, 1994 , the Board of Supervisors, at the request of
Supervisor DeSaulnier, referred to the Internal Operations
Committee a request to develop a procedure which would allow the
Internal Operations Committee to meet with each . Department Head
during- the year and report on the Department' s activities .
CONTINUED ON ATTACHMENT: YE SIGNATURE:
RECOMMENDATIO F C UN Y AD NIST ATOR RECOMMENDATION OF BOARD COMMITTEE
APPROVE HE
SIGNATURE(S): ITH MARK DeSAULNIER
ACTIGN OF BOARD ON December 13, 1994 APPROVED AS RECOMMENDED L/ OTHER
VOTE OF SUPERVISORS
I HEREBY CERTIFY THAT THIS IS A TRUE
UNANIMOUS(ABSENT ) AND CORRECT COPY OF AN ACTION TAKEN
AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD
ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN.
ATTESTED rAE rrv
Contact: PHIL BATCHELOR,CLERK OF THE BOARD OF
cc: See Page 2 SUPERVISORS AND COUNTY ADMINISTRATOR
BYT� �11��,Q,(��./ DEPUTY
I .O.-12
On November 28, 1994, our Committee met with the following:
The Honorable Douglas Swager,
Presiding Judge of the Superior Court
The Honorable Garrett Grant
Chairman of the Municipal Court Judges Association
Stephen L. Weir, County Clerk-Recorder
Len LeTellier, Superior Court Executive Officer
Nancy Rampani, Interim Municipal Court Administrator
Judy Lytle, Municipal Court Fiscal Officer
Bob Delevati, Assistant County Registrar of Voters
Barbara Chambers-Ranse, Assistant County Recorder
Clarice Bush, Assistant County Clerk
Bob Westby, Records Manager
and the County Administrator, Phil Batchelor.
Judge Swager presented some of the statistics regarding the
staffing levels and caseload of the Courts . He noted that among
the problems facing the Court are courthouse security, the
maintenance of the court facilities and the amount of space
available to the courts, and the impact which the "Three Strikes
Legislation" will have on the Superior Court. Judge Swager noted
that the Superior Court now has some 100 "Third Strike" cases
pending in various stages .
Judge Grant reviewed the attached document with our Committee,
emphasizing the fact that the Municipal Court is operating with a
14% vacancy factor, loans judges to the Superior Court on a
permanent basis, is committed to innovative automation systems and
is also concerned with courthouse security and space
considerations . Nancy Rampani noted in terms of automation the
voice interactive data processing system, the paperless transfer of
cases to the Superior Court and the automated warrant system, each
of which should save money, improve service to the public and
further the cause of justice.
Steve Weir reviewed the attached report with our Committee,
reemphasizing the point made by Judge Swager that the Clerk' s
office has the lowest staff to judicial position ratio in the State
and one of the most active benches in the State. He also noted the
facilities problems the Clerk was having with leaks in the old
courthouse, the lack of experienced staff in the budget and
personnel areas, morale problems and problems with building
security. He also noted the management shortages in the Elections
Division which will make it difficult to replace Bob Delevati next
year, problem with the Elections telephone system on election days
and the excessively large precincts .
Our Committee is impressed with the dedication and commitment of
the Superior Court and Municipal Court benches and with the ability
of staff to continue to handle increasingly heavy workloads with
staffing which is already stretched thin in many areas . We
appreciate the cooperation of the Courts and the Clerk-Recorder in
the many areas where cooperation between the Courts and the County
are key to our mutual ability to operate effectively.
We look forward to continuing to work closely with the Courts and
the Clerk-Recorder in the coming year.
cc: County Administrator
Douglas E. Swager, Presiding Judge of the Superior Court
Garrett Grant, Chairman, Municipal Court Judges Association
Stephen L. Weir, County Clerk-Recorder
Len LeTellier, Superior Court Executive Officer
Nancy Rampani, Interim Municipal Court Administrator
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MUNICIPAL COURT
1994-95 Net
Adopted County
Program Budget Cost Staff
Court Operations $11,789,869 $1,653,300 194
Court Probation Officers 239,000 0 4 (contract)
Collections/Compliance 397,401 299,000 7
Court Reporter Services 1,142,500 849,100 14
Interpreter Services 151,900 116,429 1 (+ contracts)
Juror Services 100,000 71,800 0
TOTAL $13,820,670 $2,989,629 216
Revenues: $10,831,041
Net County Cost: $ 2,989,629
1. Court Operations
Description: To provide mandated services to the public in felony,
misdemeanor and infraction cases (including local ordinances) ,moving
traffic offenses, and in all civil cases where the amount claimed is
$25,000 or less and small claims cases in amounts of $5,000 or less.
FTE: 194
Level of Discretion: Very limited discretion
Financing Sources: State, County General Fund, Fines and Fees.
2. Court Probation Officer Program
Description: To interview defendants, make sentencing recommendations,
monitor participation in treatment programs, determine .restitution amounts
and gather collections information, screen defendants for diversion
programs and perform other court-related duties.
FTE: 0 (4 positions budgeted in the Probation Department budget)
Financing Sources: Fees
3. Collections/Compliance Program
Description: Monitor compliance with all conditions of probation including
payment of fines, fees and restitution, and to pursue collections on civil
judgements.
FTE: 7
Financing Sources: State and County General Fund
JAL4-112
1 1
4. Court Reporter Services
Description: To provide reporting and transcript services as required by
the courts..
FTE: 14
Level of Discretion: Very limited discretion
Financing Sources: State, Fees and County General Fund
5. Interpreter Services
Description: Interpreter services for defendants in criminal trial.
FTE: 1 plus contracted per diem staff.
Level of Discretion: No discretion
Financing Sources: State and County General Fund
6. Juror Services
Description: Juror per diem and mileage expense for sworn and unsworn
jurors.
FTE: 0
Level of Discretion: No discretion
Financing Sources: State, Fees and County General Fund
AUTOMATION
Each program identified above is supported by court automated systems.
Fifty-one percent (51%) of our services and supply budget equalling $1,735,689
is for data processing services for the 1994/95 Fiscal Year. The Municipal
Courts' commitment to automation has provided us with operating systems that
permit the courts to use its limited financial and staffing resources at an
optimum level.
P��SOIVTIV •-•J� 't�'�SCUI2C�' S
The following statistics show staffing for the various classes in
the Municipal Courts as of November 30, 1994 excluding judges,
commissioners and court reporters.
Vacant Filled
Co Administrator 1
District Court Manager 3
Ct Operations Coord 1 3
Division Supervisors 10 management
Fiscal & Admin Mgr 1 classes
Systems & Facilities Mgr 1
Management Analyst 1
Ops & Trng Mgr 1
Program Asst 1
. (Sub-totals) 2 21
Acctg Specialist 1
Collections Agent 1 1
Comp Systems Techn 1
DEPUTY CLERK DEEP CLASS staff
Ctrm Clerk 16
Specialist Lvl 2 28
Senior Lvl 6 59
Exp Lv1 9 24
Data Entry Op II 6 3
(Sub-totals) 24 133
GRAND TOTALS 26 + 156 = 182
(14%)
7 males, 175 females
(4%) ( 96%)
Ethnic composition of Clerk's Office staff, based on Affirmative
Action's December 1993 departmental statistics:
White 70%, Black 13%, Hipsanic 12%,
Asian/Pacific Islander 2%, Filipino 3%
(none identified for American Indian)
Statistics for sick leave usage for FY 1993-94 are provided below.
The figures are for Clerk's Office staff, excluding judges, court
commissioners and court reporters.
Initially, the figures are adjusted for both maternity and extended
medical leaves (such as surgery) of one week or more. The second
column includes all actual sick leave days used without regard to the
nature of the illness/injury. (The average number of hours off
work would be higher than shown if AWOP and/or use of other
accruals in lieu of sick leave were included. )
Adjusted Actual
S/Lv Usage S/Lv Usage
ADMIN UNIT: 898 1149 (251 medical)
15 FTE filled pos. (59.9 avg) (76 .6 avg)
BAY COURT: 2980 4650 ( 1153 maternity
45 FTE filled pos. (66 .2 avg) (103 .3 avg) & 517 medical)
DELTA COURT: 1953 2349 (396 medical)
28 FTE filled pos. (69.7 avg) (83 .9 avg)
MT. DIABLO COURT: 2476 3332 (365 maternity
36 FTE filled pos. (68 .8 avg) (92.6 avg) & 492 medical)
WC-D COURT: 2275 3574 (255 maternity
35 FTE filled pos. (65 avg) (102 avg) & 1044 medical)
COUNTYWIDE TOTALS: 10,582 15,054
(66.6 avg) (94.7 avg)
FTE "lost" positions due 5 7
to sick leave usage: (3%) (4%)
NOTE: Additional positions were "lost" due to worker's compensation
illnesses/injuries and unpaid leave (voluntary furlough and/or AWOP) .
At Bay Court alone, one employee was off on a job-related illness for
over nine months, and another employee was on an unpaid medical leave
for most of the fiscal year.
We continue to work with Risk Management staff to improve the work
environment and effectively manage work-related illnesses/injuries.
ADMINISTRATIVE
ORGANIZATION CHART
CONTRA COSTA COUNTY MUNICIPAL COURTS ADMIN/FLOWCHART
BUDGET UNIT 220
FTE
ORO # pBUDGETED Note: --- = Non Statutory
2205 ADMINISTRATION 17
2210 MT. DIABLO 53
2211 BAY 65 P — — — — — - — ------------i
2214 WALNUT CREEH 47.5
2215 DELTA 32.5 1 PRESIDING 1 1 CHAIRPERSON
215.0 1 JUDGES ( MUNICIPAL
L — — _ _ — — — J COURT
JUDGES
L------------1
JUDGES OF INDIVIDUAL
JUDICIAL DISTRICTS JUDICIAL
BAY .........5 + PLANNING
DELTA ... ..2
IT. DIABLO...4 BOARD
WALNUT
L------------J
ADMINISTRATIVE
COURT OFFICE OF THE
'
COMMISSIONERS MUNICIPAL
4
COURTS
ONE FOR EACH
DISTRICT
MUNICIPAL COURT
ADMINISTRATOR
CLERH OF COURT ADMINISTRATIVE
SERVICES
5
COURT
REPORTERS
14
SUPPORT STAFF
li
BAY DELTA IT. DIABLO WALNUT CREEH—DANVILLE
------------------ ------------------- ------------------- -------------------
i DISTRICT CT. MGR5 DISTRICT CT. MGR .5 DIST.COURT MGR i DIST.000RT MGR
i CT. OP. COORD. i CT. OP. COORD. i CT. OP, COORD. 1 CT. OP. COORD.
49 DEPUTYUCLERHSORS 24 DEPUTYUCLERHSORS 39.5 DEPUTYUCLERHSORS 36.5 DEPUTYUCLERKSORS
oG\��o,srR,cTsco ADMINISTRATIVE OFFICE
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THE MUNICIPAL COURTS
BAY -DELTA • MT.DIABLO •WALNUT CREED-DANVILLE
J�ti�w J �y�co P.O. Box 4068, Walnut Creek,California 94596-0068
(510)636-6007 Fax Number(510)646-6002
TO: Judge Garrett Grant, Chair
Municipal Cour, Judges ' Association
FROM: Nancy Rampant, In erim County
Municipal Court Administrator
SUBJECT: Review of Clerk' s Office Accomplishments
for Fiscal Year 1993-94
DATE: November 23, 1994
I have identified the accomplishments of the Municipal courts and Clerk's Office
during Fiscal year 1993-94 (Attachment A) . Many of the projects and activities focus on
maintaining and improving the maximum level of service within budgetary constraints,
developing case management information resources for use in the trial court delay
reduction efforts, increasing productivity in clerical areas, maintaining staff morale
through staff development, and fine tuning our automated systems.
Also attached is an update of the Municipal Courts' performance data for Fiscal Year
1992-93 (Attachment B) . Below are the highlights:
♦ The overall criminal case disposition ratios, for all four courts, are comparable
with the statewide average.
♦ The overall civil case disposition ratios, for all four courts, exceed the statewide
average.
♦ The overall traffic and parking disposition ratios, for all four courts, exceed the
statewide average.
The implementation of the Trial Court Delay Reduction program have contributed to the
increased disposition rate of cases earlier in the criminal justice process. The Civil
Trial Court Delay Reduction Program and the implementation of the Civil SMARTER Program
(Alternative dispute resolution) have contributed to earlier dispositions.
Our goals for the coming year and for the future include maximizing public service,
continuing to enhance our automation systems to reduce clerical effort and to improve
efficiencies among the various justice agencies, reviewing and implementing ways to
enhance revenue collections and improving staff development through internal and external
training programs (Attachment C) .
This information will be presented to the Internal Operations Committee of the Board
of Supervisors on November 28. If you are interested in receiving a copy of any materials
pertaining to the accomplishments and goals of the Municipal Courts, please feel free to
contact me.
Attachments N-94-90
cc: Presiding Judge Harlan Grossman, Bay Court
Presiding Judge John Allen, Delta Court
Presiding Judge Mark Simons, Mt. Diablo -Court
Presiding Judge Merle Eaton, Walnut Creek-Danville Court
MUN 2 C 2 PAL C OURT S ' AC C OMP L S S HME NT S
( M993 - 94 Fiscal Year )
BAY ♦ DELTA ♦ MT. DIABLO ♦ WALNUT CREEK-DANVILLE
I. SYSTEMS DEVELOPMENT (Goal: To maximize use of advanced technology to
improve Clerk's Office operations)
a. JUSTICE AUTOMATED WANT SYSTEM (JAWS)
This paperless warrant issuance and recall system reduces clerical
effort within the courts, Sheriff's Office and police agencies, and
reduces risk of false arrest resulting from clerical error. The
system was developed by and for all justice agencies in the County.
(Implementation 10/94)
b. CIVIL SYSTEM
This system complies with all State-mandated civil case tracking
requirements for the Trial Court Delay Reduction Program and
Judicial Council statistical reports. We have continued working
with the vendor to develop enhancements to make the system even more
efficient. (Implementation 7/91)
C. SMALL CLAIMS SYSTEM
This system complies with all State-mandated small claims case
tracking requirements for the Trial Court Delay Reduction Program
and Judicial council statistical reports. We have continued working
with the vendor to coordinate this system with the features of the
civil system. (Implementation 7/90)
d. COURT PROBATION OFFICER PROGRAM
This system tracks and monitors probationers and defendants placed
on diversion to ensure compliance with court orders and provides
State-mandated statistical reports. This system will be integrated
with the courts' criminal system, the Collection and Compliance
Unit's accounts receivable system, Department of Motor Vehicles
system and the Department of Justice system. The system assists the
Court Probation Officers who now provide all probation services to
the Municipal Courts through a contractual agreement with the
Probation Department to fund four full-time Court Probation Officers
(CPOs) - one for each Municipal Court. The CPOs are also
responsible for determining restitution to be paid to victims.
(Implementation 10/93)
e. COURT COLLECTIONS AND COMPLIANCE UNIT
An accounts receivable and compliance system was implemented to
ensure collection of court ordered fines, fees and restitution and
compliance with other conditions of probation. The system helps
enhance compliance tracking and reduces the number of times
defendants are returned to court for non-compliance since there is a
coordinated review of compliance with court ordered terms of
probation prior to a return to court. See Attachment l for specific
accomplishments of this unit. (Implementation 3/93)
NMCY08
AT,TA�HMENT A
i
1994-95 Accomplishments
i Page 2
i f. JUROR USAGE
The new automated jury management system will provide for better
control over juror usage through improved management reporting
capabilities. The new process has centralized juror qualifications,
correspondence and telephone processing in the Superior Court
Executive Office. Satellite jury functions are supported in the
Municipal Courts for the jury functions in the courtrooms. Enhanced
system functions have allowed for summons printing and distribution
by the forms vendor to provide significant reduction in the cost of
mailing. The Municipal Courts have repaid the Productivity Investment
Fund (PIF) for the cost of the jury system.
g. PARTIAL PAYMENT SYSTEM FOR AMORS - (Automated Minor Offense
Recordkeeping System)
At the request of the judges and court commissioners, the Municipal
Courts are in the final stages of the development of a partial
payment system which will permit traffic offenders to pay their
fines in monthly installments. The system will track payments made
and send delinquent notices. This should result in enhanced
collections and will provide better service to the public by giving
them time to make payments and by giving them reminder notices. A
side benefit of the development of the Partial Payment System is the
automated breakdown of fine collections. This will result in
clerical time savings and error reduction, and will enable the court
to provide enhanced services to the public.
II. FACILITIES DEVELOPMENT (Goal: To facilitate the expeditious
construction/remodel of municipal court facilities)
♦ Completed construction of a major remodel project in the Bay
Municipal Court facility.
♦ Completed critical remodel of Traffic and Civil Divisions of the Mt.
Diablo Court.
♦ Completed asbestos removal and refurbishment of the Mt. Diablo
facility at 1950 Parkside Drive in Concord.
♦ Relocated remote file storage from Stanwell Drive to Court
Administration, thus improving access to court documents and
allowing the County to sublet the vacated space.
III. STAFF DEVELOPMENT (Goal: To maximize work productivity and improve
employee morale through the use of staff development and training
programs)
♦ LEAD TRAINING - During April and May all leads participated in a 4
hour training session on leadership. The session focused on their
roles as leaders in a group, team builders, and trainers.
Discussion was held about their unique responsibility in developing
team work to accomplish goals of the unit. Finally, skills were
introduced for resolving conflict within their unit. These sessions
were conducted on site.
1994-95 Accomplishments
' Page 3
♦ TEAM TRAINING - At the request of Supervisors, a two hour course has
been developed for units experiencing special challenges pertaining
to personality conflicts. Participants explore their differences
and learn how to seek common meaning through better communication.
Conflict resolution through assertiveness and respect for each other
is emphasized in this course.
♦ DIVISION SUPERVISOR MANAGEMENT SERIES - In April, a Management
Series of workshops began for all Division Supervisors. The fourth
Wednesday morning is scheduled for the Management Series which
includes leadership development, communication skills, conflict
resolution, motivation of staff, and setting expectations for high
standards. Each workshop is developed to build upon and enhance the
previous training. Building a strong support group is a major goal
of these workshops. Developing the strength of each member will
enable the group as a whole to perform their management functions
with both competence and confidence. These workshops are conducted
at Central Administration.
♦ PUBLIC SERVICE TRAINING - All employees have participated in the 4
hour training sessions on Excellent Public Service. The session
began in June and included discussions on our mission and
accompanying goals. Participants learned how to deal with difficult
people, in person and on the phone. Discussion was held on seeking
a win-win solution to conflicts and difficult situations. The
Clerk's responsibility to represent the court system in a positive
manner was emphasized. This course provided methods to enhance
people skills, develop confidence, and instill importance of our
duties in the workplace.
IV. PUBLIC SERVICE (Goal: to constantly seek way to improve service to the
public within budgetary constraints)
♦ Developed a request for proposal to select a voice/data interactive
response system to provide automated responses to telephone or
off-site computer inquiries providing such information as case
status, filing fees, general office hours, etc. , thus freeing up
staff to respond to more complex inquiries and perform other duties
as needed. Selection of the vendor is pending.
♦ Utilized the new traffic courtesy notice format to send notices for
a parking amnesty program.
♦ When responsibility for parking citations was removed from the
courts by the legislature, we provided the necessary support and
input to provide for a smooth transition of responsibility to the
cities. We were able to solicit contracts with a majority of the
agencies to utilize our County Data Processing and the Office of
Revenue Collections to process the parking citations.
1994-95 Accomplishments
' Page 4
V. MUNICIPAL AND SUPERIOR COURT COORDINATION
♦ Judicial Resources
The equivalent of 3 full time Municipal Court Judges plus their
courtroom staff provide assistance in hearing Superior Court trials,
civil settlement conferences, and other miscellaneous Superior Court
hearings. In 1993-94 Municipal Court Judges, sitting as Superior
Court Judges, disposed of 87 criminal felony trials, 130 civil
trials, approximately 150 civil settlement conferences and 10
appeals from the Municipal Court.
In exchange, the Superior Court Judges attempt to dispose of
Municipal Court felony cases and trailing misdemeanor cases prior to
preliminary hearing, thus reducing the number of felonies to be
tried at the Superior Court level.
The direct cost to the Municipal Courts for providing judicial,
clerical and reporter assistance annually costs the Municipal Courts
approximately $678,000.
♦ Interpreter Coordination
Municipal Court staff are responsible for obtaining and assigning
bilingual interpreters for criminal cases in both Superior and
Municipal Courts. By providing more effective use of interpreters
throughout the justice system, overall cost savings are achieved.
2500 interpreters have been provided by the Municipal Courts.
When the Municipal Courts took on full responsibility for
interpreter coordination, there was no transfer of funds from
Superior Court to Municipal Court to cover the cost of interpreters
supplied for Superior Court cases. We have absorbed costs of
approximately $110,000 per year within our budget.
MLJNIC 2PAn,L COURTS
COLLECT 2 ON S & C OMP L=ANC E iJN=T
AC C OMP L I S HME NT S
October 1994 marks the second anniversary of the Courts '
Collections and Compliance Unit. The unit is responsible for the
collection of a wide variety of installment accounts for the
Municipal Courts, including court probation, victim restitution,
drug and theft diversion, booking fees reimbursement, civil
assessment and traffic cases with substantial fines . Staffing
under the Fiscal Manager includes one Accounting Specialist, two
Collectors and four Deputy Clerks . The unit was established
without adding additional positions within the Municipal Courts .
ACCOMPLISHMENTS
♦ Number of accounts receivables increased 338% (no
change in staffing levels)
♦ Revenue increased 124%
♦ $130, 608 has been paid out to victims since October
1992 .
♦ To the future:
* Purchase of software that will provide automated
proration and distribution of court revenues .
This will permit the continued growth of accounts
and collections without the need to add additional
staff.
* Pilot project - the County will be working with
the Franchise Tax Board to enhance the collection
of fines .
JAL4-108
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P E RF O RMANC E S N D S CATO R S
CONTRA COSTA COUNTY MUNICIPAL COURTS
REPORT OF REVENUES
FOR FISCAL YEAR ENDING JUNE 30, 1994
I . FEES
Total State Share $ 834 ,645
Total County Share $ 983,019
II . FINES AND FORFEITURES
Total State Share $8,413, 954
Total County Share $5,818,883
III . CITY AND OTHER AGENCY REVENUES $1,593,060
TOTAL FINE, FEES AND FORFEITURES
COLLECTED BY MUNICIPAL COURT $17, 643,561
(Not including Trial Court Funding)
JAL4-113
ATTACHMENT 13
MUNICIPAL COURTS - CONTRA COSTA COUNTY
DISPOSITIONS TO FILINGS RATIO
BY TYPE OF PROCEEDINGS FOR THE 92/93 FISCAL YEAR
STATEWIDE
DISPOSITIONS DISPOSITIONS
TOTAL TOTAL TO FILINGS TO FILINGS
MT. DIABLO FILINGS DISPOSITIONS RATIO RATIO
FELONY 1042 928 .89 .94
GROUP A 2604 2318 .89 .93
GROUP B 496 424 .85 .96
NON-TRAFFIC INFRAC 1726 1430 .83 .95
GROUP C 1458 1185 .81 .93
GROUP D 3371 3297 .98 .85
TRAFFIC INFRAC 22752 32822 1.00 .94
PARKING 38263 43222 1.13 .87
SMALL CLAIMS 3814 4837 1.27 .94
CIVIL 3430 2989 .87 1.13
BAY
FELONY 2934 2917 .99 .94
GROUP A 2602 3077 1.18 .93
GROUP B 125 145 1.16 .96
NON-TRAFFIC INFRAC 2848 1456 .51 .95
GROUP C 1396 1598 1.15 .93
GROUP D 4354 3437 .79 .85
TRAFFIC INFRAC 46193 55859 1.21 .94
PARKING 21206 29168 1.38 .87
SMALL CLAIMS 2814 1881 .67 .94
CIVIL 4286 7585 1.77 1.13
WALNUT CREEK-DANVILLE
FELONY 432 422 .98 .94
GROUP A 1112 1113 1.00 .93
GROUP B 46 105 2.28 .96
NON-TRAFFIC INFRAC 796 505 .63 .95
GROUP C 1560 1401 .90 .93
GROUP D 2767 2088 .76 .85
TRAFFIC INFRAC 41474 52152 1.26 .94
PARKING 104585 88387 .85 .87
SMALL CLAIMS 3594 3328 .93 .94
CIVIL 2693 3403 1.27 1.13
DELTA
FELONY 1339 1202 .90 .94
GROUP A 1815 1601 .88 .93
GROUP B 653 1080 1.65 .96
NON-TRAFFIC INFRAC 2331 1890 .81 .95
GROUP C 1082 967 .89 .93
GROUP D 4780 5173 1.08 .85
TRAFFIC INFRAC 22535 23434 1.04 .94
PARKING 2898 2728 .94 .87
SMALL CLAIMS 2020 1959 .97 .94
CIVIL 2946 3571 1.21 1.13
GROUP A - Non-traffic misdemeanor violations of the Penal Code and
other state penal statutes, excluding Fish and Game and
Intoxication complaints.
GROUP B - All other non-traffic misdemeanors involving local city and
county ordinances, Fish and Game Code violations and
intoxication complaints.
GROUP C - All cases involving violations of Sections 20002, 23104, and
23152 of the Vehicle Code.
GROUP D - All traffic misdemeanor violations except the following:
felonies, offenses specified in "Group C", infractions and
illegal parking.
DISPOFIL/misc 2
MUN=C S PAL C OURT GOAL S
( M994 - 95 F' = S CAL YEAR AND B E POND )
BAY ♦ DELTA ♦ MT. DIABLO ♦ WALNUT CREEK-DANVILLE
I. SYSTEMS DEVELOPMENT
a. Countywide Network - use this avenue to provide interfacing of the
Criminal, Court Probation Officer (CPO) and Collection and
Compliance Unit (CCU) systems to allow simultaneous updating and
information transfer. In addition, we hope to develop case-related
reports for the CPOs so they may more quickly review defendant
eligibility for programs.
b. Automated Citations - enhance programming for citation processing to
allow police agencies to transfer data to the Courts' data system
using hand-held terminals in the field or using police clerical data
processing.
C. Document Bar Coding - develop software and acquire scanners in order
to implement the use of scanning equipment as permitted within
budget constraints. Utilizing this technique will streamline data
updating, reduce clerical errors and may help reduce worker's
compensation claims.
d. Optical Records Storage - working with the County Clerk's records
manager, we would like to review the applicability of this type of
system to streamline clerical effort, reduce physical storage space
needs and improve the transmission of discovery and other documents
among the justice agencies. Our ability to implement this costly
program is limited by funding capabilities at this time.
e. Probable Cause - we are gradually working with the judges to
transfer the necessary software to their private home computers, so
they may review arrest documents over the weekend to determine
whether arrestees should be retained in custody. This improves the
judges' safety and efficiency as they do not need to work alone at
the courthouse. In addition, it will enable them to do research at
home as soon as the CD-ROM law library system is fully implemented.
II. STAFF DEVELOPMENT
a. Providing Public Service Training for Superior Court employees in
January 1995.
b. Implementing Public Service Training (part 2) to provide employees
with ways to deal with dangerous people in conflict resolution.
C. Providing refresher course on How to Interview to give staff and
management the skills necessary for successful interviews.
NANCY09
ATTACHMEIVT C
COUNTY CLERK-RECORDER REPORT
TO THE
INTERNAL OPERATIONS COMMITTEE
STEPHEN L. WEIR
COUNTY CLERK-RECORDER
NOVEMBER 28, 1994
County Clerk-Recorder Report
to the Internal Operations Committee
November 28, 1994
INDEX
1. Summary Report
2. Department Organizational Chart
3. Division Organizational Chart
4. Program Budget for FY 1994-95
S. Division Purpose Statements
6. Affirmative Action Report
7. Achievements and Productivity Indicators
8. Top Problem Areas, by Division, for 1995
9. County Clerk's Weekly Report Format
SUMMARY REPORT
The County Clerk-Recorder comprises three divisions; Clerk to the
Superior Court, Recorder and Elections. Under the Recorder' s
Office, we have also undertaken a three year pilot project to
design a Record's. Management System for the County. We have
completed two years of this pilot and plan to bring a proposal to
the Board in early 1995.
With the exception of our Records Management project, we have
virtually no discretion in the functions we perform. The rare case
where we have discretion, i.e. microfilming in the Recorder's
Office, tend to be revenue generating.
The Department is-funded primarily by fees. With the exception of
a loss of $1. 6` n filing fees for the Clerk's Office, our budget
has become less and less dependent on the General Fund. A funding
disagreement for the 1994 - 95 fiscal year budget has been
discussed with the Board. Four meetings have been held on this
issue with the hope of having an accurate budget picture for fiscal
year 1995 - 96.
We have reactivated our Affirmative Action Committee and our
statistics are attached. We are also aggressively monitoring sick
leave usage.
Board approved mandates which are unfunded, i.e. , COLA's for 1994 -
95 create a burden on each department. In addition, a lack of
administrative support to the Clerk-Recorder places a burden on
each operating unit.
Our clients are those individuals who seek to file documents with
the Superior Court, record documents dealing with real property in
the Recorder's Office and the registered voters of Contra Costa.
This report closely mirrors the format we use to brief the incoming
Grand Jury every June.
You will see our organizational structure, our program budget, our
purpose statements, our affirmative action report, our achievement
and productivity statistics, top issues of concern for 1995 and our
County Clerk's Weekly Report Format. I am including this report to
show you how we monitor our work flow and work product in our
support of the Superior Court. I have highlighted only the first
page. We highlight those items that do not meet standards. Under
each highlighted item, we identify the hours required to correct
the problem.
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Gross Expenditures: $4,471,024
Financing: 4,471,024
Net County Cost: 0
Funding Sources: Fees 100.0% $4,471,024
5. Elections
Description: To conduct necessary elections in an accurate and timely manner,
maintain a high level of voter registration, verify signatures on initiative, referendum and
recall petitions; to provide data processing support to divisions of the Clerk-Recorders
offices. The Registration and Administration section maintains voter registration records,
conducts voter registration outreach, verifies and certifies filed initiatives, referendums
and recall petitions. The Election Services section issues, files and certifies nomination
papers, prepares and mails sample ballots, candidate statements, measures, argument
and absentee ballots, and conducts elections.
FTE: 20
Level of Discretion: No discretion
Gross Expenditures: $2,556,884
Financing: 786,000
Net County Cost: 1,770,884
Funding Sources: Expenditure Transfers 2.0% $ 50,000
State 3.9% 100,000
Election Services 23.5% 601,000
Miscellaneous Services .9% 25,000
Sale of Documents .4% MOW
General Fund 69.3% 1,770,884
Adjustment: The Elections function is unable to sustain any further reductions.
Revenues in the Recorder program will be increased to cover the 10% reduction for
Elections ($177,088). Appropriations were increased by $32,600 to cover unavoidable
increased costs of election services.
Impact: No programmatic impact on the Elections division.
County Administrator's Recommendation
Due to uncertainties in State Trial Court Funding, the County Clerk choose not to submit a
reduction plan. Only after the level of state funding for trial courts has been finalized will the
Clerk consider any reduction requests.
The reduction plan presented was prepared by the County Administrators Office. All
expenditures and revenues of the department will be closely monitored. Further budget
adjustments will be submitted to the Board as required to maintain the budgeted net County
cost.
133
2. Clerk Records Automation
Description: To provide funds to automate the County Clerk's record keeping
system and convert the documents storage system to micrographics.
FTE: 0
Level of Discretion: No discretion (restricted revenue)
Gross Expenditures: $136,000
Financing: 136,000
Net County Cost: 0
Funding Sources: Fees 100.0% $136,000
3. Recorder
Description: To maintain and preserve all official records relating to real property,
subdivision maps, assessment districts, and records of surveys offered for recording; and
maintain records of all births, deaths and marriages occurring within Contra Costa
County.
FTE: 30
Level of Discretion: Very limited
Gross Expenditures:' $1,669,314
Financing: 3,192,499
Net County Cost: <1,523,185>
Funding Sources: Expenditure Transfers 12.3% $205,000
Fees 179% 2,987,499
Adjustment: Increase appropriations by $62,000, decrease expenditure transfers by
$200,000, increase revenues by $658,680; net County cost decrease of $396,680.
Impact: No programmatic impact if projected revenue generation is achieved. All
revenues will be closely monitored and a departmental reduction plan will be prepared
and submitted to the Board as required.
4. Recorder Micrographics/Modernization
Description: To provide micrographic capability and equipment to place all documents
in the Recorder's office on film, and develop procedures to quickly identify and locate
needed documents for the public and other County users.
FTE: 11
Level of Discretion: No discretion (restricted revenue)
132
i
COUNTY CLERK
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
County Clerk $4,745,648 $2,657,920 $4,745,648
Clerk Records Auto 136,000 0 136,000
Recorder 1,669,314 <1,523,185> <$62,000> 1,731,314
Recorder Micro/Mader 4,471,024 0 4,471,024
Election 2,556,884 1,770,884 <�32,600> 2,589,484
TOTAL $13,578,870 $2,905,619 <$94,600> $13,673,470
Expenditure Transfers: $259,000 <$200,000> $59,000
Revenues: $10,414,451 $658,680 $11,073,131
Net County Cost: $2,905,419 $364,080 $2,541,339
FTE: 146 146
1. County Clerk
Description: To serve as ex-officio Clerk of the Superior Court; to perform the
mandated function of providing support services to the Superior Court, attorneys, litigants
and the general public involving civil, probate, criminal and juvenile support services; to
provide document processing required by state and federal law.
FTE: 85
Level of Discretion: Very limited
Gross Expenditures: $4,745,648
Financing: 2,087,728
Net County Cost: 2,657,920
Funding Sources: Expenditure Transfers 0.1% $4,000
Fees 43.9% 2,083,728
General Fund 56.0% 2,657,920
Adjustment: Increase revenues within the Recorder to cover the required reduction
for the County Clerk ($219,592).
Impact: No programmatic impact on the Clerk. Revenue generation will be closely
monitored in the Recorder division. A reduction plan will be prepared and submitted
to the Board as required to meet the targeted net County cost.
131
CONTRA COSTA COUNTY CLERK-RECORDER DEPARTMENT
COUNTY CLERK'S PURPOSE STATEMENT
The purpose of the County Clerk's Office is as follows:
Superior Court Services
By law, the County Clerk (as ex-officio Clerk of the Superior
Court) is mandated to provide support services to the Superior
Court and provide Superior Court related services to attorneys,
litigants and the general public.
ELECTIONS' PURPOSE STATEMENT
The purpose of the Clerk-Recorder Elections Division is as follows:
A. Maintain a high level of voter registration.
B. Conduct elections in an accurate and timely manner.
C. Verify signatures on, Initiative, Referendum and Recall
Petitions.
D. Provide data processing support to the Clerk-Recorder.
RECORDER'S PURPOSE STATEMENT
The purpose of the Recorder's Office is as follows:
A. Maintain and preserve all official records relating to real
property, subdivision maps, assessment districts and records
of surveys offered for recording and
B. Maintain records for all births, deaths and marriages occurring
within this County.
C. By Law, the County Clerk-Recorder is mandated to provides
service and document processing for persons interested in
marriage, notaries, and Fictitious Business Names. The Clerk-
Recorder also performs as an agent of the Federal Government:
processing passport applications.
AFFIRMATIVE ACTION
"Analysis: The departments and groups that are under represented
are: . . .
Clerk-Recorder - Hispanics and Asian/Pacific Islanders" 1
Comparison of: Contra Costa, County Government and County Clerk
Work Force. 2
Contra Costa County Government County Clerk
Work Force Work Force Work Force
African American: 7. 6% 13 .4% 9. 6%
Hispanic: 10.5% 8.5% 10.4%
Asian/Pacific Is. : 8.9% 7. 6% 7 .4%
American Indian: . 6% .8% .7%
Total Minorities: 27.6% 30.4% 28.1%
Women: 45.4% 61.5% 89 . 0%
1 Affirmative Action Progress Report, July - December 1993, page 8
2 Ibid, Compiled from page 2; Attachment 3 , page 1
J 1 .
PERFORMANCE INDICATORS
Elections: 1
1) Cost per Voter.
5�2-
0 (1993) $3 .Wvoter
2) Percent registered vs. those eligible to register.
o (1993) 83%
Recorders•
1) Number of documents, affecting the title to real property,
recorded. Number recorded per employee.
0 1991 #434,055 or 15, 502/employee.
2) Annual deposits (total of all taxes and fees collected) .
Fees collected per employee.
0 1993 $11,221, 938 or $400,783/employee.
Clerk:
1) Number of filings per employee.
0 1993 - Jan-June 135 1994 - Jan-June 148 (+9. 3%)
2) Number of employees per judicial position
0 5 per Superior Court Judge, 3 .7 per Judicial
Position
3) Linear Feet Microfilmed
0 1994 to date - 1,033 .5 feet
4) Weekly BackLog Reports Produced
o Every Week
Record' s Management:
1) Volume of County Departments ' Records
Inventoried in Cubic Feet 8, 100
2) Number of Individual Record Series
Identified in County Departments 606
3) Number of Units/Agencies Inventoried 17
1 This and other election offices throughout California are
certifying the November 8, 1994 Election and are not available
to provide 1994 data.
ACHIEVEMENTS 1994
Clerk to Superior court:
0 Last elected County Clerk to support Superior Court of any
county over 200,000 population in California.
0 Lowest staffing ratio and one of the most active benches in
California.
0 High volume of documents processed
0 Microfilmed more paper than received in 1994.
Elections:
0 successfully completed three major elections with a minimum of
problems.
0 Acquired new mail inserter and additional ballot card counting
machines.
Recorder:
0 Automated phone requests for copies of vital record copier, 24
hour - 7 day a week service, 24 hour turn around.
0 Eliminated backlog in index and mailing documents.
Records Manager:
0 Moved closer to establishing an inactive record center.
0 Provided organizational assistance to many county and
community groups.
CONTRA COSTA COUNTY CLERK-RECORDER DEPARTMENT
PROBLEM AREAS
1995
The top issues of concern for each division are:
Clerk to Superior Court
o Lack of Budget/Personnel o Building Conditions - Leaks
Expertise Rundown Space
o Coordination - Consolidation o Computer Failure
o Employee Morale o Office Hours
o Building Security
Elections
o Excessively Large Precincts o Mail Only Ballot Precincts
o Locating Community Polling o Phone System
Places
Recorder
0 1995 Automation Program o Becoming More User Friendly
Records Management
o Siting Inactive Records o Indentifying Permanent
Center Funding
..MICROFILM WEEKLY CLOSED CASES STATUS REPORT
Report# 60
Week of:
LINEAL FEET FILMED
Total Lineal Feet Filmed: 1.9. 5
Civil (Lineal Feet Filmed)
Criminal
Juvenile
Probate
Adoptions
Omer �.o 4,FP; leZii3O,5-
JI&
STAFFING
Total Staff Hours Filming:
civil (Hours) / 0
Criminal
Juvenile
Probate
Adoptions
Other
ff less than /loo man hours per week,why:
Vacation (Hours)
Sick Leave (Hours)
Other Time Off(Hours)
Other Activites (Hours) �Z
List employee and other activity
o2 - :P ' /,/ ".If" 'l '. -/.-
Mechanical Problems (Hours)
Total staff hours filming closed cases �gEmr ployees(&hours worked)
and the above should equal /60 hours. .d 440 l 8 s) �L
410 C- /6
/11k2'sy
/JL/cc��i/e tita eD
Total Hours /�b
TOTAL LINEAL FEET RLMED(f0 DATE).
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