Strategic Planning - Judiciary

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Strategic Planning - Judiciary

• Background Court Mission Performance goals
• Key Trends Workload, performance projections
• Where are we today- Core programs, staffing,
  costs
• Financials- Court Budget historical
• Future strategies and budget planning issues

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20th Circuit Judiciary - Core Mission
Performance Goals

• Access to Justice- Improve access and
  affordability to resolution of civil, family
  disputes and criminal law
• Expedition Timeliness - case processing timely
  consistent with performance standards-case
  management/delay reduction/justice system
  technology integration
• Equality Fairness- Integrity and fairness of
  individual justice, effective alternatives
  dispute resolution diversion/treatment,
  integrity and enforcement of court orders
• Independence Accountability- Maintain judicial
  independence and accountable for improved
  performance at lowest cost-performance based
  budget/results

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Priorities 2007-2009

• Delay Reduction- improve efficiency reduce
  backlog of Criminal, Family and Civil case
  management systems
• Increase Jail diversion, drug court, mental
  health probation alternatives/ Civil and Family
  Mediation early resolution/alternatives
• Court Technology solutions-5 year Plan- Better
  Integrate justice systems court performance MIS
• Performance Management budget planning -
  Circuit budget planning committee with judges and
  key managers performance based budgets -Higher
  performance and lower cost to county

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Key Trends

• Case Filing /Court services demand projections
• Economic fallout impact on courts- civil
  family- increasing indigent/self represented
• Demographic- Population trends return to 5
  annual through 2015, aging population to 34
  increase in non-english speaking population
• Judicial need capacity- projected need for
  moderate growth

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Changing demographics

• Population SWF projected to 1.45 Million in
  circuit 2010-2015 (5 annual avg)
• Aging population- 34 over 65 by 2015
• Economic downturn- impact on civil/family
  disputes -Indigency rates rising
• Ethnic diversity avg growth in minority
  population - up 23.4 in 2010/2011

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Court Demand Projections

• Past workload 12.8 per year 2000-2009
• Trend in civil/foreclosure filings- recent
  leveling at 18,000 year (but cases pending 24,000
  Foreclosure/31,000 Civil)
• Future- return to moderate upward growth 3-7 on
  annual average 2010-12
• Judge certified need in Lee remains high- Only
  73 of need (24/32) project 3-5 new judges added
  by 2015
• Felony/capital trial cases-jury trials per judge
  high 112 to 141 trials in 2009
• Drug cases/offenders growth is key driver
• Family disputes showing recent upward trends
  Juvenile Delinquency/Dependency upswing

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Criminal Trends By Case Type
Drug and Property Offenders driving growth - 75
of total
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Family Filing Trends By Type 2002-2008
Domestic Violence Juvenile Delinquency/
Dependency Trends
20th Circuit SRS data
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Overall Clearance dropped from 98 in 2006 to 54
in 2008
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Contract case filings have doubled and are on a
steady upward trend
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Trend in Backlog
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Courts in Lee County are at 73 of Certified
Judicial Need Project Growth to 30 Judges by
2015
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Financials- Core Court Program Costs Trends
2004 -2010

• Court Budget Historical 2004-2010
• Cost reductions in county and state operating
  expense budgets
• How program budget costs are allocated
• Core programs Costs/Results 2007-2009
• Revenue projections

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Court Administration Budget
Prior Rev 7 ( 2004) 12.1 M. Current (2010)
9.9 M
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Due to declining budgets and increasing filings,
the cost per case to Lee County has dropped by
45 since FY2003/2004. A slight increase was
realized in between FY2004/2005 and FY2006/2007
due to the multi-year implementation of a 24/7
Pretrial Services Program. Since that time, the
Courts have found ways to be more efficient,
innovative and creative with fewer resources.
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Court operating expense budget reduced despite
caseload growth
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Cost Reductions - County

• Budget Cuts
• 1M operating expense cuts county 2007-2010
• Contracts/Consultants/Legal 100K
• Inter-agency Contracts- -100K
• Mediator/Interpreter fee -20 (state)
• Supplies/Overhead 50
• Travel/Training-50
• Capital 627 K(07) to 287K(09)
• Use of Volunteers/Reduce staff - 60K

• Impacts on Other Costs/Revenue
• Jail costs-Reduced avg pretrial by 400 daily pop(
  400 X 75day)
• Reduced Summons/appearance costs (12-15
  appearances per case to 4-5 )
• Reduced costs/time of jail release( Electronic
  order at 1st appearance)
• Higher Success Probation improved cost recovery
• Increase Diversion Drug Court
• Volunteer small claims mediation- 3,900 cases per
  year

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Declining state county Court Budgets
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Court Revenues
All other revenues imposed by the Courts are
collected by the Clerk of Circuit Courts and
distributed to various agencies as defined in
Florida Statutes. Represents budgeted revenue
not actual. The Distribution Schedule of
Court-related Filing Fees, Service Charges, Costs
and Fines manual can be found at
www.flcourts.org/gen_public/funding/Manual.shtml
.
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How Court Program Budget is Allocated
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Core programs- Criminal Case Management-Pretrial
Services

• Program Staffing Costs
• FTE (2009) 30
• Budget (2009) 1.82 M
• FTE (2007) 28
• Budget (07)2.08 M
• Budget(2009/2007)
• Decrease (-196,000)

• Performance Indicators
• 22,525 Defendants screened at jail within 2 hrs
  of arrest
• 2,086 on Pretrial release (88 success rate)
• 187 Drug /Mental Health court per month
• 7,674 Felony cases disposed (48 to 112
  clearance)
• 55 reduction in felony backlog over 1 yr( since
  2007)
• On time DCM case processing within 180 day
  speedy trial up from lt50 to 74 in 2009
• Jail pretrial population drop from 1280 to 824
  since 10/2007

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Delay Reduction- Felony DCM Initiative Impact on
Backlog of Felony Cases
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Core programs- Probation Services

• Program Staffing /Costs
• Function Supervision/Enforcement, DV
  supervision, Misdemeanor Criminal , Drug
  Intensive
• FTE (2009) 30
• Budget (2009) 1.92 M
• FTE (2007) 27
• Budget (2007)2.41 M
• Cost Decrease ( -490,000)

• Performance Indicators
• 2,616 under active probation supervision
• 4,255 Successful Terminations
• Community field /personal contacts up 3,036 to
  5,979 in 2009
• Success rate up from 56 to 64 in 2009 ( VOP
  down by 16)
• Community service hours up-67,764 hours def in
  community
• COS offsets 1.4 M in county budget costs
• Jail Day Work program-Partner with Jail-1,104
  probationers -3,300 jail days on weekend work
  program vs weekend jail

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Successful Terminations vs.VOP Warrants
Filed

• F.Y. 2007 Overall 56 Successful Term Rate
• F.Y. 2008 Overall 57 Successful Term Rate
• F.Y. 2009 Overall 64 Successful Term Rate
• 8 Upturn in Client compliance rate

• Defendants Successful

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Core programs- Family/Civil/ Domestic
Violence/Court Services

• Program Staffing /Costs
• Function Pro Se Intake, DV injunctions
  Family/Civil case management, Hearing
  Officers/Child Support, Juvenile programs
• FTE (2009/10) 23
• Budget (2009/10)
• 1,214,930
• FTE (2007/08) 21
• Budget (2007/08) 1,090,554
• Cost Increase (124,376)

• Performance Indicators
• 3,018 DV Injunctions intake to judge within 4-6
  hours of filing
• 11,097 pro se Family intake
• 8,700 Family,Divorce, Abuse Neglect Complaints
• 2,134 Parenting education sessions/plans
• 4,827 Family Case Management conferences
• 4.903 Child support hearings
• 34,000 Civil Cases filed
• 26,000 County Civil (Small Claims/Collections
  lt15K)

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Court Operations/Admin

• Program Staffing /Costs
• Function Budget, HR, Technology, Due Process ,
  Contracts, All Court programs management
• FTE (2009) 14.5
• Budget (2009) 1,541,794
• FTE (2007) 15.5
• Budget (2007) 1,823,524
• Cost Decrease (- 281,730)

• Performance Indicators
• Case management productivity (calendar
  clearance) up from 74 to 93
• Diversion/Mediation alternatives programs
  expanded
• Community-oriented/impact of enforcement improved
• Budget accountability- program cost per case
  (county cost/court workload) is down from 145
  per case in 2007 to 80 per case in 2009
• County Budget Costs down from 12.2 M in 2004 to
  9.9 M in 2009

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Other Court Program Costs- County

• 2007
• Court Security
• FTE 23
• Budget 1.26 M
• Law Library, 246,683
• Public Guardian, 288,000
• Juvenile Diversion, 135,700
• Teen Court, 116,509
• 100 Fee funded Partial fee funded

• 2009
• Court Security
• FTE 26
• Budget 1.20M (- 60,000)
• Law Library 227,802
• Public Guardian 256,766
• Juvenile Diversion, 130,880
• Teen Court, 123,784
• Other Court programs (-122,000)

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Court Technology

• 2007
• Court Technology/Network
• FTE 8
• Budget 1,152,400
• CJIS
• FTE 5
• Budget 2,102,149
• Court Tech Fee Revenue 2.9 M

• 2009
• Court Technology/Network
• FTE 10 ( 250 users)
• Budget 1,052,888
• CJIS
• FTE6
• Budget 1,224,999 ( excludes approx 350,00 CJIS
  in SAO/PD)
• Court Tech Fees 1.2 M

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Core Programs- State costs shifted from county

• Functions Due process, interpreters, indigent
  counsel, court reporting, civil mediation
• Costs to County
• FY 2004 3.76 M.
• FY 2009 0
• Current State Due Process Costs 7 M.

• Performance indicators
• 14 FTE Digital Court Reporters/ 96,000 cases
  Court Reporting/Digital- 1.2 Million
• Contract Reporters -500,000
• Interpreters -4 FTE 450,000 annual contract
• Indigent defense-JAC
• Expert witness/psych evaluations-- 170,000
• Mediation program costs -6,700 family, small
  claims, civil 844,700 (FY 2009/10)

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Facts-Where we are State Budget

• State funding under Rev 7 was core funding
  based-not full funding ( County court programs
  budget 12.1M (2004) - 9.9 M ( 2009)
• 2007/08 State budgets reduced funding from
  approx. 15.4 mil to 14 mil.
• Judicial (Judge and JA) personnel costs and due
  process costs are fixed 80-- OE budgets reduced
  dramatically
• 12 FTE state positions lost in FY 2007/2008-
  567,000 8 additional positions vacancies
  frozen in 2008/09
• Legislature created State Court Revenue/Trust
  fund 2009- Avoided added 1.4 M cuts- projection
  2010-11 (flat to slight decline)-State 2B short
• 20th Circuit recognized as large circuit in
  state court methodology in 2009- Potential long
  term benefit.

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Strategic Needs- Future Court Core
Funding Priorities

• Criminal/Civil/Family Case Management Services -
  Plan moderate growth in staffing capacity to keep
  pace in Criminal, Family Civil case management
  over next 3 years.
• Case management staff support reduces delay
  costs ( public safety/jail/businesses/families).
  
• Foreclosure/Civil Crisis-- Civil/foreclosure
  Backlog reduction- Support short term shift of
  existing resources to address over next 2-3 years
• No increase in budget to county- 74,000
  County-750,000 requested from state.
• Economic recovery depends on ability to respond
  to explosion in Foreclosures/Business-related
  Contract/Construction disputes. Civil case
  backlog is large growing-- 5 judges 35,000
  cases of which 30 are older than 18 months.
• Technology- 5 Year Plan Invest in Justice IT
  systems modernization/integration
• SAO/PD/Pretrial systems are 15 yr old
  technology- Court/Clerk/SAO/Jails/FDLE systems
  do not communicate or share data well- must be
  addressed
• Probation/Treatment Based Alternatives -Invest
  diversion/probation community based treatment -
  CCC and Intensive Probation coupled with
  treatment- proven evidence based
• Invest expand triage-type program capacity as
  primary access to community mental health,
  drug, crisis pre-arrest .