2017 18approvedbudget

5a261c277440938e6b773ac8e5341913ac70139b

California Superior Local Rules

COURTHOUSES AND FACILITIES WEST JUSTICE CENTER (WJC) 8141 13 th St. Westminster, CA 92683 Judicial Officers ......................... 16 Non-judicial Court staff ........... 120 NORTH JUSTICE CENTER (NJC) 1275 N. Berkeley Ave. Fullerton, CA 92832 Judicial officers .......................... 15 Non-judicial Court staff ........... 142 CENTRAL JUSTICE CENTER (CJC) 700 Civic Center Drive West Santa Ana, CA 92701 Judicial officers .......................... 68 Non-judicial Court staff ........... 721 COMPLEX CIVIL CENTER 751 W. Santa Ana Blvd.

Santa Ana, CA 92701 Judicial Officers ........................... 4 Non-judicial Court staff ............. 24 COMMUNITY COURT 909 N. Main St.

Santa Ana, CA 92701 Judicial Officers ............................ 1 Non-judicial Court staff ............... 6 LAMOREAUX JUSTICE CENTER (LJC) 341 The City Drive South Orange, CA 92868 Judicial Officers .................................... 24 Non-judicial Court staff ...................... 341 SUPERIOR COURT SERVICE CENTER (SCSC) 27573 Puerta Real Mission Viejo, CA 92691 Judicial Officers ........................................................ 0 Non-judicial Court staff ............................................ 2 COURTROOM AT THE JAIL (CJ1) 550 N.

Flower St., Building 50 Santa Ana, CA 92703 Judicial Officers ........................... 1 Non-judicial Court staff ............... 8 HARBOR JUSTICE CENTER (HJC) 4601 Jamboree Rd. Newport Beach, CA 92660 Judicial Officers ......................... 14 Non-judicial Court staff ........... 107 Numbers of judicial officers and Court staff are as of September 21, 2017

TABLE OF CONTENTS INTRODUCTION The State ......................................................................................................................................... 2 The Judicial Branch … . ..................................................................................................................... 4 Orange County ................................................................................................................................ 5 THE COURT  Mission statement .............................................................................................................. 6  Vision statement ................................................................................................................. 6  Values .................................................................................................................................. 7  Strategic Goals .................................................................................................................... 7 THE BUDGET PROCESS TIMELINE ................................................................................................. 13 FY 2017-18 APPROVED BUDGET Financing Sources…………………… ................................................................................................... 14 Expenditures ................................................................................................................................ 15 Staffing .......................................................................................................................................... 16 Fund balance ................................................................................................................................. 17 Budget by fund ............................................................................................................................. 18 Budget by PECT ............................................................................................................................ 19 Revenue by general ledger account ............................................................................................. 20 Expenditures by general ledger account ...................................................................................... 22 Budget by department .................................................................................................................. 24 Budget by cost center ................................................................................................................... 26 BUDGET DETAILS BY DEPARTMENT AND COST CENTER Judicial Administration .................................................................................................................. 28 Executive Office ............................................................................................................................ 30 General Counsel ............................................................................................................................ 32 Court Technology Services ............................................................................................................ 38 Finance and Administration .......................................................................................................... 50 Human Resources ......................................................................................................................... 68 Operations .................................................................................................................................... 72 FACTS AND FIGURES ............................................................................................................. 106

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This document provides an overview of the Fiscal Year (FY) 2017-18 budget for the Superior Court of California, County of Orange (Court) beginning at the state level. It shows the Court’s alignment with the Judicial Council of California’s (JCC) strategic goals, and illustrates how the Court will utilize resources to ensure access to the highest quality of justice and court services. THE STATE California trial courts are primarily funded by the State. For FY 2017-18, the judicial branch budget is $3.7 billion.

Funding sources include $1.7 billion from the State’s general fund, which is only 1.3% of the $125.1 billion of general fund appropriations. About $2.8 billion of the $3.7 billion judicial branch budget is used to operate the State’s 58 trial courts. Every year, the legislature enacts new laws that impact trial court operations. They continually fail to provide funding to support the cost of these additional burdens. Without a stable funding solution, trial courts have increasingly relied on fines and fees revenues.

In addition to being bad policy, making trial courts reliant on the collection of fines and fees is inherently risky. This has been exacerbated by the recent passage of Assembly Bill (AB) 103 – Public Safety Trailer Bill. AB 103 eliminated the courts’ authority to initiate a driver’s license suspension or hold if the defendant fails to pay a traffic fine or bail. Furthermore, the Department of Motor Vehicles (DMV) is no longer authorized to suspend a driver’s license if it receives a notice of failure to pay from the courts.

The intent of AB 103 is to allow individuals to retain their driving privileges during resolution of their court cases; however, a DMV hold is an effective tool to collect money. Without this tool, revenue is expected to drop by 30%-40%. Thus, AB 103’s unintended impact to the trial courts is the loss of tens of millions of dollars. Although the Governor has recognized this negative impact to the trial courts and has committed to providing relief, there is no official approach to provide revenue backfills to sustain and fund Court operations.

Workload-based Allocation and Funding Methodology (WAFM) The Great Recession of 2008 left a lasting impact on the Judiciary and trial court funding. Since the Great Recession, more than $1 billion in funding reductions have been forced upon to the trial courts alone. Additionally, there were historical funding disparities amongst the 58 trial courts. The JCC reviewed the allocation of funding and subsequently, in 2013, adopted WAFM. The primary goal was to demonstrate an empirically-based funding need driven by workload.

WAFM utilizes filing data to determine the total state-wide funding need, as well as each court’s specific share of the total need. The challenge that still remains is to obtain full state funding based upon the workload need. Currently, trial courts, as a whole, are funded at only 78 percent of their workload-based need. 2

How much does the implementation of WAFM impact the Court? The funding decrease attributable solely to WAFM is an aggregate of approximately $14 million. Assuming the annual revenue budget is approximately $192 million that equates to a decrease of about 8%. This map depicts the redistribution of funds by county. Green counties are those that are receiving more funding and red counties are those that are receiving less than they did historically. Other challenges WAFM is not the only financial challenge that the Court is facing.

Since 2013, trial courts have had to operate with a one percent cap on operating reserves, a one-year delay in funding benefit cost increases, and insufficient funding for court-appointed counsel in juvenile dependency cases. For every historical dollar allocated per WAFM, the Court loses 17 cents on the dollar For all new money allocated per WAFM, the Court loses 34 cents on the dollar 3

THE JUDICIAL BRANCH In December 2014, the JCC, the policymaking body for California’s judicial branch, adopted its strategic plan, Justice in Focus: The Strategic Plan for California’s Judicial Branch 2006-2016. The goals with abridged policy statements are as follows: 1 The Superior Court of California, County of Orange (Court) used the JCC goals to help guide the development of its own. The setting of strategic goals enables the Court to develop detailed operational and financial plans, including the FY 2017-18 Approved Budget. 1 Judicial Council of California.

Justice in Focus: The Strategic Plan for California’s Judicial Branch 2006-2016. Dec. 12, 2014. Pages 7, 15-26. Retrieved from: www.courts.ca.gov/documents/Strategic_Plan_text_2006_2016.pdf. 1. Access, Fairness, and Diversity - California’s courts will treat everyone in a fair and just manner. 2. Independence and Accountability - The judiciary must maintain its status as an independent, separate, and co-equal branch of government. The independence of judicial decision-making will be protected in order to preserve the rule of law and ensure the fair, impartial, and efficient delivery of justice. 3.

Modernization of Management and Administration - Justice will be administered…using modern management practices that implement and sustain innovative ideas and effective practices. 4. Quality of Justice and Service to the Public - The judicial branch will deliver the highest quality of justice and service to the public. 5. Education for Branchwide Professional Excellence - High-quality education…will be provided to enhance ...high standards of professionalism, ethics, and performance. 6.

Branchwide Infrastructure for Service Excellence - The judicial branch will enhance the quality of justice by providing …infrastructure that supports and meets the needs of the public, the branch, and its justice system and community partners… 7. Adequate, Stable, and Predictable Funding for a Fully Functioning Branch - …the judicial branch must make every effort to achieve greater financial independence and flexibility for funding the court system at a level of sufficiency. 4

ORANGE COUNTY Orange County occupies less than 1% of California’s land area, but it is home to 8% of the State’s residents. The County’s population is expected to grow another 12% by the year 2040. One interesting dynamic regarding the expected population increase noted above is that number of persons aged 64 or less will actually decrease by about 100,000 while those 65 and older will increase by nearly a half million.

Although Orange County typically evokes images of affluence, the reality is that a significant portion of the population lives in poverty: 2 Although the unemployment rate in Orange County is less than 4.0%, home ownership is still a difficult challenge due to the high cost of living. 3 In order to continuously operate in the most effective way, the Court must know about the population it serves while remaining cognizant of expected changes.

The data provided here is a small sample of what judicial officers and executive staff use when creating long-term strategic goals and short-term tactical plans which factor into the FY 2017-18 budget. 2 County Community Indicators Project, OC Community Indicators 2017. Retrieved from: http://www.ocgov.com/about/infooc/facts/indicators 3 Collins, Jeff. Income Needed to Afford an Orange County House Now at $154,120 a Year. Orange County Register.

May 15, 2017. 13% of all residents live in poverty 17% of all children live in poverty 16% of adults over age 25 have less than a high school diploma Household income needed to qualify for median priced home $154,120 Median household income $78,428 2016 population 3.18 million 2040 population 3.56 million 2016 population aged 65+ 445,000 2040 population aged 65+ 925,000 5

THE COURT The Court’s mission statement defines its purpose at the very highest level. It tells Court users, employees, and the general public: “This is what we do.” The Court’s vision statement is a forward-thinking and idealistic view of what it hopes to achieve. It tells stakeholders: “This is how we will accomplish our mission.” VISION STATEMENT The Superior Court of California, County of Orange will provide access to the highest quality of justice and court services through the use of innovative techniques and collaborative relationships with community partners.

The Court will provide a professional environment in which all members of the public and employees are treated fairly and respectfully. MISSION STATEMENT The mission of the Superior Court of California, County of Orange is to serve the public by administering justice and resolving disputes under the law, thereby protecting the rights and liberties guaranteed by the Constitutions of the State of California and the United States. 6

The Court’s values define its core beliefs. It asks judicial officers, executives, and staff: “Are we achieving our mission and goals in the right way?” The Court’s mission, vision, and values provide the foundation for its strategic goals. The Court’s five strategic goals are the roadmap that says “That is how we are going to get there.” Each of the Court’s five strategic goals is described in the following pages with a brief overview and examples of how the Court plans to utilize resources in FY 2017-18 to help achieve successful outcomes.

VALUES  Delivering easily accessible and all-inclusive court services to support the needs of our diverse community  Providing a variety of appropriate, expeditious, and effective case resolution forums across litigation types  Expanding the use of technology to continually enhance access to Court information and improve the Court experience  Alignment and synergistic collaboration with the Judicial Branch, justice partners, and the community to effectively and responsibly utilize Court resources  Professional development and training to assure that judicial officers and staff are prepared to provide the highest quality of public service STRATEGIC GOALS  Enhance the Court experience and constantly improve the delivery of services  Use data-driven decision making for continuous improvement  Increase the Court’s visibility and improve relationships within the community  Develop a supportive environment where employees are empowered to make decisions and their skills are continually cultivated  Strengthen the Court’s operational, technological, and administrative infrastructure 7

Residents of Orange County come to the Court for a myriad of reasons including serving as a juror, paying traffic tickets, initiating divorce proceedings, responding to an eviction notice, and/or dealing with any number of other legal disputes. The Court is keenly aware that people’s experiences will leave a lasting impression of the justice system. Enhancing the users’ experience and continually working to improve the methods and efficiency of service is, therefore, a strategic priority for the Court.

Delivering easily accessible and all-inclusive court services is an essential component in ensuring appropriate, expeditious, and effective case resolution for all litigation types. For the past five years, the Court has embraced technology and innovative thinking to change the way court business is conducted. In some instances, an in-person visit to the courthouse is no longer necessary. Many services are available through the Internet, use of a smartphone, or other mobile device. In FY 2017-18, the Court will continue to focus on enhancing access to information through technology.

This includes providing services in new and improved ways so the Court is better able to meet the needs of the diverse community it serves. Several new online portals will be designed and built to enable court users to better track progress of their cases, register to receive text reminders for upcoming hearing dates, submit filings and required legal documents. Mobile applications (apps) will be added to enable more Court business to be conducted online rather than in line, and to provide location information that will help courthouse visitors to navigate Court facilities.

The Court will also expand the use of tablets and kiosks to enable on-site Court users to check- in and complete legal forms. STRATEGIC GOAL Enhance the Court experience and constantly improve the delivery of services 8

Data-driven decision making is an approach to governance that values options and choices that can be supported by verifiable data. In order to be successful, the data gathered must be of high quality and the analysis and

interpretation of the information derived must be accurate and timely. This type of decision-making can provide insights that help answer key business questions. The measure of success will be whether or not this type of decision-making improves performance in ways that transform the Court for the better. There are several ongoing Court projects designed to improve the access to and quality of data used by decision makers. These projects aim, in part, to improve the reporting capabilities of the Court’s case management systems and provide validation of caseload statistics reported to the State.

In addition, the Court continues to explore and use powerful data visualization tools to create dashboards that make the delivery of information timely, interesting, impactful, and ultimately more effective. The Court’s FY 2017-18 Approved Budget further addresses the desire for data driven decision-making through the use of Court Innovations Grant funds. Funding was approved so the Court can build tools to load data from various systems into a single data warehouse and then apply advanced analytics software to create interactive dashboards.

Judicial officers, executives, and managers will have access to unrelated data sets in ways never before imagined. This will enable decision making from a more global perspective rather than just case type by case type. STRATEGIC GOAL Use data-driven decision making for continuous improvement DATA ANALYTICAL TOOLS IMPROVED DECISION- MAKING 9

The Court is not meant to be just a group of courtrooms and courthouses bundled within the County jurisdiction to adjudicate legal disputes. It strives to be a dynamic institution that is available for all who need its services, including the wealthiest of individuals and entities to the most socio-economically challenged. To meet this goal, the Court will continue to look for opportunities to establish collaborative partnerships and improve existing relationships with its various justice partners.

The Court works diligently with County and other agencies to solve issues (e.g. reducing recidivism rates of offenders who have been found guilty of driving under the influence of alcohol). The Court’s Self-Help Services unit offers assistance, clinics, and general information to self- represented litigants for various types of cases including criminal, traffic, civil, small claims, family law, conservatorships, probate, and elder abuse. Services are offered at six locations scattered throughout the County.

Five are located within courthouses—in the cities of Fullerton, Newport Beach, Orange, Santa Ana, and Westminster—and the sixth is part of the Superior Court Service Center, which is located in the city of Mission Viejo. Resources are also available on the Court’s website. In FY 2017-18, the Court is utilizing Court Innovation Grants funding to enhance the current self-help portal through the use of remote and mobile technologies. Historically, the Court provided interpreter services to court users who speak limited English and are involved in criminal, traffic, dependency, delinquency, or other mandated matters.

The JCC directed that courts “…provide full, meaningful, fair, and equal access to justice for all Californians. …without meaningful language access, Californians who speak limited English are effectively denied access to the very laws created to protect them.” Thus, beginning in FY 2017-18, the Court will also be providing interpreter services for non- mandated civil, probate and family law matters. Other improvements will include better signage throughout court facilities as well as making a larger number of translated forms and documents available to the public.

STRATEGIC GOAL Increase the Court's visibility and improve relationships within the community 10

Despite an emphasis on improving technologies to serve users in a variety of more convenient and efficient ways, the Court’s most valuable resource continues to be its workforce. In the end, it is the people—judicial officers and staff alike—who work diligently to administer justice and help resolve disputes brought before the Court. As such, the Court will continue to provide professional development opportunities to maintain its high standards of professionalism, ethics, and performance.

In addition to the training requirements set forth by the California Rules of Court (CRC) Rule 10.474, the Court also offers opportunities to expand knowledge and skills in the areas of leadership, communication, technology, and personal development. Its commitment to professional development is evidenced by the FY 2017- 18 budget, which includes allocations for judicial and employee training exceeding a total of $500 per person. The Court empowers staff, in part, by providing them with some responsibility for their own work environment.

In 2015, staff were asked to respond to an employee satisfaction survey (ESS). After reviewing the results, committees were formed to identify concerns, make recommendations, and actively address local and court-wide issues. Many of the approved recommendations were implemented. A follow-up ESS was completed earlier in 2017 in order to determine the success of the various ESS projects. The program will continue in FY 2017-18 as working groups were convened in September 2017 for the purpose of continually improving the Court as a workplace of choice for the current workforce and future applicants.

STRATEGIC GOAL Develop a supportive environment where employees are empowered to make decisions and their skills are continually cultivated 11

Infrastructure refers to the set of physical components and internal systems needed to sustain, protect, and improve the efficiency and effectiveness of Court operations. The physical components include facilities, furniture and fixtures, telecommunications and office equipment. Internal systems include rules of court, policies, procedures, and internal controls. Infrastructure—whether new, modified, or improved--tends to be of high cost. And, as such, a significant portion of the Court’s FY 2017-18 Approved Budget is earmarked for infrastructure improvements.

For instance, the Court is working on the installation of ballistic protection at courthouse entrances to help protect security staff and all those who enter Court facilities. Additionally, funds have been allocated for the replacement of electronic recording equipment in 37 courtrooms and the replacement of evidence presentation equipment in another 29 courtrooms. The Court will also continue to leverage cloud computing capabilities to move towards a scalable hybrid infrastructure architecture and strengthen its continuity of operations and disaster recovery plans.

Updates to internal systems are, for the most part, already built into the Court’s operating budget. Even though these improvements do not require additional expenditures, the Court continually strives to increase efficiency, accountability, and transparency.

As such, a number of projects are in the works including an upgrade to the payroll timekeeping system to improve reporting, automation of high-volume transactions that are currently processed manually, and reengineering of all travel and training processes to streamline everything from the approval process through claim submission—all while maintaining a high level of internal control. STRATEGIC GOAL Strengthen the Court’s operational, technological, and administrative infrastructure Control environment Control activities Information and communication Reporting and monitoring Risk assessment INTERNAL CONTROLS 12

THE BUDGET PROCESS TIMELINE In California, the trial courts are primarily funded by the State. This chart shows the relationship and the development timelines of the State, Judicial Branch, and local trial court budgets. Details regarding the Court’s FY 2017-18 Approved Budget are presented on the following pages.

COURT • January through February - Financial Planning Office (FPO) makes initial estimate of available funding. • March through July - FPO works with the Presiding Judge (PJ), Assistant Presiding Judge, executive team, and cost center managers to prepare detailed spending plans. • August through September - The Court Finance and Court Executive Committees review the Court’s budget and make recommendations to PJ. After the PJ approves the final budget, FPO submits the required JCC documents and publishes the Court’s approved budget.

JUDICIAL BRANCH • All year - The Trial Court Budget Advisory Committee (TCBAC) recommends funding allocations for the 58 trial courts. • July – JCC reviews and approves the allocation of funding to the trial courts. STATE • January - Governor submits proposed budget to Legislature • May - Governor issues revised budget, or “May Revise” • June - Legislature adopts a balanced budget. With 12 days of adoption, the Governor may reduce or eliminate any budget line items and then signs the budget bill. Trailer bills needed to implement the budget may be signed at a later date. 13

FY 2017-18 Approved Budget – FINANCING SOURCES Total financing sources $193,079,664 STATE BASE ALLOCATION $136,446,037 71% of the revenue budget The FY 2017-18 State base allocation is about $1.2 million less than FY 2016-17 due to the WAFM rate change from 7.17% to 7.07%.

USE OF RESERVES $1,341,692 1% of the revenue budget FACILITIES MAINTENANCE $2,128,571 1% of the revenue budget Facilities maintenance and modifications projects OTHER STATE REVENUE $33,320,120 17% of the revenue budget  Civil Assessment  Court interpreters  Dependency court-appointed counsel LOCAL REVENUE $19,843,244 10% of the revenue budget  County reimbursements  Fines and fees  Enhanced Collections program cost recovery 14

FY 2017-18 Approved Budget - EXPENDITURES SALARIES $102,077,407 53% of the expenditure budget  Staff and subordinate judicial salaries  Extra help  Overtime  Also includes unallocated salary savings of approximately $7.7 million OTHER SERVICES AND SUPPLIES $21,959,250 11% of the expenditure budget This includes all other expenses such as office supplies and equipment, printing, postage, as well as juror fees and mileage.

EMPLOYEE BENEFITS $57,194,187 30% of the expenditure budget  Retirement contributions  Medicare taxes  Judicial benefits  Medical insurance and other benefits CONTRACT SERVICES $11,848,820 6% of the expenditure budget Consultants and professionals are hired for a myriad of activities including technology project, facilities maintenance as well as custodial, Interpreter, and alternate defense services. Total expenditures $193,079,664 15

FY 2017-18 Approved Budget - STAFFING As illustrated on the previous page, salary and benefit costs are more than 82% of the budget. Most of the Court’s staffing cost is paid from the general fund. Other staff support programs are reimbursed from various sources, including the State, the JCC, the County of Orange, grants, and local revenues.

COUNTY 1.6% of total staffing  Alternate Defense Services  Grand Jury  Juvenile Justice Commission  Pretrial Services GRANTS 1.5% of total staffing  AB 1058 programs help litigants in family law matters and expedite child support cases.  Self-Help Services assist those who are without attorneys. GENERAL FUND 85.4% of total staffing Many staff interact with the public in courtrooms or at windows and public counters. Others work behind the scenes to process cases, perform legal research, manage exhibits and records, and perform administrative work.

LOCAL 3.6% of total staffing Enhanced Collections staff help administer justice by resolving financial obligations related to the litigants’ Court cases. STATE 7.4% of total staffing  Commissioners adjudicate various case types  Courtroom Attendants support civil courtrooms  Court Interpreters assist litigants in 65 languages FACILITIES MAINTENANCE 0.7% of total staffing Staff maintain the Court’s facilities and related mechanical systems. 16

FY 2017-18 Approved Budget - FUND BALANCE As of June 30, 2017, the Court’s fund balance, or funds held in reserve, totaled $9,205,925. The FY 2017-18 budget includes the use of reserves in the amount of $1,341,692 leaving an expected fund balance as of June 30, 2018 of $7,864,233—most of which is restricted for specific expenditures. Due to the 1% of operating expenditures restriction placed on the amount of fund balance courts can accumulate, the Court has little room to absorb negative variances to revenue and/or expenditures. It also limits the Court’s ability to set aside funds for future projects.

The Court will continue to be vigilant in its use and monitoring of resources to remain compliant and negate the possibility of returning funds to the State. Furthermore, the Court will rely upon its vision, values, and goals to make strategic decisions that ensure its financial health in the current fiscal year and beyond.

Fund Balance as of June 30, 2017 9,205,925 FY 2017-18 BUDGET Revenue 191,737,972 Expenditures 193,079,664 Planned use of reserves in FY 2017-18 1,341,692 Estimated Fund Balance as of June 30, 2018 7,864,233 Description Amount ASSIGNED 1% Operating Reserve 626,000 NONSPENDABLE Collaborative Courts Donation Fund 11,321 Prepaid expenses 861,975 RESTRICTED - STATUTORY Child Custody Fees 59,907 Children's Waiting Room 473,898 Micrographics Prior to 2006 38,334 Replacement of 2% Automation Fund 5,727,805 Small Claims Advisory 64,993 Total Estimated Fund Balance to be Retained by the Court 7,864,233 Total Estimated Fund Balance Available to be Reclaimed by the State - 17

FY 2017-18 Approved Budget – BUDGET BY FUND Fund accounting enables the Court to record the receipt and use of resources for which the use is limited by another governmental agency, the donor, grantor, or by act of law. Approximately 78% of the Court’s funding is available for general operations while 22% is restricted for specified purposes. = $193.1 million GENERAL FUND (general operations) 78% GENERAL FUND (specific purpose) 11% SPECIAL REVENUE FUND 9% GRANT FUNDS 2% Grant funds are used to manage monetary awards given to the Court for a specific purpose.

Programs include: AB 1058 – Child Support Commissioner ............... 2,368,526 AB 1058 – Family Law Facilitator ............................. 651,712 Court Innovation Grants (5 grant awards) ........... 1,137,804 Access to Visitation ................................................... 40,000 Other JCC grants (2 programs) ................................ 120,328 Special revenue funds are used to account for the use of resources earmarked by law for a particular purpose.

Expenditures include the following: Alternate Defense ................................................ 5,678,391 Enhanced Collections ........................................... 4,869,891 Facilities Maintenance ......................................... 2,128,571 Other County Services .......................................... 1,868,866 Other Special Revenues .......................................... 740,000 Children’s Waiting Room ......................................... 670,000 Grand Jury ............................................................... 194,706 2% Automation ....................................................... 173,419 Small Claims Advisory ............................................. 130,000 General funds are used for all operations not requiring the use of another fund type.

Of the total $172,210,502 general fund expense, $151,323,652 is available for general purposes while $20,886,850 is reserved for specific purposes. Court interpreters ............................................ 11,800,000 Dependency court-appointed counsel ............... 5,366,139 Judicial officer benefits ....................................... 1,428,000 Jury fees and mileage ............................................ 940,000 Self-Help Services .................................................. 913,711 Other reimbursements .......................................... 439,000 18

FY 2017-18 Approved Budget – BUDGET BY PECT When the Court submits its budget to the JCC, expenditures are classified by program, element, component, and task (PECT). This system of accounting provides information about expenditures by functional area and case type. At the highest level, PECT is broken down into three major programs: court operations (program 10), non-court operations (program 20), and court administration (program 90).

It is further broken as shown below: Program 10 expenditures (depicted in the pie chart by the blue slices) make up more than 81% of the total budget; program 20 (the gray slice) about 4%, and program 90 (the olive slice) just over 15%. PECT data is used as the basis for calculating the Court’s annual indirect overhead rate. The official rate for FY 2017-18 will not be calculated until January 2018. Until then, the Court uses a rate of 16.18%, which is the rate approved for FY 2016-17.

Over the last 9 years, the Court’s indirect overhead rate averaged a modest 20.26% Budget = $193.1 million Program 10 Program 20 Program 90 Other trial court operations • Traffic and infractions • Criminal • Civil • Family and children services • Probate, guardianship • Juvenile dependency • Juvenile delinquency Operations support • Other support • Interpreters • Jury services • Security Judges and courtroom support Non Court Operations • Enhanced collections • Other non court operations Other trial court operations • Executive office • Fiscal services • Human Resources • Business and facilities • Information technology 19

FY 2017-18 Approved Budget – REVENUE BY GENERAL LEDGER (GL) ACCOUNT In the JCC’s accounting system, GL accounts are six-digit codes used to categorize and record accounting transactions. The tables on this page and the next provide details regarding the Court’s revenue by GL account. Actual revenues are provided for Fiscal Years 2013-14 through 2016-17. Budgeted revenue is provided for FY 2017-18. GL no.

GL description FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 BUDGET STATE (JUDICIAL COUNCIL) FUNDING Revenues 812110 TCTF-Program 45.10 - Operations 122,892,620 125,565,615 137,497,294 135,185,204 129,516,117 812140 TCTF-Program 45.10 - Small Claims - service by mail 17,693 19,260 19,895 15,610 18,000 812141 TCTF-Program 45.10 - Admin charge - returned check 2,238 3,413 4,047 3,483 3,500 812142 TCTF-Program 45.10 - Admin charge - partial payment (5) 74 35 - - 812143 TCTF-Program 45.10 - Fee waiver to indigent party - 90 - - - 812144 TCTF-Program 45.10 - Clerks transcript on appeal 60,951 391,876 223,449 223,308 250,000 812146 TCTF-Program 45.10 - Copy preparation 596,472 596,925 592,395 618,085 610,000 812147 TCTF-Program 45.10 - Comparison of paper 8 8 144 274 100 812148 TCTF-Program 45.10 - Manual search of records 26,738 34,993 25,395 25,250 23,000 812149 TCTF-Program 45.10 - Reimbursement of other costs 190,560 537,323 510,794 516,724 710,000 812151 TCTF-Program 45.10 - Custody / visitation - mediation 30,413 30,767 30,030 28,329 30,000 812152 TCTF-Program 45.10 - Returned check 17,553 18,705 12,987 9,215 10,000 812153 TCTF-Program 45.10 - Guardianship investigation 85,324 73,679 64,495 49,743 50,000 812154 TCTF-Program 45.10 - Information package for conservators 5,192 4,986 6,024 3,599 3,500 812155 TCTF-Program 45.10 - Conservatorship investigation 181,809 143,501 120,780 114,086 120,000 812156 TCTF-Program 45.10 - Annual filing fee - - 500 - - 812157 TCTF-Program 45.10 - Children's Waiting Room 423,421 376,108 369,617 395,975 396,000 812158 TCTF-Program 45.10 - Custody / visitation - family law facilitators 20,275 20,512 20,021 18,886 21,000 812159 TCTF-Program 45.10 - Civil assessments 8,443,382 8,941,832 6,146,559 5,277,870 4,800,000 812160 TCTF-Program 45.10 - Micrographics 248,772 221,139 216,388 235,272 230,000 812162 TCTF-Program 45.10 - Child custody evaluation 406,729 509,711 483,257 467,302 450,000 812163 TCTF-Program 45.10 - Court-appointed counsel (CAC) for child 93,706 142,121 150,242 119,680 130,000 812165 TCTF-Program 45.10 - Step parent adoption investigation 45,879 62,211 68,152 61,872 60,000 812167 2% Automation Fund (GC 77207.5) 923,880 923,880 923,880 923,882 923,800 812168 Court reporter fee for less than one hour 829,579 446,920 340,262 321,808 320,000 816110 Other State receipts 27,937 29,215 28,798 31,216 35,000 816111 General Fund revenue 6,929,920 6,929,920 6,929,921 6,929,921 6,929,920 SUBTOTAL - State (Judicial Council) Revenues 142,501,046 146,024,784 154,785,361 151,576,717 145,639,937 Reimbursements 831010 General Fund - AB2030 service of processing 72,660 67,055 66,995 68,535 75,000 832010 TCTF general MOU reimb. (self-help and asset replacement) 383,452 383,452 383,452 383,452 383,452 832011 TCTF-Program 45.10 - Jury 804,549 772,798 723,541 698,735 710,000 832012 TCTF-Program 45.10 - CAC 6,113,460 5,745,751 6,130,278 5,648,065 5,366,139 832013 TCTF-Program 45.10 - Elder abuse 47,492 40,373 40,105 31,993 31,000 833010 TCTF-Program 45.25 - Judges compensation 1,104,299 1,041,130 1,016,892 988,547 969,000 834010 TCTF-Program 45.45 - Court interpreters 8,496,352 8,961,731 9,137,225 10,367,977 11,800,000 835010 TCTF-Program 45.55 - Civil coordination 18,977 79,506 49,210 60,185 60,000 837011 Improvement and Modernization Fund 953,184 1,382,420 840,678 824,370 413,259 838010 AB1058 grants 3,006,257 2,825,000 2,630,569 2,488,417 3,020,238 838020 Other Judicial Council grants 146,225 131,509 304,435 359,570 1,298,132 SUBTOTAL - State (Judicial Council) Reimbursements 21,146,907 21,430,725 21,323,381 21,919,846 24,126,220 TOTAL - STATE (JUDICIAL COUNCIL) FUNDING 163,647,953 167,455,509 176,108,742 173,496,562 169,766,157 20

GL no.

GL description FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 BUDGET LOCAL REVENUE AND REIMBURSEMENTS Revenues 821121 Arbitration fees 900 1,050 150 150 200 821123 Reporters transcript on appeal 160,329 195,059 191,555 198,855 250,000 821124 Local fee - - 183,628 198,050 - 821160 Pre-AB145 473 33 - - 100 821170 GC26840.3 Marriage license conciliation 121,400 117,765 118,630 126,700 120,000 821172 GC68150H Public access civil images / e-filings 977,824 1,066,565 1,155,783 1,213,734 1,200,000 821180 PC1203.4 Change of plea 288,600 302,079 298,733 330,383 330,000 821181 PC1205D Installment fee 1,931,261 1,882,091 1,528,702 1,320,841 1,100,000 821183 PC1463.22A Insurance conviction 115,366 103,395 99,458 95,415 95,000 821190 VC11205M Traffic school 189,733 176,911 155,257 136,389 129,000 821191 VC40508.6 DMV history / priors 1,203,493 1,036,907 858,424 724,693 500,000 821194 CRC10.500 Public access 2,388 2,102 2,775 3,190 3,000 821201 Enhanced collections (civil assessment) 1,404,859 1,544,211 1,339,472 1,291,930 1,980,185 821202 Enhanced collections (other) 2,928,549 2,918,607 3,036,543 3,033,415 2,889,706 822101 Forms and miscellaneous 22,109 - 29 30 - 822102 Postage 13,951 12,241 12,914 12,836 13,000 822103 Overage fee < $10 128,023 5,780 3,019 2,630 2,500 822104 Credit card recovery 619,807 610,321 555,040 534,780 520,000 823001 Miscellaneous revenue 186,585 130,392 100,231 97,283 95,000 823003 Escheatment revenue - 3,821,079 - - 100,000 823004 Cash overage - - 34 1,500 823010 Donations - - - - 1,500 SUBTOTAL - Local Revenues 10,295,649 13,926,587 9,640,341 9,321,338 9,330,691 Reimbursements 839010 Non-Judicial Council grants 80,316 53,443 20,216 33,481 - 841010 Small Claims Advisory 120,939 122,498 134,119 131,426 140,000 841012 Grand Jury 234,464 156,201 160,495 162,707 194,706 841015 Other county services 6,948,724 6,187,436 6,342,478 7,115,631 8,012,257 861010 Civil jury reimbursement 308,430 356,166 330,878 353,750 230,000 861011 Reimbursements - miscellaneous 3,920,540 4,419,350 4,668,515 4,387,109 2,689,161 861014 Convenience fee reimbursement 475,448 446,916 397,733 361,476 1,150,000 SUBTOTAL - Local Reimbursements 12,088,860 11,742,011 12,054,434 12,545,580 12,416,124 TOTAL - LOCAL REVENUES AND REIMBURSEMENTS 22,384,509 25,668,598 21,694,775 21,866,917 21,746,815 INTEREST AND OTHER ADJUSTMENTS 825010 Interest 121,436 97,802 159,082 265,318 225,000 826011 Realized gain - - 6,152 - - 899910 Prior year adjustments (83,493) (1,276) 45,178 (1,122) - TOTAL - INTEREST AND OTHER ADJUSTMENTS 37,943 96,526 210,412 264,196 225,000 TOTAL REVENUES AND REIMBURSEMENTS 186,070,405 193,220,634 198,013,928 195,627,676 191,737,972 21

FY 2017-18 Approved Budget – EXPENDITURES BY GL ACCOUNT The tables on this page and the next provide details regarding Court expenditures by GL account. Actual expenses are provided for Fiscal Years 2013-14 through 2016-17. Budgeted expenditures by GL account are provided for FY 2017-18. GL no.

GL description FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 BUDGET SALARIES AND BENEFITS Salaries 900301 Salaries - permanent, non-judicial personnel 96,680,021 94,251,144 96,478,592 98,212,049 102,409,974 900320 Lump sum pay outs (vacation, sick leave cash outs) 993,369 903,764 744,553 943,735 400,000 900328 Other pay (on call, differentials, VSIP) 1,390,471 922,128 1,156,001 797,578 796,461 903301 Extra help 1,491,015 1,458,852 1,173,893 1,036,152 1,256,417 906303 Judicial officers - commissioners 2,665,976 2,417,324 1,878,776 2,184,647 2,546,460 906311 Judicial officers - judges 1,085,998 1,036,223 1,005,269 955,406 893,940 908301 Overtime 5,351,638 2,800,889 1,665,645 1,160,744 734,652 914101 Salary savings (budget only) - - - - (6,960,497) SUBTOTAL - Salaries 109,658,487 103,790,324 104,102,728 105,290,312 102,077,407 Benefits 910302 Medicare 1,427,150 1,362,483 1,390,869 1,412,074 1,537,187 910401 Dental insurance 253,010 242,965 239,368 254,487 207,924 910501 Health insurance 13,756,012 13,319,746 13,909,031 14,190,650 14,444,856 910503 Retiree health benefits 3,984,141 3,487,447 3,505,653 4,046,705 4,204,783 910604 Retirement - non-judicial staff 27,712,226 31,197,349 31,817,072 29,875,663 32,368,231 910610 Retirement - 415(m) - - - - 100,000 912301 Retirement - judicial officers 884,270 906,587 702,591 746,473 - 912501 Workers' compensation 1,204,763 1,185,950 1,637,389 1,420,673 1,616,295 913501 Life insurance 36,271 24,658 15,716 16,982 31,704 913502 Long-term disability (LTD) insurance 85,917 85,262 87,235 92,310 103,240 913503 Accidental death and disability (AD&

D) insurance 4,209 4,066 4,094 4,228 4,735 913699 Other insurance (vision) 793,085 773,821 778,745 783,661 799,603 913701 Other judges' benefits 601,803 543,930 522,727 509,928 - 913802 Educational incentives (other than tuition reimb.) 22,569 24,917 23,501 20,895 20,000 913899 Other benefits (tuition reimb., OBP, parking) 1,269,826 1,266,243 1,272,914 1,358,507 1,755,629 SUBTOTAL - Benefits 52,035,252 54,425,425 55,906,905 54,733,236 57,194,187 TOTAL - SALARIES AND BENEFITS 161,693,739 158,215,750 160,009,633 160,023,548 159,271,594 SERVICES AND SUPPLIES 920299 Laboratory expense 47,249 51,801 44,355 24,952 20,000 920301 Merchant fees 410,689 409,034 394,345 392,396 390,000 920302 Bank fees 17,733 17,060 23,553 26,034 25,000 920599 Dues and memberships 36,035 93,867 97,384 100,878 70,725 920622 Copy paper 328,967 278,991 252,687 242,458 208,700 920699 Office expense 258,492 225,593 270,450 305,452 389,579 921599 Advertising expense 5,104 15,958 23,450 20,830 40,350 921702 Meals / food 7,352 7,564 20,497 11,808 10,460 921704 Special events / employee appreciation 17,892 19,745 25,055 20,883 23,862 922399 Library purchases and subscriptions 767,670 756,084 686,703 726,317 723,467 922603 Equipment - office furniture 34,465 153,322 85,862 424,268 84,244 922608 Equipment - weapons screening - 429 133 - - 922611 Equipment - computers 1,214,840 62,965 47,479 858,522 148,550 922612 Equipment - printers 250 1,219 3,534 16,849 5,000 922616 Cell phones/pagers - - - 2,141 - 922699 Equipment - under $5,000 232,962 95,375 244,952 190,940 52,500 922799 Equipment - rents and leases 382,801 356,335 368,974 352,498 371,689 922899 Equipment - maintenance and repairs 106,574 155,935 212,712 230,211 298,496 923999 General expense - service 71,984 71,689 100,294 120,628 113,184 924599 Printing 393,046 304,774 219,227 235,829 283,825 925101 Telecommunications 1,549,496 1,733,663 1,456,912 1,229,020 1,290,382 925103 Cell phones/pagers 16,238 13,437 13,880 13,566 13,288 926199 Postage 932,065 744,913 772,330 679,988 807,670 928801 Insurance 62,534 57,770 52,215 49,911 52,110 22

GL no.

GL description FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 BUDGET SERVICES AND SUPPLIES 929210 Private car mileage 142,241 97,751 89,026 71,816 74,215 929299 Travel - in-state 54,873 60,736 87,945 84,159 148,085 931101 Travel - out-of-state 23,868 12,969 76,159 61,235 54,720 933101 Tuition and registration fees 360,791 220,787 209,358 188,514 118,780 933102 Tuition reimbursement - 55,122 120,447 120,563 101,910 934510 Courtroom security - Sheriff-provided 307,925 249,242 104,479 - - 934512 Alarm service 97,900 8,662 14,594 21,535 7,049 934599 Sheriff command staff 1,081,844 470,175 - - - 935202 Rent - non-State owned 961,236 788,729 800,451 239,850 38,163 935301 Janitorial - services 592,386 652,264 749,521 794,390 843,344 935303 Janitorial - cleaning supplies 293,959 262,831 294,111 277,698 284,275 935499 Maintenance and supplies 3,499,414 2,633,987 2,188,326 3,557,248 1,225,962 935599 Grounds 77,594 91,195 75,096 93,812 - 935699 Alteration expenses 18,749 10,199 4,486 - 170,000 938201 Consulting services - temporary help 100,932 113,413 26,099 121,495 - 938401 General consultant and professional services 1,616,574 1,642,407 2,396,404 2,715,451 2,305,641 938404 Administrative services contracts 91,788 312,660 103,151 87,790 112,023 938412 Translations - - - 1,889 - 938502 Court interpreter - travel - 3,011 6,984 508 2,000 938503 Court interpreter - registered 35,090 66,595 99,651 144,664 153,000 938504 Court interpreter - certified 822,946 928,737 944,509 1,203,959 1,136,000 938505 Court interpreter - non-registered 56,210 65,884 121,491 98,743 100,000 938506 Court interpreter - non-certified 125,906 111,665 138,953 179,791 162,000 938507 Court interpreter - American sign language 152,765 155,446 217,110 320,674 300,000 938509 Court interpreter - mileage 31,231 55,530 66,681 74,884 77,000 938512 Court interpreter - document translation 5,719 762 18,299 8,370 7,500 938514 Court interpreter - language line - non court - 1,348 2,112 2,017 2,000 938601 Court reporter services 624,558 819,881 512,276 583,803 450,000 938701 Court transcripts 1,456,930 1,295,899 1,139,982 1,213,089 1,150,000 938711 Electronic recording transcripts 77,164 123,854 160,026 238,359 200,000 938801 CAC - dependency (children) 2,116,176 2,028,810 2,150,982 2,306,477 2,734,070 938802 CAC - dependency (parents) 3,997,284 3,716,941 3,979,296 4,098,078 3,811,000 938899 CAC - criminal 2,572,528 2,222,194 2,365,214 2,932,590 2,658,758 938901 Investigative services 232,511 230,594 236,920 209,781 287,000 939002 Psychiatric evaluations 247,424 199,355 267,679 252,739 296,000 939003 Court-ordered professional services 58,877 10,400 13,350 19,174 151,000 939009 Expert witness 31,133 3,789 9,880 15,354 42,800 939014 Expert witness - forensic 98,861 92,925 68,920 114,641 85,000 939018 Mental health hearing officer 73,865 79,352 80,533 89,226 85,000 939102 Civil arbitration fee 1,050 750 150 150 1,000 939299 Collection services 239,634 351,219 262,229 369,768 360,000 939401 Legal services 37,043 20,560 84,822 32,548 20,000 939402 Labor negotiations 28,367 27,059 28,789 5,237 30,000 939412 CAC - delinquency 790,600 770,288 707,641 789,704 1,041,865 939413 CAC - family law 336,402 352,961 390,206 354,690 430,950 939414 CAC - probate 6,173 32,555 27,946 10,115 160,000 939420 Small claims advisory service 130,000 115,714 115,714 115,714 130,000 939701 Banking and investment services 6,281 886 816 986 1,300 941101 Sheriff - reimbursement - AB 2030 / AB 2695 72,730 67,090 67,035 68,535 75,000 942901 County-provided services 3,478,794 1,280,772 1,026,030 959,706 929,937 943201 IT - maintenance, repairs, and supplies 1,091,142 692,462 940,803 882,202 532,161 943301 IT - commercial contracts 1,125,219 1,223,390 1,751,189 1,241,147 1,095,901 943502 IT - software and license fees 5,266,737 2,678,759 2,819,216 2,458,957 2,569,430 943701 IT - Other - - 2,787 445,048 - 945203 Major equipment - furniture - 5,622 40,137 35,828 - 945204 Major equipment - weapons screening - 5,533 - 92,313 - 945301 Major equipment - non-IT 80,408 56,103 68,860 118,101 352,500 946601 Major equipment - IT 1,760,946 304,453 281,815 518,689 275,000 952099 Uniform allowance 1,980 1,034 3,881 3,364 3,050 952499 Vehicle operations 23,343 20,320 19,818 14,537 36,600 952599 Cash differences 1,969 1,898 1,171 907 1,000 965101 Jury fees 808,905 817,708 763,408 741,195 710,000 965102 Jury mileage 254,540 249,243 237,370 233,068 230,000 965110 Jury parking and public transportation 26,671 25,267 26,048 17,262 25,000 971001 Penalties - 1,212 - - - 972100 Judgments, settlements, and claims 87,530 500 1,201 78 - 971101 OPEB Expense 1,200,000 2,000,000 - - - 992001 Departmental indirect allocations (82,829) - - - - 999910 Prior year expense adjustments 2,111,088 (205,678) (601) (12,915) - TOTAL - SERVICES AND SUPPLIES 47,918,412 36,421,303 35,025,969 38,317,679 33,808,070 TOTAL EXPENDITURES 209,612,151 194,637,053 195,035,603 198,341,227 193,079,664 23

FY 2017‐18 Approved Budget – BUDGET BY DEPARTMENT The budget for Court staff as well as all services and supplies is segregated into seven departments—Executive Office, Judicial Administration, Human Resources, General Counsel, Court Technology Services, Finance and Administration, and Operations. The Court has 124 authorized judicial positions. Per California Rules of Court Rule 10.602 et al, the judges select a presiding judge and assistant presiding judge. Non‐judicial employees are led by the court executive officer. The number of budgeted staff are represented as full‐time equivalents (FTEs). The number of FTEs by department is illustrated below: 24

The FY 2017-18 Approved Budget by department is shown below. The Operations Department includes about 72% of the Court’s total workforce and its budget is about 65% of the total. 25

FY 2017-18 Approved Budget – BUDGET BY COST CENTER The Court’s seven departments are further subdivided into cost centers. In addition to their other duties, cost center managers are responsible for assigned personnel, controlling costs, and reporting significant variances from the budget. The cost center budget summaries that follow highlight each cost center’s mission statement, its goals and approved budget for FY 2017-18 as well as major accomplishments in FY 2016-17. For each cost center, a chart is provided showing the salaries and benefits budget with budgeted staffing (FTEs).

A second chart is provided for the services and supplies budget. To help provide context, charts include actual expenditures from FY 2008-09 through FY 2016-17. A projection is also provided for FY 2018-19. The chart below provides summarizes this information for the entire Court. Note that even though the Court’s budgeted staffing has decreased 426.5 FTEs, about 22.5%, since FY 2008-09, the total cost of salaries and benefits has actually increased slightly.

Services and supplies decreased significantly after FY 2010-11 because funding for court security is now provided directly to the counties instead of to the courts. 26

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JUDICIAL ADMINISTRATION 8,317 7,590 7,605 6,786 6,113 5,857 5,535 4,885 4,920 4,765 4,355 381 330 137 68 47 52 259 66 65 56 56 33.0 30.0 26.0 21.0 19.1 16.8 16.5 12.3 13.5 10.5 10.5 - 10.0 20.0 30.0 40.0 - 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 FY 2008-09 Actual FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Expenditure and Staffing Trends (in thousands) Salaries and benefits Services and supplies Budgeted Staffing (FTEs) 28

Judges and Commissioners

(301020) Mission Statement FY 2017-18 APPROVED BUDGET David Yamasaki Katrina Coreces (657) 622-7017 (657) 622-7739 Court Executive Officer Financial Planning Analyst The mission of the Superior Court of California, County of Orange is to serve the public by administering justice and resolving disputes under the law, thereby protecting the rights and liberties guaranteed by the Constitutions of California and the United States. There are no significant changes to report for FY 2017-18. Includes salaries and benefits for 10.5 Commissioner positions, one fewer than in the prior year due to a retirement.

In previous years, this cost center included 2.0 FTEs non-judicial staff. Beginning in FY 2017-18, these non-judicial positions are no longer in this cost center and are instead included in the Judicial Assistance Group (302240). This cost center's budget also includes extra help funds for commissioner backfill and contractors hearing emergency protective orders at nights and on weekends.

Judges are not included in the number of FTEs but the $9,500 partial salary paid to specific judges through the county payroll system, for which the Court is reimbursed by the State, are included in the expenditures. 7,250,891 7,225,668 6,529,414 5,889,621 5,612,735 5,287,622 4,884,668 4,920,492 4,764,799 4,355,262 27.0 23.0 19.0 17.1 14.8 14.5 10.3 13.5 10.5 10.5 - 5.0 10.0 15.0 20.0 25.0 30.0 - 2,000,000 4,000,000 6,000,000 8,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 328,869 134,925 67,969 46,739 49,677 257,937 65,531 64,531 56,430 56,000 - 100,000 200,000 300,000 400,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 29

EXECUTIVE OFFICE The management and administration of all non-judicial operations of the Court are the responsibility of the Court Executive Officer. 1,027 516 420 433 444 468 484 487 458 482 484 14 5 12 17 74 115 7 56 29 112 112 8.8 3.3 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 - 10.0 - 200 400 600 800 1,000 1,200 FY 2008-09 Actual FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Expenditure and Staffing Trends (in thousands) Salaries and benefits Services and supplies Budgeted Staffing (FTEs) 30

Court Executive Office

(302100) Mission Statement FY 2017-18 APPROVED BUDGET The management and administration of all non-judicial operations of the Court are the responsibility of the Court Executive Officer (CEO). Funding for discretionary training and travel for non-judicial staff is included here. During the fiscal year, once the training and travel request is approved, the expense is charged against the employee's home cost center. Once funds are expended, budget is then moved from this cost center to the employee's cost center. This is why actual expenditures are lower than the original budget.

Funds are also budgeted for consultants and lawyers to conduct investigations or handle special projects. Staff include the CEO and the Executive Assistant to the CEO.

David Yamasaki Katrina Coreces (657) 622-7017 (657) 622-7739 Court Executive Officer Financial Planning Analyst 516,322 420,298 432,685 443,883 468,153 483,873 487,332 458,325 482,043 483,909 3.3 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 - 1.0 2.0 3.0 4.0 - 100,000 200,000 300,000 400,000 500,000 600,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 5,239 11,802 17,074 73,522 114,600 7,420 56,432 28,917 111,510 111,500 - 50,000 100,000 150,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 31

GENERAL COUNSEL General Counsel supports the Court’s commitment to serving the public and the judiciary by providing high quality legal services and advice to promote sound decision-making in all areas of court operations and administration. 8,545 8,489 9,239 10,227 9,904 10,033 10,783 11,267 11,531 11,882 12,034 464 237 257 238 215 231 194 132 98 154 154 53.8 57.5 53.5 57.8 56.1 56.8 57.3 58.3 60.1 62.8 62.8 40.0 45.0 50.0 55.0 60.0 65.0 - 2,000 4,000 6,000 8,000 10,000 12,000 14,000 FY 2008-09 Actual FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Expenditure and Staffing Trends (in thousands) Salaries and benefits Services and supplies Budgeted Staffing (FTEs) Office of General Counsel 8% Judicial Assistance Group (JAG) 5% Legal Research 86% Media and Community Relations 1% FY 2017-18 BUDGET BY COST CENTER Office of General Counsel 6% Judicial Assistance Group (JAG) 10% Legal Research 82% Media and Community Relations 2% FY 2017-18 STAFFING BY COST CENTER 32

Office of General Counsel

(302210) Mission Statement FY 2017-18 APPROVED BUDGET The Office of General Counsel provides services to the judiciary and to the public to facilitate access to court services, assist independence of the judiciary, and enhance the quality of justice through modern management and administration. There were no legal services costs in FY 2016-17, which accounts for the variance between FY 2016-17 actual and FY 2017-18 budget. There are no significant changes to report for FY 2017-18.

Jeff Wertheimer Katrina Coreces (657) 622-7723 (657) 622-7739 General Counsel Financial Planning Analyst 518,702 469,306 775,889 765,956 647,086 658,845 939,410 912,739 883,044 892,605 3.0 2.7 3.0 3.0 2.0 3.0 3.0 4.0 4.0 4.0 - 1.0 2.0 3.0 4.0 5.0 - 200,000 400,000 600,000 800,000 1,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 624 448 2,059 1,249 - 261 35,001 387 26,220 26,200 - 10,000 20,000 30,000 40,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 33

Media and Community Relations

(302510) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS Gwen Vieau Katrina Coreces (657) 622-7097 (657) 622-7739 Cost Center Manager Financial Planning Analyst Work closely with the media and the public to provide timely, accurate information and enhance the Court’s image within the community. There are no significant changes to report for FY 2017-18. » Shared information about the Court with the media and the public via the Court’s website, news releases, and social media »

Provided assistance to the media and the public to access case information and documents » Acted as liaison between the Court and the media for requests to film or record court proceedings » Coordinated responses to over 75 requests for judicial administrative records, per California Rules of Court, rule 10.500 » Planned and staffed the Court’s 10th annual Leadership Academy for staff of local elected officials and community organizations » Managed the recruitment and selection of the 2017-2018 O.C. Grand Jury as lead staff for the 25 judges on the selection committee »

Centralize communication as the primary Court contact for local, state, national, and international media » Inform the media and the public about the work of the Court »

Build bridges with the community There are no significant changes to report for FY 2017-18. 243,635 266,143 275,313 147,775 126,702 125,775 145,218 148,236 152,229 156,788 2.0 2.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 - 0.5 1.0 1.5 2.0 2.5 - 50,000 100,000 150,000 200,000 250,000 300,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 2,816 9,416 1,398 5,504 4,269 1,452 4,982 4,040 4,665 4,660 - 2,000 4,000 6,000 8,000 10,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 34

Judicial Assistance Group (JAG)

(302240) Mission Statement FY 2017-18 APPROVED BUDGET The Judicial Assistance Group (JAG) is dedicated to providing timely, responsive, and professional management services and administrative support for judicial officers throughout the Court. There are no significant changes to report for FY 2017-18. Two positions, one Executive Assistant and one Senior Executive Assistant, were transferred from the Judges and Commissioners (301020) cost center.

Jeff Wertheimer Katrina Coreces (657) 622-7723 (657) 622-7739 General Counsel Financial Planning Analyst 776,353 571,973 546,636 529,294 446,203 457,855 361,140 375,871 594,491 603,240 10.0 7.0 7.0 5.3 6.0 5.0 5.0 4.0 6.0 6.0 - 2.0 4.0 6.0 8.0 10.0 12.0 - 200,000 400,000 600,000 800,000 1,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 613 1,483 641 138 21,218 - 2,398 1,153 220 200 - 5,000 10,000 15,000 20,000 25,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 35

Legal Research

(302250) Mission Statement FY 2017-18 APPROVED BUDGET Jeff Wertheimer Katrina Coreces (657) 622-7723 (657) 622-7739 General Counsel Financial Planning Analyst Legal Research provides legal research and analytical support to the Court's judicial officers in a wide range of subject areas and functions including civil, complex civil, criminal, family law, juvenile, probate and mental health, and appellate division matters. There are no significant changes to report for FY 2017-18.

There are no significant changes to report for FY 2017-18. 6,949,892 7,931,411 8,629,585 8,460,637 8,813,440 9,540,343 9,821,442 10,094,215 10,252,146 10,381,381 44.5 43.8 47.8 46.8 47.8 48.3 49.3 51.1 51.8 51.8 35.0 40.0 45.0 50.0 55.0 - 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 233,325 246,007 233,472 207,979 205,549 192,360 89,748 92,409 122,760 122,500 - 50,000 100,000 150,000 200,000 250,000 300,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 36

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COURT TECHNOLOGY SERVICES DEPARTMENT The mission of Court Technology Services is to deliver business value through the introduction of new technology- enabled solutions; effectively and efficiently manage existing technology services and solutions; and establish and implement against a technology plan that balances court needs, industry trends, and Judicial Council directions. 14,135 12,748 14,089 15,889 15,837 17,436 16,431 15,705 15,662 14,878 14,975 8,679 9,378 8,423 7,664 6,716 11,971 6,671 7,623 8,222 5,896 4,562 129.9 109.4 108.9 124.9 117.9 126.6 121.5 119.6 126.2 103.6 103.6 50.0 70.0 90.0 110.0 130.0 150.0 170.0 - 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 20,000 FY 2008-09 Actual FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Expenditure and Staffing Trends (in thousands) Salaries and benefits Services and supplies Budgeted Staffing (FTEs) Administration 7% Servers, Storage, DBA 12% Network & Telecom 12% Applications Development 6% Vision and ILJ 14% Service Center & User Support 15% Odyssey - FL/Juvenile 10% Application Maintenance 10% CMS V3 6% Platform Solutions 8% FY 2017-18 BUDGET BY COST CENTER Administration 6% Servers, Storage, DBA 11% Network & Telecom 8% Applications Development 7% Vision and ILJ 15% Service Center & User Support 16% Odyssey - FL/Juvenile 9% Application Maintenance 10% CMS V3 8% Platform Solutions 10% FY 2017-18 STAFFING BY COST CENTER 38

CTS - Administration

(303100) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS The mission of Court Technology Services (CTS) is to deliver business value through the introduction of new technology-enabled solutions, effectively and efficiently manage existing technology services and solutions, and establish and implement against a technology plan that balances Court needs, industry trends, and Judicial Council strategic directions. The reduction in services and supplies is due to the elimination of three courtwide memberships. »

The CTS Department implemented the following technology initiatives to improve the overall effectiveness and efficiency of Court operations: » New Wireless Network » Civil CMS Gap Analysis » Voice Mail in eMail » Family Court Services Portal » Case Sealing » Microsoft Advanced Threat Protection » Probate Notes » Criminal/Traffic Call Center » Video Conferencing Equipment Upgrade » Family Court Services Automated Check-In Functionality » Personnel File Imaging » Integrated IVR » Titanium Replacement » Family Law Legal Research SharePoint Site » Effectively manage the delivery of courtwide technology services.

Objectives: Deploy and ensure support of a common infrastructure that meets the Court's needs; forecast and budget to deliver appropriate services » Guide technology decision-making to ensure consistency with the Court's business direction. Objectives: Implement and maintain effecitve information technology (IT) governance; ensure IT investments are aligned with the Court's Strategic Plan, business priorities, and IT standards » Ensure a skilled, responsive, and innovative staff that keeps current with evolving business-critical technologies.

Objectives: Promote staff training and development; hire and retain highly qualified staff » Provide high quality customer service. Objectives: Establish and meet user expectations in delivering courtwide technology services and assist them in identifying opportunities to introduce new technology; ensure that users have easy access to accurate and timely court information and services via the internet and intranet Two Court Technology Director positions were deleted after the incumbents retired and one Administrative Analyst position was transferred to Financial Planning (304210).

One Court Technology Manager was moved from the discontinued Banner, Smartforms, QA, and Process cost center (303430) to this cost center.

Brett Howard Katrina Coreces (657) 622-7617 (657) 622-7739 Chief Information Officer Financial Planning Analyst 518,231 709,222 1,047,035 1,031,750 890,392 871,277 1,671,099 1,627,020 1,247,370 1,268,887 3.3 4.0 5.0 6.0 5.0 6.5 9.0 8.0 6.0 6.0 - 2.0 4.0 6.0 8.0 10.0 - 500,000 1,000,000 1,500,000 2,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 1,059,977 408,623 266,924 367,308 384,468 390,634 306,784 287,034 242,313 242,278 - 200,000 400,000 600,000 800,000 1,000,000 1,200,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 39

CTS - Servers, Storage, and DBA Services

(303230) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS Pawan Sarna Katrina Coreces (657) 622-5111 (657) 622-7739 Cost Center Manager Financial Planning Analyst The Servers, Storage and Database Administration unit promotes the Court's Information Technology (IT) goals and objectives by maintaining, designing, and improving the Court's IT infrastructure.

The unit provides optimal technical support to the Court's network, case management, application development, and end user support units that rely on servers, storage, and databases to serve the business, public, and justice partners. The unit also contributes to the success of new Court initiatives such as revamping the civil case management system, disaster recovery, business continuity, and strengthening information security by providing technical resources, application and database support.

While there are no substantial changes to report for FY 2017-18, there will be significant reductions expected in FY 2018-19 once the Court's legacy IBM equipment is fully phased out. » Decommissioned the legacy Radware application load balancers and moved the Court’s internal and external hosted applications behind secure F5 application load balancers, thereby increasing application availability, scalability and security » Completed the implementation of the NetApp storage based asynchronous replication from the primary site to an alternate site for strengthening Court’s DR posture »

Completed the implementation of the Veeam enterprise backup application to meet the Court’s near and long term data backup requirements, leveraging a hybrid of on premise disk and Cloud based storage » Implemented Microsoft’s Express route, extended the Court’s on premise network to Azure and laid the platform of IaaS deployments in the Cloud » Implemented centralized IT Infrastructure monitoring for network, servers, application, databases and storage » Increased the effort to phase out the remaining legacy IBM servers and storage infrastructure and standardize the Court’s infrastructure »

Scale the Court’s application deployments in the Cloud and move towards a scalable hybrid infrastructure architecture » Support the Court’s upcoming initiatives: Replace IBM FileNet’s P8 and Image Services, upgrade the CCMS V3 (Civil) case management system, begin deploying Infrastructure as a Service (IaaS) in Microsoft’s Azure environment, and implement new grant funded projects » Leverage the Cloud for strengthening the Court’s Continuity of Operations Plan (COOP) and Disaster Recovery (DR) initiatives while targeting mission critical business applications to be DR ready »

Revamp, strengthen and secure the Court’s user remote Virtual Private Network (VPN) access and tighten with multi factor authentication »

Improve and fine tune the Court’s Security Information and Event Management (SIEM) solution One vacant Network Administrator III position was deleted; one Database Administrator II was upgraded to a Technology Architect and transferred to Network and Telecommunications (303250); two Network Administrator III positions were transferred to this cost center from Application Maintenance (303550); and another Network Adminstrator III was transferred to this cost center from Vision and ILJ (303540).

The remaining 0.5 FTE increase is due to time base adjustments. 671,534 674,272 581,563 582,357 619,174 946,601 1,538,540 1,571,587 1,835,004 1,859,397 5.0 5.0 4.0 4.0 3.0 6.8 11.0 10.5 12.0 12.0 - 5.0 10.0 15.0 - 500,000 1,000,000 1,500,000 2,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 1,814,242 834,056 991,077 734,252 798,248 407,426 1,130,942 765,786 740,024 627,019 - 500,000 1,000,000 1,500,000 2,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 40

CTS - Network and Telecommunication Services

(303250) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS Bryan Hill Katrina Coreces (657) 622-7667 (657) 622-7739 Cost Center Manager Financial Planning Analyst To ensure the Court's data network infrastructure is available for authorized access, provide data network infrastructure services that are transparent to users and devices while enhancing data network features, support ongoing daily operation, and perform necessary periodic and emergency maintenance activities to ensure effective data network security support for the Court's data and Voice over Internet Protocol (VoIP) physical network.

The reduction in services and supplies is due to maintenance cost reductions as a result of the Court's migration from P8 to COLLAGE and $165,000 in FY 2015-16 reserves that were spent in FY 2016-17. » Implemented new wireless network » Upgrade court firewall systems to ensure protection against unauthorized access to the Court's data network » Continue to manage, support, maintain, and enhance all data network communication circuits and ensure optimal throughput of data transactions » Continue to manage, support, maintain, and enhance the data center facility and facility location data closets »

Continue to provide telecommunication services to support physical relocation changes of judges, managers, and support staff »

Continue to ensure optimal operability of the VoIP phone data network One Database Administrator II position was upgraded to a Technology Architect and moved from Servers, Storage, and DBA Services (303230) to this cost center. 737,002 899,185 1,010,370 885,160 738,829 1,002,583 1,057,015 1,032,094 1,179,548 1,201,384 6.0 7.0 7.0 5.8 5.0 6.8 8.0 7.3 8.0 8.0 - 2.0 4.0 6.0 8.0 10.0 - 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 1,503,902 1,580,157 1,174,328 1,479,808 1,801,209 1,953,701 1,918,297 1,839,011 1,320,114 1,206,075 - 500,000 1,000,000 1,500,000 2,000,000 2,500,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 41

CTS - Applications Development

(303330) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS Develop, support, and maintain departmental and public-facing applications and interfaces to aid Court departments in performing in a more effective and efficient manner. The reduction in services and supplies is due to a one-time .NET developer contract that was authorized in FY 2016-17 but not in FY 2017-18. » Completed rewrite of Search Warrant Tracking System in .NET » Completed new DMV access rewrite » Completed Identity Manager’s Single Sign-on process »

Continue to develop technical resources to support .NET systems » Continue to collaborate with Operations to streamline business processes by enhancing or developing new systems » To migrate legacy applications to .NET The equivalent of 1.0 FTE has been temporarily assigned to the Court Innovations Grant - Data Repository. Five FTEs were transferred to Application Maintenance (303550), while one Sr. Business Systems Analyst and one Business Systems Analyst III were transferred to this cost center from Platform Solutions (303630) and CMS V3 Modernization, Maintenance, and Support (303560), respectively.

Ryan Nguyen Katrina Coreces (657) 622-7649 (657) 622-7739 Cost Center Manager Financial Planning Analyst 545,116 563,451 593,063 643,589 748,989 977,098 1,321,293 1,337,234 1,086,462 1,088,882 4.0 4.0 4.0 6.0 4.0 7.0 10.0 10.8 7.0 7.0 - 2.0 4.0 6.0 8.0 10.0 12.0 - 500,000 1,000,000 1,500,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 129,943 177,936 272,661 215,890 257,716 221,087 295,748 266,617 131,480 131,440 - 100,000 200,000 300,000 400,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 42

CTS - Vision and ILJ

(303340) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET Jeff Holzhauer Katrina Coreces (657) 622-7654 (657) 622-7739 Cost Center Manager Financial Planning Analyst The Vision Technical Support team supports the activities of executive management, judicial officers, justice partners and internal users by ensuring that the Vision Case Management System (CMS) and its related interfaces satisfy their business needs.

The unit's objectives include preserving the integrity of Criminal and Traffic databases, providing secure and authorized access to Vision data and documents, supporting external justice partners, proactively enhancing the Vision application, providing technical expertise for the development of MY Plan projects, and working with court users to improve the efficiency of common business processes. The variance in services and supplies is due to Vision contractor funding not being fully spent in FY 2016-17. »

Ensure that the Vision application and interfaces operate effectively during court-defined support hours and that access satisfies the needs of intermal and external user community » Continue to enhance and improve the Vision application to meet the changing requirements of internal users, public users and justice partners » Implement mandatory legislative changes within imposed deadlines and with minimal disruption to the Court's customers »

Ensure the integrity and confidentiality of case and defendant information stored on Court-managed databases and file repositories The variance in salaries and benefits is due to positions being vacant for the entire FY 2016-17.

One Network Administrator III was moved from this cost center to Servers, Storage, and DBA Services (303230). 902,799 941,955 1,233,506 1,409,174 1,736,627 1,668,669 1,746,209 1,800,875 2,225,134 2,233,612 8.0 7.0 9.0 12.0 11.0 11.0 13.0 15.9 15.6 15.6 - 5.0 10.0 15.0 20.0 - 500,000 1,000,000 1,500,000 2,000,000 2,500,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 666,340 790,521 771,389 68,220 336,926 577,018 550,825 485,418 601,911 619,573 - 200,000 400,000 600,000 800,000 1,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 43

CTS - Service Center and User Support Services

(303530) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS Jennifer Medina Katrina Coreces (657) 622-7606 (657) 622-7739 Cost Center Manager Financial Planning Analyst The Service Center and User Support Services Department provides technical support to all judges, commissioners, and non-judicial staff throughout the Court. The goal is to make the customers' job easier by giving them tools needed to do their tasks and delivering the highest standard of support when the department's assistance is needed.

The services and supplices variance is primarily due to computer replacement. In FY 2016-17, $705,000 was spent while in FY 2017-18, $100,000 has been budgeted. Other decreases are due to the reduction or elimination of maintenance contracts. » Upgraded the Electronic Docket Display Monitors at 2 sites and the Software at all sites » Added informational monitors in the Collections lobby at NJC which provided a self triage method » Upgraded approximately 25% of staff PCs which eliminated many hardware related calls and offered maximum efficiency to customers »

Upgrade 25% of the Court's personal computer equipment » Upgrade aging evidence presentation equipment in courtrooms at all sites » Upgrade all Court staff to Windows 10 operating system »

Complete the upgrade of the electronic docket display hardware at remaining sites There are no significant changes to report for FY 2017-18. 1,906,543 2,149,109 1,986,564 1,732,657 2,016,242 2,230,613 1,931,757 1,986,063 2,067,328 2,042,952 19.0 18.9 19.9 17.0 17.0 18.0 17.0 17.0 17.0 17.0 15.0 16.0 17.0 18.0 19.0 20.0 21.0 - 500,000 1,000,000 1,500,000 2,000,000 2,500,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 563,660 823,429 843,577 837,248 1,933,800 584,976 991,269 1,996,469 1,035,918 725,400 - 500,000 1,000,000 1,500,000 2,000,000 2,500,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 44

CTS - Odyssey - Family Law/Juvenile

(303540) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS Implement a technically modern and reliable Case Management System (CMS) to reduce operating cost, increase efficiency, and enable effective data sharing between justice partners. FY 2017-18 budget includes reserves for Tyler customization carried over from FY 2013-14 and FY 2016-17. » Implemented Family Court Services (FCS) – Check-in » Implemented the first wave of Alternate Defense Billing development » Performed upgrades to Case Manager and Clerk Edition »

Support Court staff work and the work of the judges » Provide a more effective and efficient delivery of services with eFiling » Enhance greater access to case information for the Court, justice partners and the public » Support the integrated Finance Accounting Systems » Share technologies developed in-house with other courts » Look to leverage technologies developed by other courts for use in-house or partner with other courts as needed There are no significant changes to report for FY 2017-18.

John Leocadio Katrina Coreces (657) 622-7669 (657) 622-7739 Cost Center Manager Financial Planning Analyst 391,268 384,090 358,553 1,002,780 3,049,691 2,306,138 1,791,254 1,230,838 1,202,245 1,214,320 3.0 5.0 6.0 3.0 24.0 20.0 17.0 9.5 9.0 9.0 - 5.0 10.0 15.0 20.0 25.0 30.0 - 1,000,000 2,000,000 3,000,000 4,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 156 1,677 7,311 6,587 2,663,336 845,712 615,512 519,736 989,395 301,441 - 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 45

CTS - Application Maintenance

(303550) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS The mission of the Application Maintenance is to provide seamless and transparent support for P8/Filenet Imaging, Office 365 eMail, and Skype for Business.

For imaging, work in partnership with other CTS teams, Court Operations, agency partners, and vendors to deliver Court digital property (content) to Court customers (e.g., Operations, Finance), judicial officers, justice partners (e.g., District Attorney, law enforcement agencies), and the public, including attorneys and prospective jurors, in the quickest possible time while maintaining authenticity. The reduction in services and supplies is due to the elimination of P8-related licences as well as FY 2015-16 reserves for encumbrances that were spent in FY 2016-17. »

Working on replacement (COLLAGE) for existing P8/Imaging Services environment that will save money » Completed phase II of the integrated IVR solution for the Traffic/Criminal departments to include a call center » Implemented Active Directory Federation Services (ADFS) in the Azure Cloud; created redundancy for Office 365 email and Skype for Business authentication » Continue supporting the Outlook email system and Skype for Business environments in the Office 365 Microsoft Cloud » Implemented Unified Communications to management staff at the Court, this will allow voicemails to integrate with Office 365 eMail »

Moved Team Federation Services to the Azure Cloud, this will allow for quicker and more reliable access to code for developers and stakeholders » Migrate Court's public website to the Azure Cloud » Implement One Drive for Business to replace H drive » Fully implement COLLAGE to replace IBM P8/IS as the imaging repository » Migrate CAI/AMICRO application to the Azure Cloud »

Upgrade Datacap scanning application to version 9 Five FTEs were transferred from Applications Development (303330) and three were transferred from Platform Solutions (303630) to this cost center while two positions were transferred from this cost center to Platform Solutions (303630) and another two to Servers, Storage, and DBS Services (303230).

Luis Najera Katrina Coreces (657) 622-5950 (657) 622-7739 Cost Center Manager Financial Planning Analyst 1,080,522 1,024,425 1,014,837 776,115 919,627 1,112,514 1,051,559 1,028,261 1,406,963 1,420,935 10.1 8.0 9.0 7.0 5.0 7.8 9.0 7.0 10.0 10.0 - 2.0 4.0 6.0 8.0 10.0 12.0 - 500,000 1,000,000 1,500,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 586,055 667,380 453,065 326,542 1,387,213 605,425 1,545,688 1,310,723 628,226 502,176 - 500,000 1,000,000 1,500,000 2,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 46

CTS - CMS V3 Modernization, Maintenance, and Support

(303560) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS Implement a technically modern and reliable Case Management System (CMS) to reduce operating cost, increase efficiency, additional automation, and enable effective data sharing between justice partners. In FY 2016-17, a Tyler Odyssey vs. V3 gap analysis was completed. This accounts for the difference between FY 2016-17 and FY 2017- 18 services and supplies. FY 2017-18 services and supplies for this cost center now include contracts that were in cost centers 303430 and 303440. »

Completed Tyler Odyssey vs. V3 gap analysis » Better support Court staff work and the work of the judges » Continue with an effective and efficient delivery of services with e-Filing » Enhance greater access to case information for the Court, justice partners, and the public » Improve integration with Financial Accounting Systems » Allow more sophisticated management information reporting and analysis Non-technology subject matter experts who were moved to this cost center in FY 2016-17 in order to work on a V3 replacement were moved back to their home departments in FY 2017-18.

Process and QA Team, eFiling Form Development, and Maintenance (303430) and CCMS V3 and eFiling (303440) have been absorbed by this cost center.

Edward Ojeda Katrina Coreces (657) 622-5106 (657) 622-7739 Cost Center Manager Financial Planning Analyst 146,451 1,453,592 1,080,448 1,096,265 - 20.7 8.0 8.0 - 5.0 10.0 15.0 20.0 25.0 - 500,000 1,000,000 1,500,000 2,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 52,307 412,416 172,340 172,300 - 100,000 200,000 300,000 400,000 500,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 47

CTS - Platform Solutions

(303630) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS The Platform Solutions Team manages the Court's SharePoint and CRM installations and provides solutions to new technical challenges throughout the Court. There are no significant changes to report for FY 2017-18. » Completed upgrade to SharePoint 2013 » Implemented Employee Personnel Information Center » Implemented Family Court Services Portal » Moved IBM/P8 services to K2 and SharePoint » Created standard portal for all public access »

To educate SharePoint site owners on how to better support their sites, making them more self-reliant and less dependent on Court Technology staff for future enhancements » To further the use of CRM by integrating the Employee Master Index (EMI) with multiple systems » To create a "single sign on" that the public can use for all of the Court's Internet applications (My Court Portal) Two Applications Developer IIs were transferred to this cost center from Application Maintenance (303550). One Sr.

Business Systems Analyst was moved from this cost center to Applications Development (303330) and one Business Systems Analyst I and one Applications Developer III were moved from this cost center to Application Maintenance (303550).

Michael Taylor Katrina Coreces (657) 622-7683 (657) 622-7739 Cost Center Manager Financial Planning Analyst 124,624 668,107 646,089 797,588 751,902 1,200,393 1,635,080 1,642,495 1,547,709 1,548,647 1.0 5.0 5.0 4.0 8.0 8.0 11.0 12.0 11.0 11.0 - 5.0 10.0 15.0 - 500,000 1,000,000 1,500,000 2,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 8 261,998 144,245 54,135 31,333 49,732 34,246 42,741 34,055 34,060 - 50,000 100,000 150,000 200,000 250,000 300,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 48

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FINANCE AND ADMINISTRATION DEPARTMENT The Finance Office is to oversee all administrative and financial operations of the Court.

The Finance Office is responsible for ensuring that public funds and resources are managed efficiently and responsibly, in accordance with all applicable laws, policies, and procedures. 16,864 17,404 18,693 19,447 19,037 19,613 18,634 18,143 17,600 19,366 19,520 70,864 63,306 65,316 23,103 20,772 21,227 15,500 12,448 14,188 11,713 10,855 264.0 234.7 229.1 229.3 222.2 214.8 211.3 205.1 201.0 195.7 190.7 110.0 130.0 150.0 170.0 190.0 210.0 230.0 250.0 270.0 - 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 FY 2008-09 Actual FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Expenditure and Staffing Trends (in thousands) Salaries and benefits Services and supplies Budgeted Staffing (FTEs) Administration 1% Financial Planning 3% Accounting 19% Maintenance 7% Facilities Admin 8% FM - CJC 12% FM - LJC 3% FM - NJC 2% FM - WJC 2% FM - HJC 2% ERSS 2% Alternate Defense 13% Collections 19% Analytics 3% Procurement 3% Grants 2% FY 2017-18 BUDGET BY COST CENTER Administration 1% Financial Planning 3% Accounting 25% Maintenance 5% Facilities Admin 3% FM - CJC 21% FM - LJC 2% FM - NJC 1% FM - WJC 1% FM - HJC 1% ERSS 2% Alternate Defense 2% Collections 27% Analytics 3% Procurement 4% Grants 1% FY 2017-18 STAFFING BY COST CENTER 50

CFAO - Administration

(304100) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS Darren Dang Carina Delgado (657) 622-7015 (657) 622-7738 Chief Financial and Administrative Officer Financial Planning Analyst The mission of the Chief Financial and Administrative Officer (CFAO) is to oversee all administrative and financial operations of the Court. The CFAO is responsible for ensuring that public funds and resources are managed efficiently and responsibly, in accordance with all applicable laws, policies, and procedures.

The change in the FY 2017-18 services and supplies budget is due to the decrease in travel and training. » Worked with finance leadership team and staff to develop and enhance three core focus areas: Employee Development, Service Excellence, and Accountability » Worked with Finance Employee Satisfaction Survey (ESS) subcommittee to gather feedback and implement staff driven recommendations to improve employee morale and satisfaction » Received $1M Court Innovations Grant Award to develop the infrastructure for using data and analytics to improve decision making »

Completed collections positions classification study and restructured Collections Unit » Revamped CFAO SharePoint page and added a "Finance 101"

section to promote transparency and educate stakeholders on financial challenges facing the Court » Promote transparency, educate stakeholders and the public on financial challenges facing the Court » Improve tools to help cost center managers better manage their budgets » Continue to identify and implement ideas and strategies to ensure financial stability for the Court »

Promote, develop, and grow talent and future leaders within finance and throughout the Court There are no significant changes to report for FY 2017-18. 344,121 382,956 387,657 397,045 398,050 349,271 395,983 394,476 390,871 392,298 2.0 2.0 2.0 2.0 2.0 1.8 2.0 2.0 2.0 2.0 1.7 1.8 1.9 2.0 2.1 300,000 320,000 340,000 360,000 380,000 400,000 420,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 244,532 133,546 34,175 31,779 42,064 20,377 41,708 11,931 1,770 1,770 - 50,000 100,000 150,000 200,000 250,000 300,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 51

Facilities Maintenance

(300900) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS Provide quality facilities maintenance, operation, and modification services in an efficient and professional manner to ensure safe and fully operable facilities in compliance with all applicable laws, codes, and regulations. This goal is met by driving the Court's resource model through responsible budget stewardship and efficient business practices while also striving for the best value possible. The services and supplies budget includes funding for building maintenance only.

Actual expenditures fluctuate and are historically larger than the approved budget because modification projects are approved and completed intermittently. » Completed approximately $166,000 in facility modifications with savings from the Facility Management Delegation program » Completed 3,811 service work orders including preventative maintenance, reactive maintenance, and facility modifications » Completed facility modifications to address emergencies and old and failing equipment utilizing approximately $1,049,000 in additional funding from the Judicial Council »

Completed multiple energy efficiency projects for long-term cost savings » Perform timely and proactive facilities maintenance and operations services to ensure uninterrupted court operations » Operate within budget for cost savings in order to address old and failing equipment due to long term deferred maintenance and statewide budget deficit In October 2012, the Facilities Maintenance Delegation program began as a three-year pilot. Since FY 2016-17, the Court has continued its relationship with the Judicial Council as a 'delegated court' for facilities matters.

Costs for this program are fully reimbursed by the Judicial Council.

Anthony Palumbo Daniel Kopp (657) 622-7765 (657) 622-7737 Cost Center Manager Financial Planning Analyst 669,043 1,119,213 1,101,475 1,134,978 1,022,110 1,048,697 989,470 7.6 11.5 12.3 11.0 10.5 10.0 10.0 - 5.0 10.0 15.0 - 200,000 400,000 600,000 800,000 1,000,000 1,200,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 1,166,832 2,156,988 2,411,812 2,168,448 3,347,831 1,079,874 1,042,003 - 1,000,000 2,000,000 3,000,000 4,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 52

Emergency Response and Security Services

(302260) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS The Emergency Response and Security Services (ERSS) unit is dedicated to building a resilient Court community by providing a safe and secure environment through preparedness, planning, and training. Prior to FY 2011-12, security funding was allocated to the trial courts. Reimbursement for the actual cost of courtroom and perimeter security was then paid by the Court to the Orange County Sheriff Department (OCSD).

From FY 2011-12 through November 2014, the Court reimbursed OCSD for command staff costs only--approximately $1.1 million per year. The Court no longer reimburses OCSD for security costs. » Completed COOP workshop and exercise » Graduated 18 employees through the CERT preparedness training program » Develop a written ergonomics program guideline » Install ballistic protection at courthouse entrances » Continue development of a comprehensive Court Continuity of Operations Plan (COOP) »

Continue Court preparedness through Community Emergency Response Team (CERT) training There are no significant changes to report for FY 2017-18.

Justin Mammen Daniel Kopp (657) 622-7899 (657) 622-7737 Cost Center Manager Financial Planning Analyst 367,879 210,594 276,131 282,082 319,793 340,539 290,462 330,572 376,400 385,359 3.1 3.0 3.0 3.0 2.8 2.8 3.0 3.0 3.0 3.0 2.6 2.7 2.8 2.9 3.0 3.1 3.2 - 100,000 200,000 300,000 400,000 500,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 40,448,306 40,944,681 1,084,169 1,247,297 1,568,343 773,682 224,883 425,255 383,665 208,150 - 10,000,000 20,000,000 30,000,000 40,000,000 50,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 53

Financial Planning Office

(304210) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS Kristine Swensson Irene Mendez (657) 622-7736 (657) 622-7655 Cost Center Manager Financial Planning Analyst The Financial Planning Office ensures fiscal accountability through education, access to data, and the development and management of the Court's budget and strategic plan. There are no significant changes to report for FY 2017-18. » Extended current strategic plan one year and drafted new strategic goals »

Automated the budget change request (BCR) process to eliminate the manual processing of budget modifications » Created a deficit mitigation tool » Finalized a dependency counsel funding scenario modeling tool » Created dashboards of Statewide

Schedule 7A data as well as vacancy savings to facilitate data sharing and decision-making » Supported judicial and executive leadership to help close an $8 million budget deficit in the FY 2017-18 budget » Provide excellent customer service » Improve access to financial information »

Elevate financial understanding In FY 2017-18, the deletion of 1.0 FTE Program Coordinator Specialist is offset by the transfer-in of 1.0 FTE Administrative Analyst II. 840,531 869,903 883,348 908,793 931,906 871,299 889,013 771,129 955,250 968,992 5.6 6.5 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 5.0 5.5 6.0 6.5 7.0 - 200,000 400,000 600,000 800,000 1,000,000 1,200,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) (232,487) 4,101 2,609 4,766 4,230 6,840 7,571 8,967 1,845 1,845 (250,000) (200,000) (150,000) (100,000) (50,000) - 50,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 54

Alternate Defense

(304220) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS The Alternate Defense Services (ADS) program provides legal and ancillary services to qualifying minors, parents and indigent defendants in criminal, family law, probate, appellate, and juvenile proceedings, preserving judicial discretion and independent decision- making while maintaining the highest standard of accountability for the use of public resources. Prior to FY 2013-14, this cost center also included ADS costs for juvenile dependency and delinquency.

Those costs are now segregated in cost center 304221. Services and supplies costs for this program are mostly reimbursed by the County of Orange. » Successfully transitioned the ADS SharePoint page from the Criminal and Traffic Operations site to the Finance site and began work on developing it into a “one-stop-shop” for all areas involving ADS (e.g. contracts, criminal, juvenile, family law, probate, appellate, etc.) » Convened the first courtwide ADS meeting with managers and stakeholders across applicable case types »

Created a guide to capture ADS processes in revising and implementing contracts for court-appointed counsel for indigent defendants in criminal proceedings » Continue to develop, evaluate, and improve vendor contracts across applicable areas of ADS » Begin a process reengineering effort for investigative services approved for indigent defendants in criminal proceedings inclusive of policies, procedures, quality controls, and efficient payment processing methods » Begin a process reengineering effort to automate and/or consolidate invoice processing with applicable vendors »

Continue to explore technology options to streamline processes and improve practices within all areas of ADS The budgeted staffing decrease is due to the transfer-out of Accounting Services staff to cost center 304300. This change aligns the salaries and benefits budget with the cost center in which the costs are recorded. Salaries and benefits costs for this program are fully reimbursed by the County of Orange.

Lisa Ma Carina Delgado (657) 622-7822 (657) 622-7738 Cost Center Manager Financial Planning Analyst 547,461 605,493 635,205 505,087 176,301 255,856 257,053 232,056 283,400 288,358 6.1 7.0 7.0 7.0 1.0 3.0 3.0 5.0 3.0 3.0 - 2.0 4.0 6.0 8.0 - 100,000 200,000 300,000 400,000 500,000 600,000 700,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 14,085,678 15,359,045 14,893,039 11,558,233 3,486,516 3,063,181 3,247,797 3,759,796 3,871,238 3,712,450 - 5,000,000 10,000,000 15,000,000 20,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 55

Financial Resource Development

(304230) Mission Statement FY 2017-18 APPROVED BUDGET The Financial Resources and Development ("FReD") cost center is a warehouse for revenue and expense that are not applicable to any specific cost center. Services and supplies are negative because the offsetting for indirect overhead is recorded in this cost center. Indirect overhead is recorded for the reimbursable portion of Collections and various grant programs. There is no staffing associated with this cost center.

Salary and benefit costs are mainly undistributed workers compensation, unallocated vacation cash outs, sick leave cash outs, and unallocated overtime. The FY 2017-18 budget is negative because the Court's undistributed budgeted salary savings is included in this cost center; however, actual savings will be reflected within the various cost centers.

Kristine Swensson Carina Delgado (657) 622-7736 (657) 622-7738 Cost Center Manager Financial Planning Analyst 1,345,580 1,218,193 1,197,815 1,114,452 1,559,640 1,601,603 1,397,145 (4,444,202) (2,963,732) - 0.2 0.4 0.6 0.8 1.0 1.2 (6,000,000) (4,000,000) (2,000,000) - 2,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) (894,178) (429,217) (1,056,947) (1,234,628) (1,093,614) (1,110,993) (838,908) (1,010,747) (1,080,444) (1,500,000) (1,000,000) (500,000) - FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 56

Accounting Services

(304300) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS The mission of Accounting Services is to ensure the efficient stewardship of Court resources and funds held in trust, while complying with applicable regulations and policies. Accounting Services supports judicial officers and Court staff by applying comprehensive accounting practices to ensure accuracy and accountability, and strives to provide responsive service to external and internal Court customers.

Accounting Services is committed to the development of staff and the constant improvement of effectiveness through collaboration, innovation, and implementation of best practices. Services and supplies were significantly higher than normal in FY 2013-14 and FY 2014-15. In both years, the Court prepaid a portion of other post-employment benefits (OPEB) costs. In FY 2013-14, the Court also prepaid its entire $2.2 million share of cost for the CAPS+ upgrade. CAPS+ is the County's financial and position managment systems. »

Implemented an invoice approval workflow process to replace FileNet providing for efficient and fast invoice approvals » Implemented the Accounting Reorganization plan which realigned Accounts Receivable and Trust Accounting assignments » Reengineered the accrual process to improve the accuracy and timeliness of fiscal year-end processing » Implement travel and training workflow processes that will enhance documentation, tracking, ease of preparation, and reporting of staff reimbursement claims » Upgrade the payroll timekeeping system (VTI) to provide expanded reporting for supervisors »

Enhance the Accounting Services SharePoint site expanding resources available for Court staff » Explore the automation of manual transaction entries for high volume, routine business processes Budgeted staffing is increased 1.7 FTEs due to the transfer-in of Senior Accounting Assistants from the Alternate Defense Services cost center (304220). This change aligns the salaries and benefits budget with the cost center in which the costs are recorded.

Paul Gorman Irene Mendez (657) 622-7789 (657) 622-7655 Cost Center Manager Financial Planning Analyst 5,185,796 5,428,501 5,517,242 4,866,554 4,864,305 4,527,872 4,166,512 3,991,519 4,572,293 4,638,942 74.1 69.8 66.8 55.8 53.5 52.8 50.5 47.0 48.7 48.7 - 20.0 40.0 60.0 80.0 - 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 968,068 761,944 818,005 1,252,053 7,126,076 3,566,675 1,325,188 1,297,893 1,224,233 921,833 - 2,000,000 4,000,000 6,000,000 8,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 57

Facilities Administration and Project Management

(304410) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS Anthony Palumbo Irene Mendez (657) 622-7765 (657) 622-7655 Cost Center Manager Financial Planning Analyst Facilities Administration and Project Management serves judicial officers, court employees, and court users by providing quality facilities management, emergency response, and security services in an efficient and professional manner to ensure safe, secure, and fully operable facilities in compliance with all applicable law, code, and regulation.

This goal is met by driving the Court's resource model through responsible budget stewardship and efficient business practices, while striving for the best value possible. This ensures that court operations are able to continue uninterrupted and help Orange County Superior Court meet the goal of serving the public by administering justice and resolving disputes under the law. Budget for discretionary items, such as office furniture, maintenance & supplies including carpet, was reduced in FY 2017-18. The Irvine Facility lease and the North Justice Center Self-Help county lease ended in FY 2016-17.

Court-wide legal reference publications will now be centralized and recorded in this cost center in FY 2017-18. » Worked with judicial officers and legal research attorneys to audit and reduce law books subscriptions by roughly 37% courtwide for subsequent fiscal years » Relocated and built out the Self-Help Center at NJC, which allowed the Court to terminate a lease with the County for a cost savings of nearly $48,000 per year » Eliminated additional landlines and old data lines, resulting in immediate and ongoing cost savings »

Built out and modified the workspace at multiple Justice Centers to improve operational efficiency and support new projects for improved service » Vacated the Irvine Facility and build out of the new records space and relocated multiple departments for ongoing costs savings » Perform timely and proactive facilities management services within budget » Identify and implement efficiencies in work practices in order to improve service to customers » Identify and implement cost saving measures to reduce ongoing costs »

Utilize re-designed dashboard data to make business decisions for improved efficiency and customer service »

Support other Facilities Management and Emergency Response and Security Services cost centers in order to meet their goals There are no significant changes to report for FY 2017-18. 650,435 1,066,605 1,234,757 1,339,869 1,387,413 1,372,965 1,171,516 1,496,441 1,547,993 1,569,226 5.0 5.0 6.0 6.0 6.0 7.0 6.0 6.0 6.0 6.0 - 2.0 4.0 6.0 8.0 - 500,000 1,000,000 1,500,000 2,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 1,651,601 2,822,484 1,445,547 1,290,066 2,721,361 1,570,966 1,208,071 1,167,936 859,778 828,500 - 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 58

Facilities Management - CJC

(304461) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS Vicente Lopez Irene Mendez (657) 622-7766 (657) 622-7655 Cost Center Manager Financial Planning Analyst Facilities Management serves judicial officers, court employees, and court users by providing quality facilities management, emergency response, and security services in an efficient and professional manner to ensure safe, secure, and fully operable facilities in compliance with all applicable law, code, and regulation.

This goal is met by driving the Court's resource model through responsible budget stewardship and efficient business practices while striving for the best value possible. This ensures that court operations are able to continue uninterrupted and help Orange County Superior Court meet the goal of serving the public by administering justice and resolving disputes under the law. Approximately $500,000 in publication expenses will be centralized and budgeted to Facilities Administration and Project Management cost center (304410) for FY 2017-18. »

Worked with judicial officers and legal research attorneys to audit and reduce law books subscriptions by roughly 37% courtwide for subsequent fiscal years » Built out and modified multiple work areas at CJC to improve operational efficiencies and support new projects for improved service » Completed a multitude of facility modification projects with the focus of improving operations, decreasing safety hazards, increasing energy efficiencies, and creating cost savings »

Installed security fencing along the east and south sides of CJC, resulting in decreased vandalism and mitigating health and safety issues due to a growing homeless population in the Santa Ana Civic Center area » Development and coordination of facility modification projects at CJC which will improve operations, mitigate potential safety hazards, and increase energy efficiency » Proactively address safety, ergonomic and ADA functions of the justice center to improve access to justice and working conditions »

Proactive maintenance of buildings and equipment including electrical, plumbing, air conditioning, mechanical systems and fire/life safety in order to meet the goal of the department’s mission statement » Identify and implement efficiencies in work practices in order to improve service to customers Budget staffing decreased a total of 1.3 FTEs due to vacancies within various classifications.

Otherwise, there are no significant changes to report for FY 2017-18. 2,647,136 2,705,957 2,699,425 2,690,951 3,051,835 2,901,716 2,931,550 2,784,611 2,889,122 2,938,638 46.3 43.8 44.0 42.0 45.0 44.0 44.0 42.3 41.0 41.0 38.0 40.0 42.0 44.0 46.0 48.0 2,400,000 2,500,000 2,600,000 2,700,000 2,800,000 2,900,000 3,000,000 3,100,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Salaries and Benefits (in dollars), and Budgeted Staffing (in FTEs) 2,850,207 1,647,015 1,447,255 1,289,686 1,365,578 1,335,380 1,339,964 1,350,121 827,305 827,305 - 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Actual FY 2014-15 Actual FY 2015-16 Actual FY 2016-17 Actual FY 2017-18 Budget FY 2018-19 Projection Services and Supplies 59

Facilities Management - LJC

(304462) Mission Statement FY 2017-18 Goals and Objectives FY 2017-18 APPROVED BUDGET FY 2016-17 ACCOMPLISHMENTS Facilities Management serves judicial officers, court employees, and court users by providing quality facilities management, emergency response, and security services in an efficient and professional manner to

Document details

Collection	California Superior Local Rules
Citation	5a261c277440938e6b773ac8e5341913ac70139b
Type	court_rule
Language	en
Format	pdf
Source	CA_LOCAL
Identifier	5a261c277440938e6b773ac8e5341913ac70139b

Source file is stored in the law ingest library (pdf).