Mission: To improve the effectiveness and ensure the fairness of the judicial system by: Functioning collaboratively with judicial leaders in fashioning court policy and specific action plans; Providing court users with alternative, non-adjudicatory options for the fair and expeditious resolution of any case unlikely to proceed to trial; Minimizing direct and indirect costs to court users and to the taxpayer; Shortening time to disposition for litigants by assisting judges with effective case-flow management; Preparing and adhering to budgets and personnel policies; Planning and fostering delivery of reliable information systems; and Fostering cooperation among the various components and participants of the justice system. The Florida Rules of Judicial provide for the appointment of a Circuit Administrator. The Circuit Administrator reports to the Chief Judge and is responsible to the for the effective and efficient administration of all non-legal functions of the courts. This is the agency s chief administrative position, which entails many detailed processes, varied responsibilities and systemic, long-range planning. Staff members of the Sixth Judicial Circuit, who are assigned primarily to, have adopted the enclosed model to help describe those things for which they are accountable. Goals have also been noted for each major category. Finally, the senior staff reported significant objectives for calendar year 2004 along with performance updates on these items. fields of expertise are focused in two major areas Process Improvement and Resource Management. Critical success factors for Process Improvement (goals on next page) cover areas such as: Management of case flow, which includes evaluation and implementation of case management projects; 1
Support of case processing infrastructure, including areas such as organizational development, resource allocation and utilization, interagency cooperation, funding, cost management, training and education, records management, communications and performance standards. The critical success factors for Resource Management (goals on next page) cover areas such as: Human resource management, including payroll policy and procedures, performance evaluations, staffing, personnel rules and enforcement, and position classifications and controls; Financial Management, including budgets, accounting, receivables analysis, administration of grants, custodial and trust accounts, financial reports, and internal controls; facilities and emergency/security design and planning, including space planning, communications, staffing projections, technology projections, printing, coordination of mail delivery, and secuity analysis. Service Costs (f Using innovative inccentives to foster an enjoyable work environment is one of s Resource Management goals. Here, s Administrator Gay Inskeep, right, and Chief Judge David Demers listen to the nomination of Staff Attorney Catherine Carrier, left, for a Special Recognition Award. (fiscal 05) The cost to the Circuit to provide court administrative services includes staff cost and operating expenses. Technology staff and expenses are not included in this category. However, expenses for items used by all program areas are included in this category.. Fulltime Employees... 24 (23 State & 1 Pasco County) Salaries... $1,174,286 Operating (see note above)... $ 72.000 Total... $1,246,286 2
To direct and support the Circuit s Case Management performance goals, which are to: Assist the Sixth Judicial Circuit to make more effective and efficient use of judge and general magistrate time. Help ensure equitable treatment of all litigants. Ensure the timely disposition of cases. Provide procedural and other information to litigants and the public. Enable higher degrees of predictability and certainty in scheduling. Make effective use of limited resources, minimizing costs to litigants, the and the public. Direct litigants/parties to appropriate court and community services and monitor progress as appropriate. Improve the delivery of court and court-related services through good interagency communications. Effectively organize, direct and coordinate the overall work of the Circuit, including court support operations, in a manner that promotes professionalism, effective service delivery, efficiency and fairness. Anticipate and meet justice needs of the community. Anticipate legislative changes, amendments to court rules and other initiatives, and determine the impact of these changes on court operations, and plan for their implementation. GOALS (IN PROCESS IMPROVEMENT) Assess resource needs with full justify funding. Utilize staffing resources effectively and efficiently and in a manner that promotes performance and accountability. Provide inter/intra agency communications to ensure quality of operations and alignment with various inter-governmental objectives.* Coordinate circuit activities with public and private organizations to best meet the needs of the community.* Secure funding through state and county governments to meet the needs of the judiciary. * External agencies list on next page To implement checks and balances necessary to ensure the proper expenditure of funds. Ensure that adequate and necessary professional services are provided to the in a timely and cost-effective manner. Assure prompt and accurate payment for these services according to statute and court rule. Ensure quality of service and improve workplace morale through education and skills-training opportunities. Ensure the smooth flow of information and maintain public records according to the law. Provide information to the public regarding the business of the. Assist persons utilizing the s services. Ensure adequate data is collected and accessible to carry out the work of the and to demonstrate performance and accountability. Ensure performance integrity and fulfillment of intended goals and objectives. 3
* The communicates and works with a great number of external agencies in the public, private and nonprofit sectors. Examples in Pinellas County include: Pinellas Board of County Commissioners, County Administrator, State Attorney, Public Defender, Pinellas County Sheriff, St. Petersburg Police Department, Largo Police Department, Pinellas Park Police Department, Clearwater Police Department, Clerk of the Circuit, St. Petersburg Chapter of the NAACP, Pinellas School Board Superintendent, Family Resources, Family Services Center, Department of Justice Coordination, Bridges of Pinellas County, Community Action Stops Abuse, The Haven (Religious Community Services), St. Petersburg Bar Association, Clearwater Bar Association, Mid-County Bar Association, Pinellas Domestic Violence Task Force, Department of Revenue, Department of Revenue, Department of Juvenile Justice, Department of Children and Families, Gulfcoast Legal Services, Community Law Program, Pinellas Visitation Center, St. Petersburg College, Parent Education and Family Stabilization Providers, Operation PAR, Batterers Treatment Providers, Pinellas County Domestic Violence Fatality Review Team, Juvenile Welfare Board, Pinellas Safe Start Initiative, Help a Child, Inc., Healthy Start, Office of Human Rights, and area hospitals or receiving facilities where Baker Act hearings are held. Examples in Pasco County include: Pasco Board of County Commissioners, Pasco County Administrator, Pasco County Sheriff, Dade City Police Department, New Port Richey Police Department, Pasco Clerk of the Circuit, Pasco School Board Superintendent, West Pasco Bar Association, East Pasco Bar Association, Sunrise of Pasco, Inc., Pasco Domestic Violence Task Force, Batterers Treatment Providers, Bay Area Legal Services, First Call for Help, Pasco-Hernando Community College, The Harbor Behavioral Health Care Institute, Pasco County Health Department, Pasco Family Protection Team, United Way of Pasco, and area hospitals or receiving facilities where Baker Act hearings are held. * Interacts With Other Agencies GOALS (IN RESOURCE MANAGEMENT) To administer a Human Resources (HR) system that with available funds provides staff resources that meet operational needs in a manner that promotes professionalism, effective service delivery, efficiency and fairness. To deliver high-quality HR services to judges and court staff. To communicate and generate awareness of available HR services. To foster a work environment that welcomes and supports diversity through quality hiring practices and equal opportunity in training, benefits and other personnel-related actions. To foster an enjoyable work environment by implementing innovative incentives. To provide a budget and accounting system that ensures effective and appropriate use of financial resources and ensures availability of adequate operational equipment and supplies, essential professional services, and ongoing capital improvements. To provide an analysis of spatial needs, master court plans and associated ancillary renovation service needs for the s. To consider court s security needs in all spatial and ancillary service determinations. 4
Establish contracts with local attorneys to provide coverage to staff general magistrates and hearing officers. Replace old and dilapidated furniture throughout the circuit. Establish Interpreter Cost Recovery System. The Administrative Office of the s (AOC) staff, in tandem with the Counsel s office, established contracts with a total of four local attorneys in Pasco and Pinellas counties to provide coverage to staff general magistrates and child support hearing officers in judicial reviews, family law cases, and child support enforcement hearings. AOC staff conducted a tour of each of the nine court facilities in two counties and replaced old and dilapidated furniture. Approximately 838 pieces of furniture and were ordered, received and delivered by staff. Pursuant to a new provision in the Florida Statutes, the AOC Fiscal Office staff established a procedure to collect fees for interpreter services from those litigants who had the ability to pay. The procedure was implemented on July 21, 2005. From August 2005 through December 2005, $137 was collected for interpreter services. Shorten the time it takes to fill vacant positions within the Administrative Office of the s. Prior to 2005, it took approximately 5-6 weeks to fill a vacancy from the date of the interview. During 2005, the time between the date of the interview and the date of hire was shortened to an average of approximately 3 weeks. 5
Implement changes to the Administrative Staff Personnel Manual to include provisions for new policies such as flexible work schedules and teleworking arrangements. The Trial s Administrator will review and sign all invoices and travel that are to be paid by the state. The Trial s Administrator will act as the court s liaison at meetings. Represent the s interests in Pinellas Safe Start Initiative. Assist in the planning, design, and spatial needs and assessment discussions for a West Pasco judicial annex. The Trial s Administrator appointed a personnel subcommittee to study the current staff personnel manual and make recommendations for change. The Director of Administrative Services and other Administrative Office of the s staff worked with the personnel subcommittee, and Telework Tampa Bay in establishing a pilot project for teleworking. The pilot initially included approximately 12 employees but was later expanded at the request of the Chief Judge. The Trial s Administrator met with the Chief Judge and Counsel to review and approve changes to the manual in December 2005, which included significant new provisions allowing for flexible work arrangements and teleworking in appropriate instances. The Trial s Administrator reviewed and signed 6,065 invoices and travel reimbursement vouchers in 2005. On four occasions when the Administrator was absent from the Circuit, this duty was delegated to either the Director of Administrative Services or the Fiscal Officer. The Trial s Administrator attended 410 meetings in 2005. The Chief Deputy s Administrator or her designee serves on the Safe Start Leadership Council. The Director of Administrative Services for Pasco County participated in discussions for the West Pasco judicial annex. Construction on the annex was delayed in 2004 and continues into 2006. 6
Oversee the investiture of new judges Timely process all invoices through the appropriate funding source (State of Florida; Pinellas County; or Pasco County) Establish county budgets for FY 2005/2006 that will meet the needs and statutory requirements of the. Coordinate the efforts of the Family Law Advisory Groups in Pasco and Pinellas counties; represent the Administrative Office of the s on the larger committee and on appropriate subcommittees. The Circuit invested five new judges in 2005. More than 6,000 invoices were processed in 2005. All vendors to whom the was responsible were satisfied with the timeliness of payment. Pasco and Pinellas county budgets were submitted to and approved by the respective counties. The Pasco and Pinellas Family Law Advisory Groups (FLAG) meet jointly every quarter. In addition, the Chief Deputy s Administrator, Unified Family and Family Law Division managers and a Unified Family case manager represent the Administrative Office of the s on the Pinellas FLAG. The Operations Manager for Pasco County represents the Administrative Office of the s on the Pasco FLAG. Process all vacant employee and judicial positions. Forty-three employees terminated in 2005; 39 new employees were hired into the Circuit. The Governor appointed four judgesto either new or vacant positions. 7
Coordinate judicial assistant staff coverage during vacancies. Ensure departments are adequately staffed during vacancies. Inform community on Circuit events and needs. Twenty-eight temporary staff were used in 14 departments to provide coverage or additional support because of short staffing in the department. In addition to vacation coverage provided by the floater judicial assistant, 14 temporary staffers provided judicial assistant coverage to 13 judges in the absence of their judicial assistant because of either vacation or illness. The Trial s Administrator made 9 presentations in the community and attended 17 meetings with local legislators. Conduct a Third Annual Adoption Day ceremony. In November, durimg the Circuit s Third Annaul Adoption Day observance in Pinellas and Pasco counties, 57 children were adopted in ceremonies at the Criminal Justice Center in Clearwater and both the West and East Pasco Judicial buildings in Pasco. Various individuals and community agencies participated in providing entertainment and refreshments for the adopting families. Improve Internet and Intranet web pages. The Circuit s Internet Development Committee continued to work on developing user-friendly Internet and Internet sites. 8
Develop a successful proposal for certifying a need for new judges. Assist the United Way organizations of Pasco & Pinellas counties with the distribution of pledge cards to all county employees of the Sixth Judicial Circuit for the 2005 campaign. Improve the communication of pertinent information and documents for the Trial s Administrator by utilizing scanner/ e-mail technology whenever possible. Improve the efficiency and organization of the Trial s Administrator s office by performing additional duties as needed. The Circuit developed a proposal to certify its need for new judges and submitted the proposal to the Supreme in July 2005. The Human Resources Office assisted the United Way organizations by distributing and processing 2005 pledge cards and informational materials to all county employees of the Sixth Judicial Circuit. Scanner/e-mail technology was utilized 179 times in the Trial s Administrator s office to more effectively communicate information and documents from the Trial s Administrator to court staff and outside organizations. The assistant to the Trial s Administrator performed 877 additional duties assigned by the Trial s Administrator between January and December 2005. Implement statewide mediation model. Statewide mediation model was implemented in both Pasco and Pinellas counties. 9
Ensure all court participants have appropriate access to courts by responding to requests from the Public Defender, Clerk or court participant for foreign or sign language interpreters. Research concepts for a drug court for defendants charged with Driving Under the Influence (DUI), an adult drug court in Pasco County and Family Dependency Drug Treatment. Submit proposal for truancy magistrate program to Juvenile Welfare Board for possible funding. Expand drug treatment options in Adult Drug through participation in a Pinellas County request for proposal (RFP) process. The fiscal office arranged for 4003 foreign language interpreters and 193 sign language interpreters to appear on behalf of courtroom participants in 2005. staff traveled to National Drug Institute DUI Drug Training; Chief Deputy s Administrator researched and reported feasibility of implementing DUI Drug in the Circuit and Adult Drug in Pasco County and coordinated a team for early planning and National Drug Institute training for a Family Dependency Drug Treatment. In addition, the Circuit applied for grant funding for a Pasco County adult drug court. Proposal for truancy magistrate funding was submitted to and approved by Juvenile Welfare Board. Program was scheduled for implementation in January 2006. Assisted with Pinellas County RFP process for Adult Drug treatment providers. 10
Conduct an assessment of a pilot project on automatic mediation referral. Implement and conduct an assessment of a pilot project involving Unified Family (UFC) and Domestic Violence Injunctions. Work with Behavioral Evaluation Programs Director to complete Juvenile Welfare Board ASSET review. Finish jury management report and assist in implementation of changes. Assessed pilot program to automatically refer family cases to mediation in St. Petersburg. Expanded automatic referral of post judgment and temporary matters to all St. Petersburg sections. Continued assessment and reporting of UFC Domestic Violence Pilot Project. Performed ASSET review for Juvenile Welfare Board funding of Juvenile Behavioral Evaluation Program, achieving recertification. Provided status report for Circuit Jury Management costcontainment efforts. Implement procedural changes required by legislative amendment of the Baker Act. Worked with stakeholders from Pinellas and Pasco to tentatively plan for change to Florida s Baker Act dealing with involuntary outpatient placements. 11
Amend Domestic Violence Return Calendar in conformance with judicial directive. Assisted with assessments leading to changes in Domestic Violence return hearing calendaring changes. In September, hosted legislative delegations from Pasco and Pinellas counties for informal updates on the courts of the Sixth Judicial Circuit. Here, Pinellas state senators and reprsentatives join several judges at the Pinellas Criminal Justice Center in Clearwater for a state-of-the-judiciary disucssion.. 12