November 13, 2013 Sanibel Island, Florida

1. Workload MeasuresWhere We Came From and Where are We Going?Joint CCOC Performance and Finance Committees November 13, 2013 Sanibel Island, Florida

2. Why Are Workload Measures Important? • S. 28.35 (2) (d), F.S. Duties of the corporation shall include the following: • Developing and certifying a uniform system of workloadmeasures and, • Applicable workload standards for court-related functions as developed by the corporation and, • Clerk workload performance in meeting the workload performance standards. • The corporation shall develop the workload measures and workload performance standards in consultation with the Legislature.

3. What Is A Workload Measure? • Workload measures means the measurement of the activities and frequency of the work required for the clerk to adequately perform the court-related duties of the office as defined by the membership of the Corporation. • Workload performance standards means the standards developed to measure the timeliness and effectiveness of the activities that are accomplished by the clerk in the performance of the court-related duties of the office as defined by the membership of the Corporation.

4. How Workload Measures Are Linked in the Budgeting Process? • The corporation shall apply the workload measures appropriate for determining the individual level of review required to fund the clerk’s budget. • Prepare a costs comparison of “similarly situated” clerks of the court, based on county population and numbers of filings, using the standard list of court-related functions specified in paragraph (3)(a).

5. What are s. 28.28 (3)(a), F.S.Court-related functions? • Case maintenance, • Records management, • Court preparation and attendance, • Processing the assignment, • Reopening, • Reassignment of cases, • Processing appeals, • Collection and distribution of fines, fees, service charges, and court costs, • Processing of bond forfeiture payments, • Payment of jurors and witnesses, • Payment of expenses for meals or lodging provided to jurors, (added 2008) • Data collection and reporting, • Processing jurors, • Determination of indigence, • Paying administrative support costs

6. Early Years Workload and Performance StandardsRevenue Based Model • 2004-2008 • Workload measures • New cases filed, reopened cases, notices of appeal, docket entries, juror summons and jurors paid (2006) financial receipts (2006)

7. Budget Linkage 2009 and State General Appropriation Act (GAA)Core Services, Unit Costs, & Peer Groups • Case Processing • Case maintenance, record mgt., court prep and attendance, processing the assignment, reopening, reassigning of cases, processing appeals • Financial Processing • Financial receipts • Jury Management • Juror summons, jurors paid, witnesses paid, • Information and Reporting • Statutory reports issued

8. How Did the Budget Building Process Work? • Last two years • Core Services defined as 10 court divisions • New cases foundation for budget comparison • Reopen cases added • Prior Year Cases added • Used Benchmark Budgets by Peer Groups • Goal is to be fair and credible to the clerks and legislature • Because of data quality issues with reopen and prior year cases, F&B had to use calculations and ratios

9. Going Forward? CFY 2014/2015 Budget • Do we retain and/or modify current budget workload measures? • Cases, reopen cases, and prior year activity cases • Or • Develop and collect new workload measures?

10. What Things Should You Keep In Mind When Deciding Workload Measures? • Data reliability…. Consistently counted across 67 counties. • Data validity…. The workload measures clerk work • Collectability…. Electronically is preferred over manual • High correlation between workload measure & costs • (e.g. total # of jurors, if only measure doesn’t highly correlate with total cost of clerk work) • Multiple workload measures…. Blended or additive • (e.g. financial receipts, does not add explanatory value)

11. Recap of Workload Measures Survey • Excellent response • Sixty Clerk offices • Quality of comments • New Cases Filed the benchmark measure – “widgets’ • Clear differentiation between the groups of measures • Question responses, comments • Established business rules • Additional measures more completely describe your work • But can we establish business rules? • Data reliability, measure validity, collectability, cost correlation

12. Questions Underlying Survey Evaluation • Is the measure valid and useful, but data unavailable? • How many measures should we use? • What are these measures going to be used for? • Costing similar services? • Performance evaluation? • A simple metric for comparison to carve up the budget “pie”? • How do the known cost factors inform the selection & use?

13. Survey Next Steps • Clerk office review survey results • Discuss particular measure “pros & cons” • Select measure(s) to use now, and in the future pending business rule development

14. QUESTIONS Paula O’Neil, Ph.D, Performance Committee Chair Bob Inzer, CPA, Finance and Budget Chair John Dew, CCOC Executive Director Doug Isabelle, CCOC Budget Director 850-386-2223