Improving Coordination and Delivery of Services

• Enhancing Outcomes for Foster Youth
  
  Created court and human services performance measures, designed and validated business rules for extracting needed data, analyzed whether outcomes vary with child age, ethnicity or location, and recommended case processing and data entry enhancements.
• Protecting Elders and Seniors through Improved Probate Services
  
  Provided alternatives for realigning probate services to improve protections for the elderly, disabled and minors,  increase efficiency and augment available workload statistics.
• Yolo Superior Court: Promoting Alternatives to Litigation
  
  Assessed court and community needs for alternatives to litigation and designed the court's mediation program.
• Projecting Family and Juvenile Staffing Needs
  
  Developed a long-range strategy for projecting family and juvenile mediation staffing needs and assessed and made recommended improvements in the delivery of services.
• The Santa Clara Board of Supervisors: Assessing Unmet Legal Needs
  
  Assessed the unmet non-criminal legal needs of indigent Santa Clara County residents and provided options for allocating $800,000 in county funding to legal service providers.
• The Santa Clara, Mendocino, and Solano County Superior Courts: Unified Family Court Planning
  
  Improved outcomes for multi-problem families by facilitating assessment and action planning between the courts and county criminal justice and social service agencies.
• Improving Delivery of Legal Services to the Indigent
  
  Guided strategic planning for a university-based legal clinic's future.
• Enhancing Effectiveness of Family Court Services
  
  Designed program improvements to benefit clients, improve efficiency and increase integration of the program within the court.
• The Monterey County Superior Court: Public Information Brochures
  
  Improved public access and court efficiency by creating 40 user-friendly public information brochures for court users.
• Improving Manager and Employee Accountability
  
  Created systems to measure overall division productivity and individual employee performance and to hold staff accountable for results.

Increasing Efficacy and Cost Effectiveness

• Improved Civil Division Operations
  
  Designed structures and systems to reduce backlogs, measure performance and evaluate staffing needs.
• Santa Clara Superior Court: Web-Based Training Tools
  
  Streamlined migration to a single case management system and created consistent training tools for for a newly unified staff.
• Bulgarian Judiciary: Template for Process Reengineering
  
  Developed a reengineering template that can be used by any court to examine and improve its processes and trained court staff and judges in its use.
• The San Francisco Bar Association Lawyer Referral Program
  
  Improved predictability and reduced the cost of indigent defense, improved communication with county policy makers and developed a more efficient and robust web-based appointment and payment system. 
• Pima County (Tucson, Arizona): Justice Court Reorganization
  (under contract to the Harvey M. Rose Accountancy Corporation)
  
  Reorganized justice court operations and the case flow process to reduce backlogs, strengthen supervisory oversight, speed resolution of cases and increase revenues.
• Pima County (Tucson, Arizona): Criminal Justice Reengineering
  (under contract to the Harvey M. Rose Accountancy Corporation)
  
  Reengineered the operations of the county’s criminal justice agencies and the Superior Court to improve effectiveness, efficiency and public service.

Augmenting Agency Resources

• Enhancing Collections
  Recommended collections enhancements expected to result in one-time revenue collections of nearly $30 million and ongoing additional annual revenues of $4.7 million.
• Reframing the State/Local Court Funding Debate
  Conducted in-depth case studies in three states of the impact of different funding arrangements on adequacy, equity, stability and accountability of court funding.
• Nigerian National Judiciary: Judicial Branch Budget Training
  (under contract to the National Center for State Courts)
  
  Strengthened judicial branch budgeting in Nigeria through training of and action planning with federal and state government representatives.
• Armenian National Judiciary: Improved Budgeting, Human Resources and Information Technology Management
  (under contract to the World Bank and DPK Consulting)
  
  Proposed organizational changes and legislation to strengthen the financial independence and research and advocacy capabilities of the judiciary and provided a framework and tools for human resources management.
• Macedonian National Judiciary: Effective Budgeting and Strategic Planning
  (under contract to DPK Consulting)
  
  Helped the Macedonian judiciary enhance their independence from the other branches of government, institute management and financial reforms, and successfully argue for funding to advance their strategic priorities.
• Determining Needed Organizational and Financial Changes
  
  Determined the organizational and budgetary changes needed to meet the challenges of a growing organization in an increasingly diverse community.
• Questions and Answers Concerning Implementation of AB233

Enhancing Employee Performance

• Tulare Superior Court: Training for Optimum Performance
  
  Provided court employees with an overview of the judicial branch, its interactions with other branches of government, emerging trends in improving access, fairness and diversity, and the tenets of exemplary public service.
• Sonoma County Superior Court: Flexible Staffing Plan
  
  Crafted a flexible staffing plan to improve performance and staff retention and facilitate cross training.
• Linking Training to Performance
  
  Developed training outlines for new employee and lead worker training and created step-by-step processing procedures in priority areas.
• Fresno County Superior Court; Santa Cruz Superior Court: Strategies to Enhance Recruitment and Retention
  
  Developed strategies to significantly improve the retention and recruitment of support staff. Created labor relations rules, personnel policies and procedures and classifications in conformance with state requirements and local labor conditions.
• Creating an Independent Human Resources Operation
  
  Provided the court with the tools to quickly establish a fully functioning, independent, cost effective human resources operation to replace services previously provided by the county.
• Developing Uniform Policies, Procedures and Tracking to Reduce Absenteeism
  
  Developed uniform policies, procedures and tracking mechanisms concerning absenteeism consistent with federal, and state laws and local memoranda of understanding.