May 17, 1999,

Madam Chair Betty Jo DeForest
Jackson County Board of Commissioners
120 W. Michigan Ave.
Jackson, MI 49201

Dear Madam Chair:

The following is the 1998 Annual Report for the 12th District Court. The report summarizes the activities of the 12th District Court for the calendar year of 1998. The information is intended for informational purposes regarding the judicial business of the district court.

The 12th District Court collected a total of $5,449,942 in fines, costs and fees. Of that amount, $3,703,377 was deposited in the County General Fund.

Although the court did not quite meet its General Fund revenue budget of $3,613,495.00, the court collected $3,556,870.00, which is $78,892.00 more than was collected in 1997. The General Fund revenue budget was increased nearly a 2 million dollars ($499,099.00) from the 1997 budget of $3,114,396. The most important factor that contributed to the revenue shortfall was a decrease in the number of statute traffic citations filed with the court. Statute citations are issued by the Jackson County Sheriff Department and the Department of State Police. Court records show that there were 4165 fewer citations filed with the court compared to the previous year.

The Intensive Supervision Program fell only $2,047 short of budget ($83,980). Overall, the program, once again, proved to be self-supported as revenue ($81,933) exceeded expenses ($77,315) by $4,618.00.

The court met the revenue expectations for the Public Defender program (100.90% of budget). . On the expense side, the court expended 68.75% of its budget. Thus, $31,215 was returned to the General Fund

The court opened 61,250 new cases in 1998. This figure represents a slight decrease of 651 cases from 1997 (61,901). The following represents the case filings for 1995, 1996, 1997 and 1998

Effective January 1, 1998, the jurisdictional limit was raised in general civil from $10,000.00 to $25,000.00. Approximately, 130 civil suits were filed in 1998 in which plaintiffs were seeking relief in damages more than $10,000.00 but not exceeding $25,000.00.

In 1998, General Civil filings increased 460 suits; Small Claims filings increased 80 suits, and Landlord Tenant filings increased 264 suits.

In December of 1998, the department started using a computer interface which posts all cash transactions to the civil case management program. Prior to the interface, civil clerks were required to make separate entries in both the cash program and the case management program for all cash transactions. The interface has eliminated this duplication by allowing for payments to post automatically to the case management system.

Even with an increase in filings in 1998, the long-standing backlog has been eliminated. This was achieved by redesigning departmental procedures and employee teamwork.

In June of 1998, the small claims division began a pilot program using carbonless forms. The response from litigants and staff was positive. Carbonless forms have helped to eliminate errors and reduce copy costs. The success of the program has prompted requests to use carbonless forms for other court matters.

The district court judges and magistrates performed 283 weddings in 1998. Wedding ceremonies are now scheduled in electronic format and are stored in an electronic database which allows more efficient access to wedding information for court personnel.

COLLECTIONS DIVISION

1998 proved to be a successful year for the 12^th District Court Collections Department. The department collected $629,430.00 in delinquent fines and costs.

The department was reorganized in 1998. A chief collection officer position was approved for 1998 and filled in April. The chief enforcement officer serves as the departmental manager. A new collections officer position was added in June. The additional personnel have allowed the collections department to pursue delinquent fines and costs in a more aggressive manner and expand their existing caseload. Although the new collection officer did not begin employment until June 1998, the department fell just short of their 1998 goal of $650,000.00.

The collections department was relocated from the 2^nd floor of the courthouse to the basement. Acquiring the space that previously housed the Law Library allowed for the expansion of the collection department. Now, each officer has the opportunity to discuss financial/collection issues in a private office setting. Previously, officers were forced to conduct business in the hallways, court rooms or any other place that could be utilized. Once again, the facilities department should be commended for the excellent job that was performed during the construction and relocation of the department.

The court is serious about the collection of fines and costs and holding individuals accountable for the actions. In an effort to aggressively pursue scofflaws, the court has contracted with Court Services, Inc. Court Services, Inc. is a private collection firm that performs field investigative work. The agency collected $125,791.00 in 1998.

The combined collection efforts of the collection department and Court Services, Inc. resulted in the collection of 755,221.00 in delinquent fines and costs in 1998.

Circuit Court & Juvenile Court Collections:

The district court collections department began the implementation of a collection program for Circuit and Juvenile court in 1998. A significant amount of time was spent on the development of the collection protocols for both the Circuit and Juvenile Courts. Near the end of 1998, the collections department began the process for the collection of delinquent monies. The proximity of Juvenile Court to the court house seriously hindered the ability to research case information for collection efforts. When Juvenile Court is located in the court house, it is anticipated that collection efforts will improve.

CRIMINAL DIVISION

The criminal division concentrated on the cross-training of employees. Cross training has helped to reduce case management problems during scheduled and unscheduled employee absences.  In addition, cross training has broadened the employees’ knowledge of the division and the court.

The clerical workstations were redesigned to enable staff to better serve our customers, including: police officers, attorneys and the general public. The redesign allows for more user friendly environment for case processing.

The department focused on the development of new policies and procedures and the analysis of existing polices and procedures during 1998. The policy and procedural manuals serve as a training tool for new employees and serve as operational reference guide for existing employees. Employees appear to have a better understanding of the different requirements of each job in the division.

Bi-weekly staff meetings were conducted to keep employees informed of changes at the divisional level, the court level and the county level.

In 1998 the 12^th District Court probation department conducted 2,194 pre-sentence investigations, compared to 2,386 conducted in 1997. In February 1998, an additional probation officer was hired due to a continuing increase in caseload. Probation agents supervise an average of 260 probationers and conduct an average of eight pre-sentence investigations per week.

The probation department began substance abuse testing of defendants on-site in 1992. Because of adoption of a court policy mandating drug testing for certain criminal offense and health concerns, the department purchased a different substance abuse testing instrument in 1998. The new instrument will provide a test result in less than one minute without exposure to chemicals or urine. The test assists the probation agents in confirming the use of controlled substances by probationers. In 1998 the probation department conducted approximately 650 tests.

Also, in 1998, the department continued to pursue technological advances. By replacing hardware, the department now generates computerized alcohol assessments and computer-generated forms. The new computers allow for more efficient storage and retrieval of records from the caseload management program. The department is also expected to begin using voice recognition software in 1999.

In an attempt to assist our customers, the court now collects all fines and costs on the first floor in the traffic department. This allows those individuals who owe fines and costs on traffic tickets and/or probation matters to pay their fines at the same place. Previously, individuals were required to make payments at both locations.

The probation department continues to assist outside organizations with public relations issues. The department is involved in monthly Victims Impact Panels, which are sponsored by Mothers Against Drunk Driving and the Jackson County Intermediate School District by making presentations at all of the local high schools concerning the effects of drinking and driving.

The department continues to offer sentencing alternatives for defendants. Electronic monitoring (watch patrol tether, ankle tether, and visual tether) was used more frequently in 1998 due to jail overcrowding problems. The most recent monitor utilized by the department is a domestic violence monitor that will monitor a defendant’s location 24 hours per day.

The Intensive Supervision Program (ISP) had another successful year with relatively few program violations (10%). There were 126 participants supervised throughout the year, with only 13 failing to complete the program. In 1998 the program generated $81,933.30. It is estimated that this alternative sentencing program saved 6,545 jail beds days. Jail bed savings is estimated to be $229,110 ($35.00/jail bed day).

The office automation plan was completed in 1998. A computer is at each workstation, which allows for network access and access to the court’s case management software. Employees have the ability to receive electronic mail and share computer and printer resources.

A new customer service window was installed, now giving customers access to four windows for customer service and payments.

A new controller was installed, allowing for a more efficient computer system in the department and to allow for future expansion of the system.

The department applied for and received a grant from the Jackson Traffic Safety Program for clerical support for processing traffic tickets.

From  August of 1998 through October of 1998, the department was involved with the Cross-training of clerks. Three clerks from other divisions were trained on traffic procedures. Two clerks from the traffic department were sent to other divisions of the court to be cross-trained.

During 1998, the court recorders received additional computer training to help streamline daily work tasks. They are now able to update case information immediately in the courtroom. This saves case processing time. Data entry in the courtroom allows for timely and accurate data.

Two vacant court officer positions were filled in 1998. The court recorders were involved in the training of the new court officers in order to promote consistency in case processing .

In early 1998, the court purchased assisted listening devices for the hearing impaired. The devices were purchased from KPI Audex. Administrative personnel and members of the judicial support division were trained to operate the equipment.

All of the courtrooms, including the magistrate hearing room, are adequately equipped for servicing the hearing impaired.

The 12^th District Court Casual Dress Committee collected approximately $1000.00 from employees who participate in the weekly casual dress day. The proceeds were used to purchase items for the Interfaith Shelter and purchase holiday gifts for families at the AWARE Shelter. Since the inception of this court program in 1996, the employees of 12^th District Court have donated approximately $3000.00 back to the community of Jackson.

In 1996 the court extended its hours of operation to better serve our customers. Because of the new hours, the court could no longer conduct court-wide staff meetings. A court newsletter, "The Informant," was created in 1998 in an attempt to disseminate information to employees. The newsletter was published four times and was well received by employees and other county departments. The county’s Communication Goals Team requested copies of "The Informant" to review as they looked for ways to enhance the county’s newsletter – "The Open Line."

The administration of the court developed a customer service-training program for court employees. The program was so well received by court employees, that a request was made by the CQI Support Team to present the program to county employees. The program was tailored somewhat and presented to county employees in 1998. During the course of the year, the administration of the court trained approximately 200 county employees. The success of the program also led to a presentation at a regional court administrators’ meeting. From that meeting, other courts in the region have inquired about the program. The administration of the court will present the training to the Kent County District Courts in the summer of this year. In addition, the program will be presented on an annual basis for new hires into the county organization.

The court’s website (www.d12.com) went online April 1, 1998. The website provides a host of information regarding court procedures and practices. The website has over 50 pages of court related information.

Respectfully Submitted,

Michael J. Dillon
Court Administrator

cc:    Hon. Charles Falahee, Jr.
        Hon. Lysle G. Hall
        Hon. James M. Justin
        Hon. Carlene G. Lefere
        Chet Taraskiewicz, County Administrator

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