Description
Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy.
STRATEGIC PLAN OF THE UNITED STATES BANKRUPTCY COURT FOR THE CENTRAL DISTRICT OF CALIFORNIA
March 11, 2013
1
Strategic Plan of the United States Bankruptcy Court for the Central District of California
Acknowledgement The Strategic Plan of the United States Bankruptcy Court for the Central District of California was crafted by a Strategic Planning Committee appointed by the chief bankruptcy judge and composed of executive management, staff, and judges representing the core of the court’s judicial committees. The Strategic Planning Committee identified fundamental long-term issues facing the court, and formulated goals and strategies to address the issues. Implementation of the plan will be the responsibility of the court’s judicial committees with direction from the court’s Executive Committee and assistance from the Clerk of Court and staff. Strategic Planning Committee Peter H. Carroll, chair, Chief Bankruptcy Judge (Executive Committee) Sheri Bluebond, U.S. Bankruptcy Judge (Executive Committee; Case Management Committee) Scott C. Clarkson, U.S. Bankruptcy Judge (IT Committee) Sandra R. Klein, U.S. Bankruptcy Judge (Rules Committee; Community Outreach Committee) Deborah J. Saltzman, U.S. Bankruptcy Judge (IT Committee; Education Committee; Community Outreach Committee; Pro Se Committee) Maureen A. Tighe, U.S. Bankruptcy Judge (Executive Committee; Pro Se Committee; Case Management Committee; Community Outreach Committee) Kathleen Campbell, Clerk of Court/Chief Executive Officer Beryl Dixon, Officer of Planning and Personnel Management Benjamin Varela, Operations Manager Tina Sandoval, Staff Development Specialist Blake Francois, Operations Support Clerk The United States Bankruptcy Court for the Central District of California would like to thank the judicial officers, staff, attorneys, and members of the public for their contributions to the development of this strategic plan.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
TABLE OF CONTENTS
Message from the Chief Judge ………………………… Mission & Vision ……………………………………… Summary of Plan ..…………………………………….. Strategic Issues, Goals & Strategies ? ? ? ? ? ..………………… 4 5 6 7
Administration of Justice Access to Justice and Service to the Public Judiciary Workforce of the Future A Solid Infrastructure Public Understanding, Trust and Confidence …………………………………… …………………………………… ……………………………... 18 19 19
Judges of the Court Clerk of the Court
Locations of the Court
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
MESSAGE FROM THE CHIEF JUDGE
On behalf of my colleagues, it is my pleasure to present the Strategic Plan of the United States Bankruptcy Court for the Central District of California for 2014–2020. Our court is the largest and busiest bankruptcy court in the nation. We have five divisions -- Los Angeles, Riverside, Santa Ana, San Fernando Valley and the Northern Division. Our 24 active judges and five recalled judges supported by 322 clerk’s office and judicial staff serve a population of approximately 18.5 million people, representing nearly 50% of the state’s population. Over 24 languages are spoken in the Central District which covers seven counties, encompasses over 40,000 square miles, and includes four of the five most populous counties in the state (Los Angeles, Orange, Riverside and San Bernardino). For the 12 month period ending September 30, 2012, we led the nation with 111,909 filings. The Central District also leads the nation in both the number and percentage of pro se (selfrepresented) debtors. Our pro se rate is 28.3%, over three times the national average of 8.8%. This Strategic Plan, which was approved by the Board of Judges on ______, 2013, is the product of an inclusive planning process in which judges, executive management, staff, attorneys, and others came together during the past 18 months to craft a vision for the future of our court. We are proud of the technological advances we have made, and we have bold plans to implement new technologies in the future to improve access to justice and make the court more transparent and efficient. Though we face difficult economic times ahead, we remain committed to providing excellent service, efficient operations and effective use of judicial resources. This Strategic Plan is composed of mission and vision statements, five strategic issues, 18 goals, and 63 strategies. It will assist the court in meeting challenges, seizing opportunities, building on its strengths, and measuring success. It will direct the commitment of our resources during the next seven years, and will produce a more efficient, effective court providing the highest quality of justice to residents of the Central District of California. It is our blueprint for the future.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
OUR MISSION
To serve the most populous and diverse judicial district in the country by providing bankruptcy relief, fair and impartial justice, and a prompt and efficient resolution of disputes.
OUR VISION
The United States Bankruptcy Court for the Central District of California will provide the highest quality of justice and service to the public by: ? Maintaining a safe, professional environment ? Adhering to high standards of conduct and professional development ? Treating the public with dignity and respect ? Being accessible, convenient, understandable, and responsive to the needs of the district’s diverse community ? Allocating and managing resources efficiently and effectively ? Using advanced technology to support the court, enhance access to justice, and serve those who access the court ? Educating the public about the role and function of the court and the services provided
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
SUMMARY OF THE PLAN
This plan defines a strategic direction for the United States Bankruptcy Court for the Central District of California over the next seven years. Identified in the plan are five fundamental issues upon which the court will focus to achieve specific and measurable results: Issue 1: Issue 2: Issue 3: Issue 4: Issue 5: Administration of Justice Access to Justice and Service to the Public Judiciary Workforce of the Future A Solid Infrastructure Public Understanding, Trust and Confidence
The goals and strategies developed in response to these issues are designed to position the court for success in its mission to provide bankruptcy relief, fair and impartial justice, and a prompt and efficient resolution of disputes.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
Issue 1. Administration of Justice
How can the court provide justice effectively and efficiently given changing demands and resources?
Issue Description. Justice requires that cases be processed efficiently, and disputes resolved timely, fairly and impartially. But the administration of justice is challenged by uncertainty in the number of case filings. Case filings increased dramatically with the economic downturn, just as resources available to the judiciary were reduced. Case filings are now decreasing, but it is unknown how long that decrease will last. Regardless of the caseload, funding will continue to be limited in the future. A shrinking budget requires the court to review and streamline operations and policies to ensure that public resources are used in the administration of justice efficiently, effectively and accountably. Goal 1.1: Administer justice fairly and impartially without regard to race, ethnicity, national origin, gender, sexual orientation, religion, age, economic status, or disability. Strategies: • Confirm that court procedures conform to relevant statutes, rules and policies. • Promote the education of judges and court personnel on issues of diversity. • Foster diversity in the court’s workforce by maximizing efforts to attract and retain employees of differing backgrounds and experiences. • Make sure that the court’s community outreach efforts include all of the district’s diverse community. Goal 1.2: Structure court operations in a manner that best facilitates the expeditious, economical and fair resolution of disputes.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
Strategies: • Build and maintain an effective executive management structure that guarantees the court’s ability to achieve its mission, vision and strategic goals. • Standardize operations to provide a uniform system of justice and consistent quality of service. • Institute case management plans that utilize best practice and time standards to expedite case processing appropriate to the type and complexity of the case. Goal 1.3: Administer the court according to sound management practices, and seek ways to create efficiencies through streamlining processes and implementing new technology. Strategies: • Implement “vertical” sharing of administrative services consistent with 28 U.S.C. §§ 154(b) & 156(d), provided that shared administrative services result in measurable savings to the court and no degradation in the quality and timeliness of service to the judiciary and the public. • Identify and market opportunities for sharing administrative services with other court units nationwide on a cost reimbursable basis in core business areas including Human Capital, Information Technology, and Space Planning. • Participate in national committees and programs to develop court technology and implement best practices. • Continue to review policies and procedures to improve service delivery, and to develop reports to assist decision making. • Educate judges and court personnel on existing technology and its uses and keep up to date on new technologies. Goal 1.4: Ensure informed judicial decision-making.
8 Strategic Plan of the United States Bankruptcy Court for the Central District of California
Strategies: • Provide accurate, timely and complete procedures and rules to judges, court personnel and other court participants. • Make certain that court proceedings are recorded accurately and completely, and that high quality transcripts are produced timely. • Promptly implement changes in law and procedure. Goal 1.5: Continue to assess emerging trends and changing needs of individuals, families, and businesses within the district. Strategies: • Identify issues, conditions and trends likely to have a significant impact on the court. • Develop procedures to meet changing conditions. Goal 1.6: Seek the resources necessary to maintain effective and efficient operations, and manage and expend such resources judiciously. Strategies: • Timely assess future resource needs necessary to accomplish the court’s mission. • Produce comprehensive budget submissions to support resource requests necessary to achieve the court’s mission, goals and strategies. • Identify and pursue grant funding opportunities. • Establish performance criteria and measurement systems that link budgetary resources to strategic goals, and issue annual reports.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
Issue 2. Access to Justice and Service to the Public
How can the court ensure that justice remains accessible to everyone it serves given the cost of legal representation and the shifting demographics and socioeconomic changes in the district?
Issue Description. Justice must be equally accessible to all who are served by the court. Cultural and economic differences, linguistic difficulties, and physical disabilities can serve as barriers to justice. Justice may also be impaired by court rules, processes and procedures that are difficult, timeconsuming, expensive or unnecessary. The court must identify and eliminate barriers to access, educate judges and court staff about barriers facing court users, and provide information and services to facilitate accessibility. Goal 2.1: All persons will have effective access to justice, including the opportunity to resolve disputes without undue hardship, cost, inconvenience or delay. Strategies: • Support and encourage the use of alternative dispute resolution methods. • Increase the use and availability of video-conferencing to enhance access to the court. • Develop simplified procedures to encourage electronic filing by self-represented parties. • Establish and maintain a project in each of the district’s five divisions designed to provide free legal assistance to self-represented parties.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
Goal 2.2: Provide the public with information that is easily understandable and readily available. Strategies: • Improve and expand services, assistance and information to self-represented parties. • Continue to develop a variety of informational materials, such as brochures and checklists, for debtors and other court users. • Maintain court forms and informational materials in plain language and are understandable. • Expand the availability of automated court information and data to the public through internet technologies and the court’s website. Goal 2.3: Make certain that court rules, procedures and processes are free of unnecessary barriers to access. Strategies: • Identify and revise court rules, procedures and processes that are unreasonable barriers to access. • Develop mechanisms to improve proceedings involving nonEnglish-speaking persons and others with communication or language impediments, including the expanded use of interpreter/translator services. • Provide periodic training to judges and court staff on issues of fairness and diversity to increase cultural awareness and sensitivity to potential access barriers.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
Issue 3. Judiciary Workforce of the Future
How can the court attract and retain a diverse and highly skilled team of judges and court personnel who are committed to public service given increasing fiscal challenges and changing career expectations?
Issue Description. The effective administration of justice requires professional excellence and commitment to public service. The court must compete with the private sector to attract and retain a highly skilled workforce. Attracting and retaining capable judges, executives, managers and staff will require fair and competitive compensation, opportunities for advancement and development, recognition of advanced and specialized education and training, and satisfying and motivating working conditions. To maintain public trust and confidence, our workforce must also reflect the diversity of the communities served by the court. Goal 3.1: Employ a highly-skilled and well-trained workforce. Strategies: • Recruit personnel who possess the education, skills and experience to provide effective services. • Attract and retain personnel of varying experiences and backgrounds to promote diversity. • Encourage and support the professional development of judges and court personnel to improve their service to the court and the public. • Examine workforce demographics, assess future human capital needs, and formulate a workforce succession plan. • Provide outreach and information to potential judicial applicants to encourage highly qualified individuals to apply for future judicial openings.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
Goal 3.2: Maintain a positive work environment that fosters high achievement and satisfaction among judges and court personnel. Strategies: • Implement programs, policies and initiatives to enhance employee performance, satisfaction, and retention. • Develop an organizational culture that increases the joint involvement of judges and court personnel in court planning and operations, and facilitates increased communications between judges and court personnel. Goal 3.3: Promote high standards of conduct and personal behavior among participants. Strategies: • Enforce adherence to codes of professional conduct, ethical practice standards, and civility standards for judges, court personnel and members of the bar. • Require appropriate and respectful conduct, dress and behavior by judges, court personnel, and those appearing in court.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
Issue 4. A Solid Infrastructure
How can the court develop a sound infrastructure to achieve administrative efficiencies, provide a safe and secure environment, and enhance the public’s access to court information and services?
Issue Description. To fulfill its mission, the court must maintain a sound infrastructure that meets the needs of the public and guarantees business continuity – now and in the future. Court facilities must be safe, functional and command respect for the independence and importance of the judicial branch. Division-wide management, accounting and human resource systems, and the continued implementation of new technology are essential to achieving administrative efficiencies and improving public access to court information and services. Goal 4.1: Court facilities must be safe and accessible. Strategies: • Make certain that court facilities are accessible to all persons, particularly those with disabilities. • Identify and address needed safety improvements. Goal 4.2: Create a master plan for the development of court facilities to meet the needs of the future. Strategies: • Review the utilization of existing space to optimize cost effectiveness. • Analyze the need for additional chambers and courtrooms for future judgeships. • Evaluate the need for space for expanded video hearings.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
Goal 4.3: Establish a technology infrastructure by assessing the court’s future information and courtroom technology needs, and maintaining a strategic plan to address those needs. Strategies: • Remodel or construct at least one courtroom as a high technology courtroom. • Maintain up-to-date internal and external websites. • Ensure the court has adequate skilled technology staff to support court operations. • Investigate and implement technologies and strategies to reduce costs, eliminate waste, and maximize efficiency. • Continually evaluate and update the court’s information technology strategic plan. Goal 4.4: Protect people, processes, technology, and facilities to ensure continuity of operations in the event of an emergency or disaster. Strategies: • Review and periodically re-evaluate the court’s security and emergency procedures. • Conduct systematic training on security and emergency procedures. • Review and update the court’s Continuity of Operations Plan (“COOP”). • Confirm that the court’s COOP is communicated to, and coordinated with, other court units and appropriate public safety agencies.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
Issue 5. Public Understanding, Trust and Confidence
How can the court increase public understanding, trust and confidence in the judicial system?
Issue Description. The judiciary strives to earn trust and confidence by resolving disputes fairly and impartially, adhering to strict ethical standards, treating litigants with respect, and being accountable for its performance and use of public funds. The court must continue to increase the public’s basic understanding of the court and the judicial system through community outreach and advances in communication technology. Goal 5.1: The court must increase its community outreach. Strategies: • Establish an Office of Public Communications and designate an Officer of Public Communications. • Through the court’s Community Outreach Committee, identify opportunities and craft seminars, outreach programs, and publications to educate the public on the role of the courts and the importance of the rule of law. • Collaborate with educational institutions, legal service providers, bar associations, and organizations that promote excellence in the judicial system to develop outreach programs and to promote community awareness of the court and its mission. • Increase the use of technology and on-line resources to communicate more effectively with the public. • Design and implement an activity in conjunction with Law Day. • Create educational programs to increase financial literacy and understanding among all age groups.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
• Provide training for other federal and state court judges to increase their understanding of bankruptcy-related issues that may arise in their cases. Goal 5.2: Provide opportunities for the community to have regular input to the court’s planning process. Strategies: • Provide means for input and discussion with the court’s stakeholders regarding the court’s strategic planning process and progress towards its goals. • Identify frequently asked questions (“FAQs”) and post FAQs and answers on the court’s website. • Provide means for the public to comment on the court’s rules, procedures, processes, and operations, and consider the comments received.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
JUDGES OF THE COURT
Honorable Peter H. Carroll Chief Bankruptcy Judge
Honorable Barry Russell United States Bankruptcy Judge Los Angeles Division Honorable Robin L. Riblet United States Bankruptcy Judge Northern Division Honorable Alan M. Ahart United States Bankruptcy Judge San Fernando Valley Division Honorable Vincent P. Zurzolo United States Bankruptcy Judge Los Angeles Division Honorable Ernest M. Robles United States Bankruptcy Judge Los Angeles Division Honorable Thomas B. Donovan United States Bankruptcy Judge Los Angeles Division Honorable Erithe A. Smith United States Bankruptcy Judge Santa Ana Division Honorable Meredith A. Jury United States Bankruptcy Judge Riverside Division
Honorable Sheri Bluebond United States Bankruptcy Judge Los Angeles Division Honorable Maureen A. Tighe United States Bankruptcy Judge San Fernando Valley Division Honorable Theodor C. Albert United States Bankruptcy Judge Santa Ana Division Honorable Richard M. Neiter United States Bankruptcy Judge Los Angeles Division Honorable Victoria S. Kaufman United States Bankruptcy Judge San Fernando Valley Division Honorable Robert Kwan United States Bankruptcy Judge Los Angeles Divisions Honorable Catherine E. Bauer United States Bankruptcy Judge Santa Ana Division
Honorable Deborah J. Saltzman United States Bankruptcy Judge Riverside Division Honorable Mark S. Wallace United States Bankruptcy Judge Riverside/Santa Ana Divisions Honorable Scott C. Clarkson United States Bankruptcy Judge Riverside/ Santa Ana Divisions Honorable Wayne E. Johnson United States Bankruptcy Judge Riverside Division Honorable Sandra R. Klein United States Bankruptcy Judge Los Angeles Division Honorable Julia W. Brand United States Bankruptcy Judge Los Angeles Division Honorable Neil W. Bason United States Bankruptcy Judge Los Angeles Division Honorable Mark M. Houle United States Bankruptcy Judge Riverside Division
Recalled/Visiting Judges Honorable Geraldine Mund United States Bankruptcy Judge C.D. California Honorable William V. Altenberger United States Bankruptcy Judge C.D. Illinois Honorable Kathleen Thompson United States Bankruptcy Judge C.D. California Honorable Philip H. Brandt United States Bankruptcy Judge W.D. Washington
Honorable Gregg W. Zive United States Bankruptcy Judge D. Nevada
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
CLERK OF THE COURT
Kathleen J. Campbell Clerk of Court Steve Sloniker Chief Deputy-Administration Michael Rotberg Chief Deputy-Operations
LOCATIONS
Los Angeles Division Edward R. Roybal Federal Building and United States Courthouse 255 E. Temple St. Los Angeles, CA 90012 San Fernando Valley Division 21041 Burbank Blvd. Woodland Hills, CA 91367 Santa Ana Division Ronald Reagan Federal Building and United States Courthouse 411 West Fourth St. Santa Ana, CA 92701-4593 Northern Division 1415 State Street Santa Barbara, CA 93101
Riverside Division 3420 Twelfth Street Riverside, CA 92501-3819
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
doc_594202014.pdf
Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy.
STRATEGIC PLAN OF THE UNITED STATES BANKRUPTCY COURT FOR THE CENTRAL DISTRICT OF CALIFORNIA
March 11, 2013
1
Strategic Plan of the United States Bankruptcy Court for the Central District of California
Acknowledgement The Strategic Plan of the United States Bankruptcy Court for the Central District of California was crafted by a Strategic Planning Committee appointed by the chief bankruptcy judge and composed of executive management, staff, and judges representing the core of the court’s judicial committees. The Strategic Planning Committee identified fundamental long-term issues facing the court, and formulated goals and strategies to address the issues. Implementation of the plan will be the responsibility of the court’s judicial committees with direction from the court’s Executive Committee and assistance from the Clerk of Court and staff. Strategic Planning Committee Peter H. Carroll, chair, Chief Bankruptcy Judge (Executive Committee) Sheri Bluebond, U.S. Bankruptcy Judge (Executive Committee; Case Management Committee) Scott C. Clarkson, U.S. Bankruptcy Judge (IT Committee) Sandra R. Klein, U.S. Bankruptcy Judge (Rules Committee; Community Outreach Committee) Deborah J. Saltzman, U.S. Bankruptcy Judge (IT Committee; Education Committee; Community Outreach Committee; Pro Se Committee) Maureen A. Tighe, U.S. Bankruptcy Judge (Executive Committee; Pro Se Committee; Case Management Committee; Community Outreach Committee) Kathleen Campbell, Clerk of Court/Chief Executive Officer Beryl Dixon, Officer of Planning and Personnel Management Benjamin Varela, Operations Manager Tina Sandoval, Staff Development Specialist Blake Francois, Operations Support Clerk The United States Bankruptcy Court for the Central District of California would like to thank the judicial officers, staff, attorneys, and members of the public for their contributions to the development of this strategic plan.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
TABLE OF CONTENTS
Message from the Chief Judge ………………………… Mission & Vision ……………………………………… Summary of Plan ..…………………………………….. Strategic Issues, Goals & Strategies ? ? ? ? ? ..………………… 4 5 6 7
Administration of Justice Access to Justice and Service to the Public Judiciary Workforce of the Future A Solid Infrastructure Public Understanding, Trust and Confidence …………………………………… …………………………………… ……………………………... 18 19 19
Judges of the Court Clerk of the Court
Locations of the Court
3
Strategic Plan of the United States Bankruptcy Court for the Central District of California
MESSAGE FROM THE CHIEF JUDGE
On behalf of my colleagues, it is my pleasure to present the Strategic Plan of the United States Bankruptcy Court for the Central District of California for 2014–2020. Our court is the largest and busiest bankruptcy court in the nation. We have five divisions -- Los Angeles, Riverside, Santa Ana, San Fernando Valley and the Northern Division. Our 24 active judges and five recalled judges supported by 322 clerk’s office and judicial staff serve a population of approximately 18.5 million people, representing nearly 50% of the state’s population. Over 24 languages are spoken in the Central District which covers seven counties, encompasses over 40,000 square miles, and includes four of the five most populous counties in the state (Los Angeles, Orange, Riverside and San Bernardino). For the 12 month period ending September 30, 2012, we led the nation with 111,909 filings. The Central District also leads the nation in both the number and percentage of pro se (selfrepresented) debtors. Our pro se rate is 28.3%, over three times the national average of 8.8%. This Strategic Plan, which was approved by the Board of Judges on ______, 2013, is the product of an inclusive planning process in which judges, executive management, staff, attorneys, and others came together during the past 18 months to craft a vision for the future of our court. We are proud of the technological advances we have made, and we have bold plans to implement new technologies in the future to improve access to justice and make the court more transparent and efficient. Though we face difficult economic times ahead, we remain committed to providing excellent service, efficient operations and effective use of judicial resources. This Strategic Plan is composed of mission and vision statements, five strategic issues, 18 goals, and 63 strategies. It will assist the court in meeting challenges, seizing opportunities, building on its strengths, and measuring success. It will direct the commitment of our resources during the next seven years, and will produce a more efficient, effective court providing the highest quality of justice to residents of the Central District of California. It is our blueprint for the future.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
OUR MISSION
To serve the most populous and diverse judicial district in the country by providing bankruptcy relief, fair and impartial justice, and a prompt and efficient resolution of disputes.
OUR VISION
The United States Bankruptcy Court for the Central District of California will provide the highest quality of justice and service to the public by: ? Maintaining a safe, professional environment ? Adhering to high standards of conduct and professional development ? Treating the public with dignity and respect ? Being accessible, convenient, understandable, and responsive to the needs of the district’s diverse community ? Allocating and managing resources efficiently and effectively ? Using advanced technology to support the court, enhance access to justice, and serve those who access the court ? Educating the public about the role and function of the court and the services provided
5
Strategic Plan of the United States Bankruptcy Court for the Central District of California
SUMMARY OF THE PLAN
This plan defines a strategic direction for the United States Bankruptcy Court for the Central District of California over the next seven years. Identified in the plan are five fundamental issues upon which the court will focus to achieve specific and measurable results: Issue 1: Issue 2: Issue 3: Issue 4: Issue 5: Administration of Justice Access to Justice and Service to the Public Judiciary Workforce of the Future A Solid Infrastructure Public Understanding, Trust and Confidence
The goals and strategies developed in response to these issues are designed to position the court for success in its mission to provide bankruptcy relief, fair and impartial justice, and a prompt and efficient resolution of disputes.
6
Strategic Plan of the United States Bankruptcy Court for the Central District of California
Issue 1. Administration of Justice
How can the court provide justice effectively and efficiently given changing demands and resources?
Issue Description. Justice requires that cases be processed efficiently, and disputes resolved timely, fairly and impartially. But the administration of justice is challenged by uncertainty in the number of case filings. Case filings increased dramatically with the economic downturn, just as resources available to the judiciary were reduced. Case filings are now decreasing, but it is unknown how long that decrease will last. Regardless of the caseload, funding will continue to be limited in the future. A shrinking budget requires the court to review and streamline operations and policies to ensure that public resources are used in the administration of justice efficiently, effectively and accountably. Goal 1.1: Administer justice fairly and impartially without regard to race, ethnicity, national origin, gender, sexual orientation, religion, age, economic status, or disability. Strategies: • Confirm that court procedures conform to relevant statutes, rules and policies. • Promote the education of judges and court personnel on issues of diversity. • Foster diversity in the court’s workforce by maximizing efforts to attract and retain employees of differing backgrounds and experiences. • Make sure that the court’s community outreach efforts include all of the district’s diverse community. Goal 1.2: Structure court operations in a manner that best facilitates the expeditious, economical and fair resolution of disputes.
7
Strategic Plan of the United States Bankruptcy Court for the Central District of California
Strategies: • Build and maintain an effective executive management structure that guarantees the court’s ability to achieve its mission, vision and strategic goals. • Standardize operations to provide a uniform system of justice and consistent quality of service. • Institute case management plans that utilize best practice and time standards to expedite case processing appropriate to the type and complexity of the case. Goal 1.3: Administer the court according to sound management practices, and seek ways to create efficiencies through streamlining processes and implementing new technology. Strategies: • Implement “vertical” sharing of administrative services consistent with 28 U.S.C. §§ 154(b) & 156(d), provided that shared administrative services result in measurable savings to the court and no degradation in the quality and timeliness of service to the judiciary and the public. • Identify and market opportunities for sharing administrative services with other court units nationwide on a cost reimbursable basis in core business areas including Human Capital, Information Technology, and Space Planning. • Participate in national committees and programs to develop court technology and implement best practices. • Continue to review policies and procedures to improve service delivery, and to develop reports to assist decision making. • Educate judges and court personnel on existing technology and its uses and keep up to date on new technologies. Goal 1.4: Ensure informed judicial decision-making.
8 Strategic Plan of the United States Bankruptcy Court for the Central District of California
Strategies: • Provide accurate, timely and complete procedures and rules to judges, court personnel and other court participants. • Make certain that court proceedings are recorded accurately and completely, and that high quality transcripts are produced timely. • Promptly implement changes in law and procedure. Goal 1.5: Continue to assess emerging trends and changing needs of individuals, families, and businesses within the district. Strategies: • Identify issues, conditions and trends likely to have a significant impact on the court. • Develop procedures to meet changing conditions. Goal 1.6: Seek the resources necessary to maintain effective and efficient operations, and manage and expend such resources judiciously. Strategies: • Timely assess future resource needs necessary to accomplish the court’s mission. • Produce comprehensive budget submissions to support resource requests necessary to achieve the court’s mission, goals and strategies. • Identify and pursue grant funding opportunities. • Establish performance criteria and measurement systems that link budgetary resources to strategic goals, and issue annual reports.
9
Strategic Plan of the United States Bankruptcy Court for the Central District of California
Issue 2. Access to Justice and Service to the Public
How can the court ensure that justice remains accessible to everyone it serves given the cost of legal representation and the shifting demographics and socioeconomic changes in the district?
Issue Description. Justice must be equally accessible to all who are served by the court. Cultural and economic differences, linguistic difficulties, and physical disabilities can serve as barriers to justice. Justice may also be impaired by court rules, processes and procedures that are difficult, timeconsuming, expensive or unnecessary. The court must identify and eliminate barriers to access, educate judges and court staff about barriers facing court users, and provide information and services to facilitate accessibility. Goal 2.1: All persons will have effective access to justice, including the opportunity to resolve disputes without undue hardship, cost, inconvenience or delay. Strategies: • Support and encourage the use of alternative dispute resolution methods. • Increase the use and availability of video-conferencing to enhance access to the court. • Develop simplified procedures to encourage electronic filing by self-represented parties. • Establish and maintain a project in each of the district’s five divisions designed to provide free legal assistance to self-represented parties.
10
Strategic Plan of the United States Bankruptcy Court for the Central District of California
Goal 2.2: Provide the public with information that is easily understandable and readily available. Strategies: • Improve and expand services, assistance and information to self-represented parties. • Continue to develop a variety of informational materials, such as brochures and checklists, for debtors and other court users. • Maintain court forms and informational materials in plain language and are understandable. • Expand the availability of automated court information and data to the public through internet technologies and the court’s website. Goal 2.3: Make certain that court rules, procedures and processes are free of unnecessary barriers to access. Strategies: • Identify and revise court rules, procedures and processes that are unreasonable barriers to access. • Develop mechanisms to improve proceedings involving nonEnglish-speaking persons and others with communication or language impediments, including the expanded use of interpreter/translator services. • Provide periodic training to judges and court staff on issues of fairness and diversity to increase cultural awareness and sensitivity to potential access barriers.
11
Strategic Plan of the United States Bankruptcy Court for the Central District of California
Issue 3. Judiciary Workforce of the Future
How can the court attract and retain a diverse and highly skilled team of judges and court personnel who are committed to public service given increasing fiscal challenges and changing career expectations?
Issue Description. The effective administration of justice requires professional excellence and commitment to public service. The court must compete with the private sector to attract and retain a highly skilled workforce. Attracting and retaining capable judges, executives, managers and staff will require fair and competitive compensation, opportunities for advancement and development, recognition of advanced and specialized education and training, and satisfying and motivating working conditions. To maintain public trust and confidence, our workforce must also reflect the diversity of the communities served by the court. Goal 3.1: Employ a highly-skilled and well-trained workforce. Strategies: • Recruit personnel who possess the education, skills and experience to provide effective services. • Attract and retain personnel of varying experiences and backgrounds to promote diversity. • Encourage and support the professional development of judges and court personnel to improve their service to the court and the public. • Examine workforce demographics, assess future human capital needs, and formulate a workforce succession plan. • Provide outreach and information to potential judicial applicants to encourage highly qualified individuals to apply for future judicial openings.
12
Strategic Plan of the United States Bankruptcy Court for the Central District of California
Goal 3.2: Maintain a positive work environment that fosters high achievement and satisfaction among judges and court personnel. Strategies: • Implement programs, policies and initiatives to enhance employee performance, satisfaction, and retention. • Develop an organizational culture that increases the joint involvement of judges and court personnel in court planning and operations, and facilitates increased communications between judges and court personnel. Goal 3.3: Promote high standards of conduct and personal behavior among participants. Strategies: • Enforce adherence to codes of professional conduct, ethical practice standards, and civility standards for judges, court personnel and members of the bar. • Require appropriate and respectful conduct, dress and behavior by judges, court personnel, and those appearing in court.
13
Strategic Plan of the United States Bankruptcy Court for the Central District of California
Issue 4. A Solid Infrastructure
How can the court develop a sound infrastructure to achieve administrative efficiencies, provide a safe and secure environment, and enhance the public’s access to court information and services?
Issue Description. To fulfill its mission, the court must maintain a sound infrastructure that meets the needs of the public and guarantees business continuity – now and in the future. Court facilities must be safe, functional and command respect for the independence and importance of the judicial branch. Division-wide management, accounting and human resource systems, and the continued implementation of new technology are essential to achieving administrative efficiencies and improving public access to court information and services. Goal 4.1: Court facilities must be safe and accessible. Strategies: • Make certain that court facilities are accessible to all persons, particularly those with disabilities. • Identify and address needed safety improvements. Goal 4.2: Create a master plan for the development of court facilities to meet the needs of the future. Strategies: • Review the utilization of existing space to optimize cost effectiveness. • Analyze the need for additional chambers and courtrooms for future judgeships. • Evaluate the need for space for expanded video hearings.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
Goal 4.3: Establish a technology infrastructure by assessing the court’s future information and courtroom technology needs, and maintaining a strategic plan to address those needs. Strategies: • Remodel or construct at least one courtroom as a high technology courtroom. • Maintain up-to-date internal and external websites. • Ensure the court has adequate skilled technology staff to support court operations. • Investigate and implement technologies and strategies to reduce costs, eliminate waste, and maximize efficiency. • Continually evaluate and update the court’s information technology strategic plan. Goal 4.4: Protect people, processes, technology, and facilities to ensure continuity of operations in the event of an emergency or disaster. Strategies: • Review and periodically re-evaluate the court’s security and emergency procedures. • Conduct systematic training on security and emergency procedures. • Review and update the court’s Continuity of Operations Plan (“COOP”). • Confirm that the court’s COOP is communicated to, and coordinated with, other court units and appropriate public safety agencies.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
Issue 5. Public Understanding, Trust and Confidence
How can the court increase public understanding, trust and confidence in the judicial system?
Issue Description. The judiciary strives to earn trust and confidence by resolving disputes fairly and impartially, adhering to strict ethical standards, treating litigants with respect, and being accountable for its performance and use of public funds. The court must continue to increase the public’s basic understanding of the court and the judicial system through community outreach and advances in communication technology. Goal 5.1: The court must increase its community outreach. Strategies: • Establish an Office of Public Communications and designate an Officer of Public Communications. • Through the court’s Community Outreach Committee, identify opportunities and craft seminars, outreach programs, and publications to educate the public on the role of the courts and the importance of the rule of law. • Collaborate with educational institutions, legal service providers, bar associations, and organizations that promote excellence in the judicial system to develop outreach programs and to promote community awareness of the court and its mission. • Increase the use of technology and on-line resources to communicate more effectively with the public. • Design and implement an activity in conjunction with Law Day. • Create educational programs to increase financial literacy and understanding among all age groups.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
• Provide training for other federal and state court judges to increase their understanding of bankruptcy-related issues that may arise in their cases. Goal 5.2: Provide opportunities for the community to have regular input to the court’s planning process. Strategies: • Provide means for input and discussion with the court’s stakeholders regarding the court’s strategic planning process and progress towards its goals. • Identify frequently asked questions (“FAQs”) and post FAQs and answers on the court’s website. • Provide means for the public to comment on the court’s rules, procedures, processes, and operations, and consider the comments received.
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
JUDGES OF THE COURT
Honorable Peter H. Carroll Chief Bankruptcy Judge
Honorable Barry Russell United States Bankruptcy Judge Los Angeles Division Honorable Robin L. Riblet United States Bankruptcy Judge Northern Division Honorable Alan M. Ahart United States Bankruptcy Judge San Fernando Valley Division Honorable Vincent P. Zurzolo United States Bankruptcy Judge Los Angeles Division Honorable Ernest M. Robles United States Bankruptcy Judge Los Angeles Division Honorable Thomas B. Donovan United States Bankruptcy Judge Los Angeles Division Honorable Erithe A. Smith United States Bankruptcy Judge Santa Ana Division Honorable Meredith A. Jury United States Bankruptcy Judge Riverside Division
Honorable Sheri Bluebond United States Bankruptcy Judge Los Angeles Division Honorable Maureen A. Tighe United States Bankruptcy Judge San Fernando Valley Division Honorable Theodor C. Albert United States Bankruptcy Judge Santa Ana Division Honorable Richard M. Neiter United States Bankruptcy Judge Los Angeles Division Honorable Victoria S. Kaufman United States Bankruptcy Judge San Fernando Valley Division Honorable Robert Kwan United States Bankruptcy Judge Los Angeles Divisions Honorable Catherine E. Bauer United States Bankruptcy Judge Santa Ana Division
Honorable Deborah J. Saltzman United States Bankruptcy Judge Riverside Division Honorable Mark S. Wallace United States Bankruptcy Judge Riverside/Santa Ana Divisions Honorable Scott C. Clarkson United States Bankruptcy Judge Riverside/ Santa Ana Divisions Honorable Wayne E. Johnson United States Bankruptcy Judge Riverside Division Honorable Sandra R. Klein United States Bankruptcy Judge Los Angeles Division Honorable Julia W. Brand United States Bankruptcy Judge Los Angeles Division Honorable Neil W. Bason United States Bankruptcy Judge Los Angeles Division Honorable Mark M. Houle United States Bankruptcy Judge Riverside Division
Recalled/Visiting Judges Honorable Geraldine Mund United States Bankruptcy Judge C.D. California Honorable William V. Altenberger United States Bankruptcy Judge C.D. Illinois Honorable Kathleen Thompson United States Bankruptcy Judge C.D. California Honorable Philip H. Brandt United States Bankruptcy Judge W.D. Washington
Honorable Gregg W. Zive United States Bankruptcy Judge D. Nevada
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
CLERK OF THE COURT
Kathleen J. Campbell Clerk of Court Steve Sloniker Chief Deputy-Administration Michael Rotberg Chief Deputy-Operations
LOCATIONS
Los Angeles Division Edward R. Roybal Federal Building and United States Courthouse 255 E. Temple St. Los Angeles, CA 90012 San Fernando Valley Division 21041 Burbank Blvd. Woodland Hills, CA 91367 Santa Ana Division Ronald Reagan Federal Building and United States Courthouse 411 West Fourth St. Santa Ana, CA 92701-4593 Northern Division 1415 State Street Santa Barbara, CA 93101
Riverside Division 3420 Twelfth Street Riverside, CA 92501-3819
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Strategic Plan of the United States Bankruptcy Court for the Central District of California
doc_594202014.pdf