EXECUTIVE SUMMARY

In 2013, the United States Bankruptcy Court for the Central District of California found innovative ways to maximize efficiency, conserve resources, and prepare for the future, while continuing to manage the largest caseload in the nation. Highlights of the year include:

  • In September, the Court approved and issued its Strategic Plan. Developed over 18 months in collaboration with judges, executive management, staff, attorneys, and members of the public, the plan sets out the Court’s vision for the next five years.
  • The Central District’s noticing practices were ranked the most efficient in the nation when costs were measured per new case filed. The district’s low costs result from the Court’s efforts to streamline paperwork by revising notices and orders and promoting electronic noticing.
  • Despite the ongoing decline in bankruptcy filings, the Central District of California continued to lead the nation in the number of cases initiated. A total of 75,581 bankruptcy petitions were filed in the Central District.
  • Judge Barry Russell received the William L. Norton Jr. Judicial Excellence Award at the 2013 National Conference of Bankruptcy Judges in Atlanta, Georgia. The award recognizes Judge Russell’s contributions to bankruptcy law as a leader and scholar during his four-decade judicial career.
  • The Clerk’s Office rolled out Case Management Assist (CMA), a software program that automatically distributes and reassigns work to Operations staff members. CMA increases the efficiency of case processing at the Court, benefiting both staff and stakeholders.
  • Through the new online chat feature on the Court’s website, members of the public can ask procedural questions about bankruptcy in real time. Trained agents of the Court’s Call Center respond with direct links to Local Bankruptcy Rules, Federal Rules of Bankruptcy Procedure, and frequently requested forms.
  • The Court revised its Local Bankruptcy Rules to save paper and postage, eliminating the requirement to file a Notice of Entered Order and Service List. The revised LBRs also clarify practice in several areas.
  • In partnership with the Administrative Office of the U.S. Courts, the Court is piloting Debtor Electronic Bankruptcy Noticing (DeBN), a software program that provides electronic notices to consenting debtors. DeBN is expected to reduce noticing costs, provide faster service of notices and orders, and improve attorney-client communications.
  • The Court was selected from a competitive applicant pool to host UCLA Ann C. Rosenfield Fellow Julie Pollock during the 2013-2014 academic year. In June, Ms. Pollock, a graduate student at the UCLA Luskin School of Public Affairs, began researching the increasing percentage of elderly bankruptcy filers.
  • In January, the Court’s Rules Committee established the Bar Rules Advisory Group (BRAG). The BRAG is comprised of attorneys from throughout the Central District who advise the Rules Committee on changes to the Local Bankruptcy Rules.
  • The Clerk's Office implemented the Auto Closing program, which checks chapter 7 cases that have been automatically discharged and closes those that qualify. The labor-saving program permits the Clerk’s Office to devote time to other tasks.
  • Improvements to the transcript ordering process provide customers with a choice of transcription agencies, speed delivery of transcripts, and significantly reduce labor for the Clerk’s Office.
  • On October 24, the Court held a celebration in honor of pro bono volunteers at the Edward R. Roybal Federal Building and U.S. Courthouse in Los Angeles. At the event, the Court recognized the service volunteers provide self-represented filers at each of the five divisions in the Central District.
  • Quick Response (QR) codes that link to judges' calendars have been posted outside Central District courtrooms. QR codes provide a quick and convenient way to view calendars on mobile devices, reducing the number of calendars the Court is required to print.
  • In February, the Court created the Shared Administrative Services (SAS) team to implement a Judiciary cost-containment policy. Services in Human Capital, Information Technology, and Space and Facilities were offered to court units on a cost reimbursable basis established through a Memorandum of Understanding (MOU).