Denver County Court · positions in DCC. * Citywide refers to all CSA limited and unlimited employees (N = 7,257 as of 12.31.15) This slide looks at supervisory hiring and is important
Revenue went up 1.1% in 2015. 1st Quarter 2016: revenue down 4.4%.
People Vital Signs - External Hires vs Internal Promotions
• 2012-2015 there were 15 promotions, 1 rehire and 1 new hire into supervisory positions in DCC.
* Citywide refers to all CSA limited and unlimited employees (N = 7,257 as of 12.31.15)
Presenter
Presentation Notes
This slide looks at supervisory hiring and is important to understand career progression and opportunity for advancement. County Court provides opportunities for advancement for staff. In the past 4 years, only one external candidate was selected for a supervisory position.
People Vital Signs - Hours not Worked
• Increase in 2015 is due to coverage needed on weekends in Courtroom 2300.
This slide provides a snapshot of diversity, including gender, ethnicity and generational. DCC is 70% female. DCC is 52% White, 35% Hispanic, 10% African American, 3% Asian Residents of Denver ethnic diversity is 53% White, 33% Hispanic, 10% Black, 3% Asian, 1% American Indian, 2% Multi-Racial, 0% for all other groups. Narrative of department highlights here.
People Vital Signs - Retirement Forecasting
• N = 231 Unlimited DCC employees (1.1.16).
• There are 24 individuals eligible for retirement in 2016.
• In 2020 the number of DCC employees eligible to retire exceeds citywide percentages.
• A number of eligible employees hold key management positions.
10.4%13.0%
17.3% 19.0%
27.3% 30.3%
13.3%16.1%
19.4%22.5%
26.0%29.1%
0%5%
10%15%20%25%30%35%
2016 (Current) 2017 2018 2019 2020 2021
Projected Retirement Eligibility
DCC Citywide*
* Citywide refers to all CSA limited and unlimited employees (N = 7,257 as of 12.31.15)
Presenter
Presentation Notes
In the next 4 to 5 years, DCC could see high % of retirements, a number of which could be in key management positions.
People Vital Signs- Turnover
• High turnover in staff employed less than 2 years. A large portion of these are Judicial Assistant I and II’s positions who provide front line customer service.
• Steps taken to address: 1) Hire further in pay range; 2) Developed new employee orientation program; 3) Hired Agency Trainer whose focus is new employee training.
13.7% 12.6% 9.4% 8.1%
26.7%24.3%
10% 10% 11% 11% 11% 11%
0%5%
10%15%20%25%30%
Citywide* DCC High PerformerCitywide*
High Performer DCC Turnover Before 2Years DCC
Turnover Before 2Years Citywide*
Turnover
2015 Actual Goal
* Citywide refers to all CSA limited and unlimited employees (N = 7,257 as of 12.31.15)
Presenter
Presentation Notes
The cost of turnover in terms of hard dollars and reduced productivity are a concern for all organizations and CCD is no exception. We set aggressive goals for turnover and overall we did not met our goals. However, for high performers (measured by exceptional and outstanding PEPR scores), we came in under our goal, which indicates we are retaining our highest performing staff members both citywide and within the Court. Turnover of employees during the first two years of employment is of concern. We must focus on the cause and look at ways to decrease this number.
People Vital Signs- Time to Fill Positions
• Post to referral is controlled by the OHR recruiting team.
• ATF to Start involves OHR, the candidate and the hiring manager as key components.
• Agency Review, Interview & Offer are dependent on the agency hiring manager. This is an area targeted for improvement in 2016.
• IT positions have been difficult to fill in a timely manner.
• Some elements of the process are out of OHR and city agency control (e.g., putting in notice with employer, relocating, etc.).
* Citywide refers to all CSA limited and unlimited employees (N = 7,257 as of 12.31.15)
41.7
126.2
49.425.0
60.030.0
0
50
100
150
Avg. Time Post toReferral
Avg. Time ATF to Start Avg. Time for AgencyReview, Intvw & Offer
Talent Acquisition DCC Only
2015 Actual Goal
29.6
114.5
54.025.0
60.030.0
0
50
100
150
Avg. Time Post toReferral
Avg. Time ATF to Start Avg. Time for AgencyReview, Intvw & Offer
Talent Acquisition Citywide
2015 Actual Goal
Presenter
Presentation Notes
This slide analyzes the time it takes to fill vacant positions and it is important for two key reasons. First, vacant positions affect productivity and negatively impact delivery of services. Second, in a booming economy with low unemployment, candidates are less likely to wait for a slow hiring process and take other positions. Positions requiring specialized skills, e.g. IT positions; Interpreter; Marshal, have been difficult to fill. Time to fill information was unknown until a few weeks ago. DCC supervisors will look for ways to shorten length of time to fill positions.
Employee Engagement
• 13.6 increase in employee engagement from 2013 to 2015.
Top Three Dept Areas for Action• Creating a learning and developing environment• Clear and consistent policies and procedures• Improved communication
13.115.1
17.714.88
10.6
24.2
0
5
10
15
20
25
30
2011 2013 2015
Employee Engagement Index
Citywide DCC Linear (Citywide)
* Citywide refers to all CSA limited and unlimited employees (N = 7,257 as of 12.31.15)
Presenter
Presentation Notes
Employee engagement is an important measure for the City with research showing a correlation between productivity, innovation and employee engagement. The City is showing steady progress in increasing engagement and we will continue to focus on this metric as we strive to become an employer of choice.
Metrics
Case filings decreased 20% over the past 4 years. Dropped calls decreased by 24% in the past 3 years.
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Presentation Notes
20% decrease in filings over 4 years. Biggest hit has been in our traffic courtrooms. Dropped calls have decreased significantly due to rearranging work assignments. In 2011-2012, the dropped call rate in Traffic/Civil reached 70% during certain months. As of March 2016, the division’s dropped call rate is 5%.
Metrics
Website visits increased 53% in the past three years. Online transactions increased 20% in the past three years.
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Presentation Notes
757,432 website visits in 2015. 53% increase since 2013 when the new website went live. 20% in online transactions. $10,564,604 paid online in 2015.
Metrics
Compares # of cases filed versus # of cases reaching disposition.
% of individuals who reoffend within 1 year of probation termination.
Presenter
Presentation Notes
Clearance rate fluctuates between 97% and 100%. This measure looks at how many cases are coming into the system and how many are reaching disposition. Recidivism continues to decrease. 25% to 14% in 2015. Contributing factors include implementation of evidence based practices, e.g. implementation of assessments; rewards and sanctions; home visits (home visits increased 56% in 2015); training for staff to include motivational interviewing and case planning; lower caseloads due to additional staff, e.g. 181 per officer in 2013 and 101 per officer in 2015. NOTE: Probation referrals increased 19% in 2015 over 2014.
Innovations
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Presentation Notes
Expanded Online Services include: Request one-time continuance; Property Bond Appointments; Request dismissal of no insurance violations; self-help videos for the Small Claims and Protection Order process. DMZ project was completed by IT Department which builds a secure foundation for future e-filing projects in criminal, civil, and traffic. The civil judges created a “first in the state” civil advisement for defendants appearing without an attorney. Topics covered are impacts of judgments and an overview of the civil process. “Smart Pretrial” includes the use of assessments to understand the risk level of offenders charged with criminal violations. The assessment results are used by judicial officers in setting an appropriate bond. PR Bonds are being routinely allowed on lower level violations. Behavioral Court: First 6 graduates of recovery court – problem is housing. 68 sobriety court graduates in 2014 and 0% recidivism in 2015.
Innovations
Presenter
Presentation Notes
Employee survey indicated one of the top three items prohibiting them from meeting work objectives were clear and consistent written procedures. In 2016, an internal website was created called “Court Connect” Currently, Court Connect has 475 pages of content. This includes step by step procedures; outline of processes; court information; news items; events; and policies. An Agency Trainer was hired this year. This individual trains new employees for the first 4 days on the various systems used to include the court case management systems, jail management system, Department of Labor database, CCIC, City University (usage increased 715% in 2015), Court Connect, etc., New employee orientation tours that include 4 ½ day sections that cover all the divisions within the court as well as other criminal justice agencies. Good overview of the system. Working with OHR on creating learning and development environment. Supervisors attended 12 hours of “leader as coach” learned better methods of communication, process for creating development plans, and encourage employees to take ownership of their development. Give feedback to employees as to why they did not receive promotion, courtconnect, employee newsletter, employee advisory committee. Encourage supervisors to recognize employee efforts, MVE awards, Extra Mile Awards, Events Committee to incorporate fun, e.g. softball tournament, ghost tours, bowling, chili cook-off, etc.
