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Strategic 2016

Planning

55th District Court

TABLE OF CONTENTS

Mission Statement & Values ………….……………………………………. 1

2016 Goals …….…………………………………………………………………… 2

2015 Goals Review ………………..…………..………………………………… 10

2016 Strategic Planning Background Information ……………….. 19

Employee Input – Organizational Strengths & Weaknesses …. 25

Employee Input – Contributorship Self-Assessment .…………… 27

Employee Input - Work Culture …………………………………………… 28

APPENDIX 36

MISSION STATEMENT:

The 55th District Court is committed to delivering justice in a professional, efficient, and caring manner

VALUES

• We value the Court’s role in enhancing public safety.

• We value improving the lives of others.

• We value a citizen’s right to be heard.

• We value the role of the court as a community leader, working in partnership with others.

• We value the pursuit of quality improvement.

• We value court staff as individuals and are dedicated to their personal and professional development.

• We value the promotion of a positive work environment.

• We value the utilization of technology and other resources to improve efficiency and accessibility of court services.

• We value the safety of our employees and all users of the court.

Page 1

2016 GOALS

• Maintain Role as an Integrated Member of the Ingham County Community

• Continue to Enhance Court Security Measures

• Expand the Use of Technology

• Promote the Professional Development of Employees

• Maximize the Effectiveness of Probation Programs

• Improve Internal/External Communications

• Examine Means to Improve the Delivery of Services

Page 2

GOAL 1:

EXPAND ROLE AS AN INTEGRATED MEMBER OF THE INGHAM COUNTY COMMUNITY OBJECTIVES:

• Utilize at least one probation intern during 2015.

• Utilize at least three law students as legal interns (preferably one per semester).

• Hold four Court to Schools programs at high schools within the court’s jurisdiction.

• Promote community awareness of specialty courts.

• Explore the restoration of remote court locations for traffic hearings

• Add two community partners to existing programs

Page 3

GOAL 2:

CONTINUE TO ENHANCE COURT SECURITY MEASURES

OBJECTIVES:

• Conduct court security meetings every other month or as needed.

• Continue to meet with Ingham County Sheriff Office to discuss an alternative weapons screening station/plan.

• Provide voluntary court security training conducted by the Ingham County Sheriff’s Office.

• Train specified personnel in the administration of Naxolone.

• Secure Naxolone prescription for use when needed.

Page 4

GOAL 3:

EXPAND THE USE OF TECHNOLOGY

OBJECTIVES:

• Continue to explore other use of technology where applicable.

• Monitor Project Service Agreement with JIS for MiCourt case management software and provide progress reports to the Administrative Team.

• Implement a plan for the phasing out of faxed documents.

• Hold semi-annual meetings with Department of Innovation/Technology to discuss current projects, technological trends and available resources.

Page 5

GOAL: 4

PROMOTE THE PROFESSIONAL DEVELOPMENT OF EMPLOYEES OBJECTIVES:

• Continue with cross-training plan for new employees and existing employees where applicable.

• 90% of employees to attend a minimum of 8 hours of training/personnel development.

• Conduct annual in-service training program.

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GOAL 5:

MAXIMIZE EFFECTIVE USE OF PROBATION PROGRAMS OBJECTIVES:

• Conduct and review semi-annual audit of probation caseload.

• Monthly monitoring of probation caseload

• Secure funding for Sobriety Court and Mental Health Court in 2016/2017

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GOAL 6:

IMPROVE INTERNAL/EXTERNAL COMMUNICATIONS

OBJECTIVES:

• Conduct voluntary staff meetings in January, March, May, July, September, & November.

• Provide a minimum of one presentation and/or update on court activity to the Law and Courts Committee.

• Commission Focus Group to examine ways to improve internal communications/work culture.

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GOAL 7: EXAMINE MEANS TO IMPROVE THE DELIVERY OF SERVICES OBJECTIVES:

• Conduct a systematic review of the cycle of nonpayment of fines and cost and determine the costs to the criminal justice system.

• Determine the feasibility of a public address system to allow clerical staff to notify a litigant or a member of the public that the clerk needs to address the individual.

• Actively participate in meetings related to the feasibility of a new sheriff department/courthouse complex.

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2015 GOALS

• Maintain Role as an Integrated Member of the Ingham County Community WAS THE GOAL MET? [ XXX ] Yes [ ] No [ ] Outside of Control

• Continue to Enhance Court Security Measures WAS THE GOAL MET? [ XXX ] Yes [ ] No [ ] Outside of Control

• Expand the Use of Technology WAS THE GOAL MET? [ XXX ] Yes [ ] No [ ] Outside of Control

• Promote the Professional Development of Employees WAS THE GOAL MET? [ XXX ] Yes [ ] No [ ] Outside of Control

• Maximize the Effectiveness of Probation Programs WAS THE GOAL MET? [ XXX ] Yes [ ] No [ ] Outside of Control

• Improve Internal/External Communications WAS THE GOAL MET? [ XXX ] Yes [ ] No [ ] Outside of Control

• Continue Indigent Defense Reform Program WAS THE GOAL MET? [ XXX ] Yes [ ] No [ ] Outside of Control

• Examine Means to Improve the Delivery of Services WAS THE GOAL MET? [ XXX ] Yes [ ] No [ ] Outside of Control

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GOAL 1:

EXPAND ROLE AS AN INTEGRATED MEMBER OF THE INGHAM COUNTY COMMUNITY

WAS THE GOAL MET? [ XXX ] Yes [ ] No [ ] Outside of Control

OBJECTIVES:

• Utilize at least one probation intern during 2015.WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control The department utilized two probation interns.

• Utilize at least three law students as legal interns (preferably one persemester).WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control Three law students completed internships.

• Hold four Court to Schools programs at high schools within the court’sjurisdiction.WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control Court to schools was conducted at the following high schools: Holt H.S.,Mason H.S., Okemos H.S., and Williamston H.S.

• Promote community awareness of specialty courts.WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of ControlThe court utilized the media, through press releases and media events topromote specialty courts. A specialty court presentation was given to theLaw & Courts Committee of the Ingham County Board of Commissioners.

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GOAL 2:

CONTINUE TO ENHANCE COURT SECURITY MEASURES

OBJECTIVES: WAS THE GOAL MET? [ XXX ] Yes [ ] No [ ] Outside of Control

• Conduct court security meetings every other month or as needed. WAS THE OBJECTIVE MET? [ XXX ] Yes [ XXX ] No [ ] Outside of Control The Security Committee met 5 times during the year.

• Complete video surveillance project. WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control Video surveillance project was completed in December.

• Continue to meet with Ingham County Sheriff Office to discuss an alternative weapons screening station/plan. WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control The administration of the court continued the conversation with the Ingham County Sheriff department regarding the contracting of deputies to staff the public entrance.

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GOAL 3:

EXPAND THE USE OF TECHNOLOGY WAS THE GOAL MET? [ XXX ] Yes [ ] No [ ] Outside of Control

OBJECTIVES:

• Continue to explore other use of technology where applicable. WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control The administration court moved forward with the concept of providing online resolution to traffic matters. The administration of the court continued the testing of electronic fax software.

• Execute Project Service Agreement with JIS for MiCourt case management software and provide progress reports to the Administrative Team. WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control MiCourt Project Service Agreement was executed.

• Develop a plan for the phasing out faxed documents. WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control The administration of the court met with law enforcement agencies to discuss the phasing out of analog fax transmissions. The court is continuing to move forward with the e-warrants. The backup plan includes the scanning and emailing of a search warrant or the issuance of the search warrant in person at the residence of the judge/magistrate.

• Hold semi-annual meetings with Director of Innovation/Technology department to discuss current projects, technological trends and available resources. WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control The administration the court met with the Innovation/Technology Department in March and September.

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GOAL: 4

PROMOTE THE PROFESSIONAL DEVELOPMENT OF EMPLOYEES WAS THE GOAL MET? [ XXX ] Yes [ ] No [ ] Outside of Control

OBJECTIVES:

• Continue with cross-training plan for new employees and existing employees where applicable. WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control Newest employee was cross-trained in the traffic, criminal, and probation divisions.

• 90% of employees to attend a minimum of 8 hours of training/personnel development. WAS THE OBJECTIVE MET? [ XXX ] Yes [ XXX ] No [ ] Outside of Control 100% of employees received a minimum of 5 hours of training. Administrative personnel and probation personnel participated in several hours of training.

• Conduct annual in-service training program. WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control In-service training program was conducted in December.

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GOAL 5:

MAXIMIZE EFFECTIVE USE OF PROBATION PROGRAMS WAS THE GOAL MET? [ XXX ] Yes [ ] No [ ] Outside of Control

OBJECTIVES:

• Conduct and review semi-annual audit of probation caseload. WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control Audits were conducted.

• Monthly monitoring of probation caseload WAS THE OBJECTIVE MET? [ XXX ] Yes [ XXX ] No [ ] Outside of Control Due to workload and time constraints formal monitoring was not conducted each month.

• Conduct review of probation resources to determine realistic caseload numbers. WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control Caseload reduction plan developed and implemented.

• Secure funding for Sobriety Court and Mental Health Court in 2015/2016 WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control Sobriety Court received $135,000 in grant funding from the State Court Administrative Office. Mental Health Court received $364,650 in grant funding from the State Court Administrative Office.

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GOAL 6:

IMPROVE INTERNAL/EXTERNAL COMMUNICATIONS WAS THE GOAL MET? [ XXX ] Yes [ ] No [ ] Outside of Control

OBJECTIVES:

• Conduct voluntary staff meetings in January, March, May, July, September, & November. WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control Staff meetings were conducted on the scheduled months.

• Publish monthly newsletter, “The Informant,” in February, April, June, August, October, & December. WAS THE OBJECTIVE MET? [ XXX ] Yes [ XXX ] No [ ] Outside of Control Due to lack of reader support, the newsletter was discontinued early in 2015.

• Provide a minimum of one presentation and/or update on court activity to the Law and Courts Committee. WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control A Mental Health Court presentation was made to the Law & Courts Committee.

• Commission Focus Group to examine ways to improve internal communications. WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control Focus Group continues to examine means for more effective communications

Page 16

GOAL 7: CONTINUE INDIGENT DEFENSE REFORM PROGRAM WAS THE GOAL MET? [ XXX ] Yes [ ] No [ ] Outside of Control OBJECTIVES:

• Request funding during the 2016 budget process to continue the First Appearance Project in 2016. WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control Court received an additional $65,000 in funding from the County to have attorneys represent defendants at arraignment. Hold meetings to review the current project and make logistical changes to develop a more efficient system. WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control Various meetings were held with the court appointed attorneys who were appointed to represent defendants at arraignment.

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GOAL 8: EXAMINE MEANS TO IMPROVE THE DELIVERY OF SERVICES WAS THE GOAL MET? [ XXX ] Yes [ ] No [ ] Outside of Control OBJECTIVES:

• Conduct a systematic review of waiting time to determine cause(s) and explore possible changes to reduce waiting time. WAS THE OBJECTIVE MET? [ XXX ] Yes [ ] No [ ] Outside of Control MSU College of Law students conducted a Kaizen event to examine the self-represented litigant in Landlord/Tenant cases. A part of the study examined time spent waiting. The conducted a public satisfaction survey in November - questions included time spent waiting for services.

• Determine the feasibility of a public address system to allow clerical staff to notify a litigant or a member of the public that the clerk needs to address the individual. WAS THE OBJECTIVE MET? [ XXX ] Yes [ XXX ] No [ ] Outside of Control Issue to be addressed early in 2016.

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55th DISTRICT COURT 2016 STRATEGIC PLANNING BACKGROUND INFORMATION

1. What changes or events are occurring in county, regional, state, or national matters that

are likely to impact the services your department delivers, and what issues do these changes or events create? The most significant event facing the county and the court is the recovery of economy. The state of the economy will have a significant impact on services delivered by the court. Michigan Court Rule (1.110) requires fines, costs and other financial obligations to be paid at sentencing, except when the court allows otherwise, for good cause. Because of the state of the economy, most defendants do not have the ability to pay their financial obligations at sentencing. Consequently, the Court will continue to allow periodic payments. Inevitably, the Court will carry financial assessments on the books for a longer period of time. Michigan’s economic recovery is beginning, but slowly. Most courts throughout the state have not experienced much of an increase in traffic and criminal filings since the recovery began. The recession resulted in a reduction in the number of law enforcement officers on the road/streets. This reduction significantly impacted the number of traffic and criminal cases filed with the court. Courts are still reporting that until there is an increase in the number of law enforcement officers on the road/streets, caseloads will remain relatively the same. Other events that will impact the Court are listed below: Cultural Diversity: Increase in the use of court interpreters. In September 2013, the Michigan Supreme Court adopted a new court rule (MCR 1.111). The court rule ensures that persons with limited English proficiency (LEP) have meaningful access to Michigan courts and establishes requirements for all courts to provide court-appointed foreign language interpreters for any LEP person. In addition, the Michigan Supreme Court issued Administrative Order 2013-08, which required each court to establish a language access plan to describe how it will provide access to out-of-court services to LEP individuals. Whenever possible, a court is required to secure a court-certified language interpreter. Certified language interpreters as well as an increase in the number of interpreter requests will drive up the cost of interpretation. Access to Justice: First Appearance Project. In 2012, the State launched an initiative to reform indigent defense. The initiative examined statewide practices of providing legal defense to indigent defendants. The initiative resulted in legislation that created an Indigent Defense Commission. The Commission will be responsible for overhauling the indigent defense system in the State of Michigan. Any change to the indigent defense system to would most likely have an economic impact on the Court and County.

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In both FY 2014 & FY 2015, the court received a Court Innovation Grant from the State Court Administrative Office. The grant pays for an attorney to represent a defendant at the defendant’s first appearance in court (arraignment). Having an attorney present in court at an arraignment, upholds a defendant’s constitutional right to be represented by counsel at any and all court proceedings. The grant only pays for the first appearance. The attorney who was appointed to represent the defendant at arraignment will continue to represent the defendant at future proceedings and will paid from the court’s budget. The court anticipates an increase in the number of appointments and cost associated therein. Greater Use of Technology: More and more courts are employing technological resources to get the work done; be it in the courtroom, or in the clerk’s office. Utilization of technology also allows for better evidence presentation and preservation. The clerk’s office can utilize technological resources to increase the efficiency in case processing and records management. Technology can be used to reduce the number of personnel hours required for a given task. The Court will look into technological initiatives such as e-filing, biometrics, global data models, teleconferencing, and virtual courthouses to name a few. Specialty Courts: Over the years, society has looked to the courts to become a partner with other social agencies in combating many of the social problems that exist in our society. Unlike many other social institutions, courts are unique because of the degree of control the court has over the defendant. With leverage over defendants, courts are in a better position than most social institutions to effectuate change, even if the change is compulsory. Within the last 10 years, several drug courts have emerged throughout the country. Domestic violence courts came on the heels of drug courts. Mental health courts and veteran’s courts are beginning to gain popularity. The three district courts in Ingham County formed a Veterans Court in 2010. The court is located in 54B District Court. The 55th District Court Sobriety Court, which started in 2006, continues to provide services for defendants with significant alcohol/drug dependency issues. By partnering with the 30th Circuit Court, our Sobriety Court program allows for felony defenders (jurisdiction of the 30th Circuit Court) to participate in a sobriety court. Since 2014, the court has operated a Mental Health Court. The court receives a grant from the State Court Administrative Office to operate a Mental Health Court. The Court is partnering with the courts in Ingham County to allow defendant’s from their jurisdictions to participate in our Mental Health Court. The administration of the court anticipates that the Mental Health Court will continue to grow in numbers and services provided. Consolidation of Services: With less funding, governmental agencies, including the Courts must “think outside of the box” in order to deliver mandates services. Program and personnel cuts will require courts to look at ways of consolidating services. Consolidation can be accomplished on different levels. The most comprehensive level is a unified trial court. Courts can consolidate/share resources through a concurrent jurisdiction plan or joint local administrative order. In 2011, the Court commenced talks with 54A District Court and 54B District Court about consolidating the district courts in Ingham County. 54B District Court has since opted out of a county-wide consolidation

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effort. If 54A District Court is interested in continuing to discuss a court consolidation plan, the administration of the court will continue to meet with representatives from the 54A District Court and the City of Lansing. Greater Requirement for Reporting Court Data: Good governance requires the ability to measure and report performance. Courts that embrace performance measurement are provided with meaningful data to make sound business/financial decisions. In 2012 the Michigan Supreme Court adopted Administrative Order 2012-05, which requires all courts to submit performance measurement data to the State Court Administrative Office. It is expected that court funding from the State will be tied to the utilization of dashboards and performance measures. Legislative & Court Rule Changes: Michigan Courts will have to do things differently in order to efficiently deliver core services in the future. Several change initiatives are subject to legislation and court rules that must be changed. Without the support of the Michigan Legislature and the Michigan Supreme Court, some change initiatives at the trial court level will never be more than just an idea

2. Will these changes affect your department’s ability to advance the County’s objectives or

areas of priority? How will your department’s operations or plan for services be impacted in 2016 and beyond?

The court is hopeful that the County will begin to see an increase in revenue from property taxes. Any loss in revenue will likely require significant budget cuts for the County. Since the recession began, most if not all, County departments (offices) have trimmed their budgets considerably. The economy will most certainly have an impact on the Court’s budget, which in turn will impact the manner in which the Court delivers judicial services. Assuring Judicial Processing: Any reduction in the 55th District Court budget will result in the loss of personnel. There is nothing left in the Court’s budget to cut other than personnel. As mentioned previously, the court, in an unprecedented move, laid off an employee in 2013. Approximately 85% of the Court’s budget is personnel related. The 55th District Court is constitutionally mandated to process cases filed within our jurisdiction. The Court processes approximately 23,000 cases annually. Besides the high number of cases, the amount of paperwork that is processed on a daily basis is staggering. The Court does not have control over the number or the type of cases filed by litigants. Judicial processing will be significantly effected by any loss of personnel. The result will be lengthy delays in matters brought before the Court. Delays adversely impact litigants and ancillary agencies. Providing Appropriate Sanctions for Adult Offenders: Currently, the probation department supervises, and monitors the rehabilitation plans for approximately 1000 adult offenders. The Court has issued hundreds of bench warrants for defendants who have absconded from probation over the years. Once arrested, the probation department will, once again process these defendants. The district court offers three specialty

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programs: Sobriety Court, Domestic Violence Court and Mental Health Court. Sobriety court has been in existence since 2004. Sobriety Court offers defendants with significant substance abuse issues a stringent rehabilitative program. At any given time, 70 or more defendants will be participating in Sobriety Court. Any loss of personnel resources would adversely impact the mission of the specialty court programs; that being, to reduce recidivism by means of a structured rehabilitation program. Specialty court programs help to reduce the jail population. If the programs were not offered, participants would likely be serving jail sentences. The programs are designed to divert individuals from jail, by offering the opportunity for rehabilitation in lieu of punitive action.

3. What major goals does your department hope to accomplish in the 2016 budget year?

Our primary goal in 2016 is to hire an additional probation officer and a court clerk. Because of our three specialty courts and the rehabilitative philosophy of the Court, our probation officers are overworked and work well beyond a forty-hour workweek. Adding a probation officer position would reduce the workload of the probation officers to a manageable level. Since the recession began, the court has eliminated two chief clerk positions, one court clerk position and several hours of part-time/temporary work. Although caseloads have decreased, the court is constantly operating with a backlog, due to new statutory requirements, new court rule requirements, and new administrative agency requirements. In addition, when a clerk utilizes leave time, the backlog continues to grow as the current staffing level does not allow for coverage when an employee is absent. The protection of litigants, members of the public and our employees is an utmost concern. The Court will continue to look for ways to enhance court security measures. For instance, the Court intends to continue talks with the Ingham County Sheriff’s Office about the feasibility of staffing the security entrance with sheriff deputies. The Court believes that a more cost effective alternative is available. Technology is intended to improve efficiencies and offer convenient services. The court will continue to explore technological resources that help streamline procedures and offer convenient, user-friendly services to those we serve. The Court plans to expand its role as an integrated member of the Ingham County Community. The court believes that it has an obligation to educate the community through judicial education programs. In addition, the Court is in a unique position to form partnerships with many of the social service providers in the community. The Court intends to expand its intern program.

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The Court will continue to invest in the personal and professional development of our employees. Staff reductions create additional work for employees remaining on the job. Additional work results in additional stress. Now more than ever, we should be investing in the development of our employees, both personally and professionally; professionally, because a knowledgeable, trained employee is an asset to any organization; and, personally, because a happy, well-adjusted person is a better employee.

4. Do you plan to enhance or reduce any of your department’s services?

At the present time, the court has no plans to enhance or reduce services. However, as mentioned previously, if 54A District Court is interested in court consolidation, the manner in which we deliver services could change significantly.

5. Do you anticipate any significant increase or decrease in the demand for your

department’s services? Please indicate those areas that may be affected. The Court has seen a significant decrease in the collection of fines and costs over the last five years due to a decline in number of traffic and criminal filings. In addition, people are having a difficult time paying fines and costs. The Court hopes that the decline in traffic and criminal filings has leveled off for the most part. In addition, the court anticipates a slight increase in civil cases filings and post-judgment collection activity. Defendants are also exercising their right to jury and bench trials more than in the past. This extends the life of a case and increases the use of resources.

6. Are there any comments or observations that you would like to address that are not

covered above?

The Court receives complaints from defendants, clients and attorneys regarding the lack of space and parking. On any given day of the week, people are sitting wherever they can, including the floor, and are meeting in open spaces to discuss serious issues and sensitive/confidential information with attorneys, victim’s advocates and other staff. On jury selection day, jurors are cramped into a courtroom for several hours during the selection process. The use of folding chairs has been the only resolution for the lack of seating. These issues have also affected the Drain Commission and Sheriff Office because court users end up parking in their lots. Because of the lack of parking spaces, court users end up parking anywhere they see fit, which often results in blocking people in or blocking entrance and exit ways. This is not only a Court problem, but a significant problem for the county that needs to be addressed. Because of problems created by the spatial limitations at the court, users of the court could perceive that both the Court and the County are not really interested in providing quality judicial services for the people.

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The spatial limitations not only affect the litigants. Because of spatial constraints, employee workstations are not conducive to maximum efficiency. In addition, the court is not in a position to enhance services and/or develop new programs to better serve litigants; simply, because we have run out of space. The Court will continue to pursue the feasibility of a new or renovated courthouse in conjunction with the need for a new or renovated Ingham County Sheriff Office/Jail.

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ORGANIZATIONAL STRENGTHIndividual Total 1st 2nd 3rd 4th 5th

Selections Points Choice Choice Choice Choice Choice1 Specialty Courts 18 64 5 4 5 4 02 Security Measures in the Court 8 29 2 4 0 1 13 Employees Work Together/Teamwork 7 27 3 2 0 2 04 Customer Service 8 27 3 0 3 1 15 Monitoring Probationers 6 20 2 1 1 1 16 Ethical 9 18 0 0 4 1 47 Organized 5 15 0 2 2 0 18 Abstract Processing - Correct and Timlely 5 15 1 1 1 1 19 Communication with Administratiom 4 9 0 1 0 2 1

10 Support of Professional Education and Training 3 9 0 2 0 0 111 Laughability 3 8 1 0 0 1 112 Balance of Work & Fun 3 7 0 0 2 0 113 Friendly environment 2 7 0 1 1 0 014 Nimble & Adaptive 2 6 1 0 0 0 115 Eviction Diversion Program 2 6 0 1 0 1 016 Respectful 1 5 1 0 0 0 017 Effective 1 5 1 0 0 0 018 Compassionate Staff/Judges 2 4 0 0 0 2 019 Focus on Community Partnership 1 4 0 1 0 0 020 Problem Solvers 3 4 0 0 0 1 221 Mistake Correction 2 3 0 0 0 1 122 Efficient 1 3 0 0 1 0 023 Dedicated Employees 2 2 0 0 0 0 224 Focus/Sunshine Groups 1 2 0 0 0 1 025 Judicial Involvement 1 1 0 0 0 0 126 Complain 0 0 0 0 0 0 027 Task-Oriented 0 0 0 0 0 0 028 Training 0 0 0 0 0 0 029 Probation Department 0 0 0 0 0 0 030 Hire Good Employees 0 0 0 0 0 0 031 Responsive 0 0 0 0 0 0 032 Forward-Thinking 0 0 0 0 0 0 033 Open-Minded 0 0 0 0 0 0 034 Keeping Up-to-Date with Technology 0 0 0 0 0 0 0

100 300 20 20 20 20 20Note: 1st Choice = 5 points, 2nd Choice = 4 points, 3rd Choice = 3 points, 4th Choice = 2 points, 5th Choice = 1 point

Example: 3 first choices = 15 points; 2 fourth choices = 4; and 3 fifth choices = 3; TOTAL POINTS = 22

** 5 employee groups engaged in a brainstorming session discussing organizational strengths. 34 organizational strengths were identified. Employees were required to rank order their top five choices

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ORGANIZATIONAL WEAKNESSES Individual Total 1st 2nd 3rd 4th 5th

Selections Points Choice Choice Choice Choice Choice1 Training (positional and cross) 3 13 2 0 1 0 02 Communication 9 26 0 3 2 4 03 Poor Attitudes 11 30 1 4 1 1 44 Follow Through 9 28 3 1 2 0 35 Professionalim 0 0 0 0 0 0 06 Customer Service 2 2 0 0 0 0 27 Security 4 11 0 0 3 1 08 Technology 5 9 1 0 0 0 49 Call Volume/Phone Payments 7 16 0 1 3 0 3

10 Additional Employees 11 33 1 3 3 3 111 Building 18 50 2 4 3 6 312 Lack of Procedural Manuals 3 12 1 1 1 0 013 Supervision 2 10 2 0 0 0 014 Reprimanding 2 7 0 1 1 0 015 Trainng for New Employees (employee doing 2 jobs) 14 53 7 2 0 5 0

Note: 1st Choice = 5 points, 2nd Choice = 4 points, 3rd Choice = 3 points, 4th Choice = 2 points, 5th Choice = 1 point Example: 3 first choices = 15 points; 2 fourth choices = 4; and 3 fifth choices = 3; TOTAL POINTS = 22

** 5 employee groups engaged in a brainstorming session discussing organizational weaknesses. 15 organizational weaknesses were identified. Employees were required to rank order their top five choices

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APPENDIX A - Contributorship Self-Assessment Instructions, Questions, and Scoring

0

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0 5 10 15 20 25 30 35 40 45 50

AFFIRMED

SENSE of PURPOSE

Contributorship Matrix

Low High

High

Low

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55TH DISTRICT COURTWORK CULTURE ASSESSMENT (2015)

Probation (5)

WORK CULTURE STATEMENT Yes % YES % YES % YES % YESNotes: * Statements in black are positive

statements about the work culture1. People are flexible and adaptable when changes are necessary. 14 82.4% 66.7% 100.0% 100.0% *Statements in red are negative

statements about the work culture2. Individuals and teams often lack the authority needed to get the job

done effectively.4 23.5% 22.2% 0.0% 40.0% *Parentheses indicate number of

employees within in the group

3. People value and make use of one another's unique strengths and different abilities.

12 70.6% 66.7% 66.7% 80.0% *17 employees completed the assessment

4. People feel that most change is the result of pressures imposed from higher up in the organization

8 47.1% 44.4% 33.3% 60.0%

5. People and teams are often expected to reach goals which they believe are unattainable.

9 52.9% 55.6% 66.7% 40.0%

6. People believe in teamwork, the "what's in it for us" approach rather than "what's in it for me."

7 41.2% 22.2% 33.3% 80.0%

7 Our policies and procedures help us to provide the service our customers want and need.

15 88.2% 77.8% 100.0% 100.0%

8 People have a clear idea of why and how to proceed throughout the process of change.

11 64.7% 66.7% 33.3% 80.0%

9. People lack the interpersonal and technical skills they need to work effectively in teams.

3 17.6% 22.2% 0.0% 20.0%

10 People often see customer and client problems as someone else's responsibility.

3 17.6% 22.2% 0.0% 20.0%

11. People believe that change happens too quickly and causes too much disruption.

8 47.1% 55.6% 33.3% 40.0%

12. People know what's expected of them and understand their impact on other people, teams and functions.

14 82.4% 88.9% 66.7% 80.0%

13 People are always looking for new ways to better serve clients and customers.

11 64.7% 55.6% 100.0% 60.0%

14. Business decisions are most often made on the basis of facts, not just perceptions or assumptions

12 70.6% 66.7% 33.3% 100.0%

15. People believe they can influence and affect their work place through their ideas and involvement.

14 82.4% 77.8% 66.7% 100.0%

16. We constantly stretch our goals, to continuously improve 12 70.6% 55.6% 100.0% 80.0%

17 Employees who do the best job of serving customers are more likely than other employees to be recognized.

9 52.9% 44.4% 100.0% 20.0%

18 People have access to timely and accurate information about what's really happening in the organization and why

10 58.8% 55.6% 100.0% 40.0%

19. People believe that their concerns and anxieties during periods of change are heard and taken into consideration.

11 64.7% 55.6% 100.0% 80.0%

20. Everyone strongly believes in a set of shared values about how people should work together to solve common problems and reach mutual

10 58.8% 55.6% 33.3% 80.0%

EMPLOYEE GROUPClerks (9) Support (3)Group (17)

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55TH DISTRICT COURTWORK CULTURE ASSESSMENT (2015)

>16 (5)

Yes % YES % YES % YES % YES YES1. People are flexible and adaptable when changes are necessary. 14 82.4% 75.0% 100.0% 50.0% 4 80.0%

2. Individuals and teams often lack the authority needed to get the job done effectively.

4 23.5% 0.0% 0.0% 50.0% 3 60.0%

3. People value and make use of one another's unique strengths and different abilities.

12 70.6% 100.0% 83.3% 0.0% 3 60.0%

4. People feel that most change is the result of pressures imposed from higher up in the organization

8 47.1% 0.0% 33.3% 100.0% 4 80.0%

5. People and teams are often expected to reach goals which they believe are unattainable.

9 52.9% 25.0% 83.3% 0.0% 3 60.0%

6. People believe in teamwork, the "what's in it for us" approach rather than "what's in it for me."

7 41.2% 50.0% 50.0% 0.0% 2 40.0%

7 Our policies and procedures help us to provide the service our customers want and need.

15 88.2% 100.0% 83.3% 50.0% 5 100.0%

8 People have a clear idea of why and how to proceed throughout the process of change.

11 64.7% 100.0% 66.7% 0.0% 3 60.0%

9. People lack the interpersonal and technical skills they need to work effectively in teams.

3 17.6% 0.0% 0.0% 100.0% 1 20.0%

10 People often see customer and client problems as someone else's responsibility.

3 17.6% 0.0% 16.7% 100.0% 1 20.0%

11. People believe that change happens too quickly and causes too much disruption.

8 47.1% 25.0% 16.7% 100.0% 4 80.0%

12. People know what's expected of them and understand their impact on other people, teams and functions.

14 82.4% 100.0% 100.0% 0.0% 4 80.0%

13 People are always looking for new ways to better serve clients and customers.

11 64.7% 100.0% 83.3% 0.0% 2 40.0%

14. Business decisions are most often made on the basis of facts, not just perceptions or assumptions

12 70.6% 75.0% 66.7% 100.0% 3 60.0%

15. People believe they can influence and affect their work place through their ideas and involvement.

14 82.4% 100.0% 83.3% 100.0% 3 60.0%

16. We constantly stretch our goals, to continuously improve 12 70.6% 75.0% 83.3% 50.0% 3 60.0%

17 Employees who do the best job of serving customers are more likely than other employees to be recognized.

9 52.9% 50.0% 66.7% 50.0% 2 40.0%

18 People have access to timely and accurate information about what's really happening in the organization and why

10 58.8% 100.0% 50.0% 0.0% 3 60.0%

19. People believe that their concerns and anxieties during periods of change are heard and taken into consideration.

11 64.7% 100.0% 83.3% 0.0% 2 40.0%

20. Everyone strongly believes in a set of shared values about how people should work together to solve common problems and reach mutual

10 58.8% 75.0% 50.0% 50.0% 3 60.0%

Group (17) 1 to 5 (6) 6 to 15 (2)< 1 (4)YEARS OF SERVICE

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IDEAL WORK CULTURE Individual Total 1st 2nd 3rd 4th 5th

Selections Points Choice Choice Choice Choice Choice1 Communication 16 66 4 11 0 1 02 Teamwork is a Priority 15 53 7 1 1 5 13 Flexibility 12 45 4 3 4 0 14 Work Feels Satisfying 6 15 0 1 2 2 15 Employees are Accountable 6 8 0 0 0 2 46 Professional Work Environment 6 13 1 0 1 1 37 Helping Co-Workers 5 18 1 0 4 0 18 Humor is Embraced in the Work Environment 6 14 0 1 1 3 19 Employees Believe their Work is Purposeful 4 10 1 0 1 0 2

10 Recognition/Praise 3 7 0 0 1 2 011 Employees Possess a Positive Attitude 4 9 0 0 2 1 112 Familial Work Environment 3 6 0 1 0 0 213 Organized 3 4 0 0 0 1 214 Employees Take Pride in their Work/Organization 2 3 0 0 0 1 115 Responsive Administration/Management 2 8 1 0 1 0 016 Secure Environment 3 12 1 1 1 0 017 Support from Supervision/Mamagement 2 5 0 0 1 1 018 Steady Work Flow 1 4 0 1 0 0 019 Adaptive Work Environment 0 0 0 0 0 0 020 Consistent Practices and Procedures 0 0 0 0 0 0 021 Entertaining Environment 0 0 0 0 0 0 0

300 20 20 20 20 20Note: 1st Choice = 5 points, 2nd Choice = 4 points, 3rd Choice = 3 points, 4th Choice = 2 points, 5th Choice = 1 point


** 5 employee groups engaged in a brainstorming session discussing the characteristics of an ideal work culture. 21 characteristice were identified. Employees were required to rank order their top five choices

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WORDS THAT DESCRIBE YOUR CURRENT WORK CULTURE1st 2nd 3rd 4th 5th

Groups Selecting Total Points Choice Choice Choice Choice Choice

1 Chaotic 3 12 0 3 0 0 0

2 Stressful 3 9 1 0 1 0 13 Overwhelming 2 9 1 1 0 0 0

4 Busy 2 8 1 0 1 0 05 Unique 2 7 1 0 0 1 0

6 Satisfying 3 7 0 0 2 0 17 Comical 4 7 0 0 1 1 2

8 Entertaining 1 5 1 0 0 0 0

9 Familial 1 4 0 1 0 0 0

10 Messy 1 2 0 0 0 1 0

11 Disorganized 1 2 0 0 0 1 0

12 Reliable 1 2 0 0 0 1 0

13 Multi-Tasking 1 1 0 0 0 0 1

14 Personable 0 0 0 0 0 0 0

15 Adaptable 0 0 0 0 0 0 025 75 5 5 5 5 5


** 5 employee groups engaged in a brainstorming session and were required to idenfify 3 words that describe their current work culture. Duplicate words were not allowed.The employee groups were required to rank order their top five choices.

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CHARACTERISTICS YOU DISLIKE ABOUT THE CURRENT WORK CULTURE 1st 2nd 3rd 4th 5th


1 Workload 3 14 2 1 0 0 02 Inconsistent Procedures 3 9 0 1 1 1 03 Employee Turnover 2 8 0 2 0 0 04 Lack of Teamwork 2 6 1 0 0 0 15 Budgetary Constraints/Lack of Resources 2 6 0 1 0 1 06 Employee Morale 2 6 1 0 0 0 17 Communication: Management & Employee 2 5 0 0 1 1 08 Inability to Change Positions/Employee Mobility 1 5 1 0 0 0 09 Technology Issues 2 4 0 0 1 0 1

10 Customers Waiting/Timeliness of Court Hearings 2 4 0 0 1 0 111 Follow Through with Policy/Procedures 1 3 0 0 1 0 012 Department Segregation 1 2 0 0 0 1 013 Not Open to New Employee Suggestions 1 2 0 0 0 1 014 Inadequate/Antiquated Training of New Employees 1 1 0 0 0 0 115 Irritable/Ornery Customers 0 0 0 0 0 0 0

25 5 5 5 5 5Note: 1st Choice = 5 points, 2nd Choice = 4 points, 3rd Choice = 3 points, 4th Choice = 2 points, 5th Choice = 1 point


** 5 employee groups engaged in a brainstorming session and were required to idenfify 3 charceteristics that they dislike about their current work culture. Duplicate characteristics were not allowed.The employee groups were required to rank order their top five choices.

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CHARACTERISTICS YOU LIKE ABOUT THE CURRENT WORK CULTURE 1st 2nd 3rd 4th 5th


1 Humor in the Workplace 5 24 4 1 0 0 0

2 Benefits (HR) 4 13 0 3 0 0 1

3 Comraderie 3 10 1 0 1 1 0

4 Support of Work/Life Balance 2 6 0 0 2 0 0

5 Steady Workflow 2 6 0 1 0 1 0

6 Flexibility Offered 2 5 0 0 1 1 0

7 Self-Fulfillment from Assisting Others 2 5 0 0 1 1 08 People (Co-workers) 2 2 0 0 0 0 2

9 Positive Public Influence 1 2 0 0 0 1 0

10 Court-wide Staff Meetings 1 1 0 0 0 0 1

11 Compensation (Wages) 1 1 0 0 0 0 112 Open Environment 0 0 0 0 0 0 0

13 Emphasis on Training/Development 0 0 0 0 0 0 0

14 Cross-Training 0 0 0 0 0 0 0

15 Satisfying Work & Environment 0 0 0 0 0 0 025 5 5 5 5 5


** 5 employee groups engaged in a brainstorming session and were required to idenfify 3 characteristics that they like about their current work culture. Duplicate characteristic were not allowed.The employee groups were required to rank order their top five choices.

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INDICATORS AN ORGANIZATION HAS A SERIOUS CULTURE PROBLEM1st 2nd 3rd 4th 5th


1 Rapid, Sustained Turnover 3 15 3 0 0 0 02 Decrease in Employee Morale 3 9 0 0 3 0 0

3 Alienation 3 6 0 1 0 0 2

4 Lack of Accountibility 2 5 0 0 1 1 0

5 Lack of Communication 2 5 0 1 0 0 1

6 Insubordination 1 5 1 0 0 0 0

7 Employee Disinterest 1 4 0 1 0 0 0

8 Unwillingness to Change 1 4 0 1 0 0 0

9 Stagnation 2 3 0 0 0 1 1

10 Lack of Confidence in Administration/Management 1 2 0 0 0 1 0

11 Inability to Accomplish Organizational Goals 1 2 0 0 0 1 0

12 Increase in Customer Complaints 0 0 0 0 0 0 013 Angry/Hostile Employees 0 0 0 0 0 0 0

14 Employee Illness 0 0 0 0 0 0 0

15 Employee Conflict 0 0 0 0 0 0 020 60 4 4 4 4 4


** 4 employee groups engaged in a brainstorming session and were required to idenfify 3 signs that indicate there is a serious culture problem. Duplicate words were not allowed.

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THINGS AN EMPLOYEE CAN DO TO FOSTER A POSITIVE WORK ENVIRONMENT1st 2nd 3rd 4th 5th


1 Treat Co-Workers with Respect 5 22 2 3 0 0 0

2 Work as a Team 3 15 3 0 0 0 03 Maintain a Postive Attitude 4 11 0 1 2 0 1

4 Take Initiative/Be Open to New Ideas 4 9 0 0 1 3 0

5 Give Praise 3 5 0 0 1 0 2

6 Create/Generate Procedures 1 4 0 1 0 0 0

7 Listen to Customers (External and Internal) 2 4 0 0 0 2 0

8 Smile 1 3 0 0 1 0 0

9 Address Problems through Proper Channels 1 1 0 0 0 0 1

10 Provide Postive Feedback to Co-Workers 1 1 0 0 0 0 111 Follow Through with Procedures 0 0 0 0 0 0 0

12 Seek Opportunities to Assist Others 0 0 0 0 0 0 0

13 Seek Educational/Training Opportunities 0 0 0 0 0 0 0

14 Work Well with the Public 0 0 0 0 0 0 0

15 Get Clarification on Issues/Matters 0 0 0 0 0 0 025 75 5 5 5 5 5


** 5 employee groups engaged in a brainstorming session and were required to idenfify 3 things an employee can do to foster a positive work environment. Duplicate words were not allowed.The employee groups were required to rank order their top five choices.

Page 29Page 35

APPENDIX

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WORK CULTURE – CONTRIBUTORSHIP SELF-ASSESSMENT

Contributorship is a term that refers to an individual’s perspective on how he or she works with a leader, team, and/or organization.

The contributorship self-assessment is designed to gain insight into two core questions:

• To what extent do I believe that my work has value? • To what extent am I valued for my contributions?

When asked about their view of work, people focus on two key factors: purpose and affirmation. People have a tendency to think about the value that their work has inherently and the value they receive as human beings for doing their work.

Purpose – a big part of our work perspective is the degree to which we feel that our work is something worthy of doing. This is dependent on two fundamental questions: does my work have meaning? And does my work make a difference?

Affirmation – a second key factor that works to shape our perspective is the degree to which we personally feel valued as workers. This too, is based upon two fundamental questions: do my leaders and peers recognize my value as a contributor? And do I feel very valued as a person at my workplace?

On the following page is a self-assessment that consists of twenty questions. After scoring the assessment, you’ll plot your results on the contributorship matrix. The matrix will tell you if you feel that your job has a high or low sense of purpose and the degree of affirmation you feel for performing the job. Your score will be plotted in one of four quadrants:

• Your job has purpose, but you do not feel valued. • Your job has little purpose, but you feel valued. • Your job has little purpose and you do not feel valued. • Your job has purpose and you feel valued.

Gaining an understanding of how employees feel about their job and the recognition they receive from performing their job can assist management in promoting discussions about creating a work culture where employees feel their work has a sense of purpose and the feel valued for the work they perform.

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1. 1 2 3 4 5 My work has meaning.

2. 1 2 3 4 5 People often ask for my help and advice.

3. 1 2 3 4 5 I am proud of my work.

4. 1 2 3 4 5 Others see me as competent.

5. 1 2 3 4 5 I take the initative to get things done.

6. 1 2 3 4 5 I frequently receive praise for the work I do.

7. 1 2 3 4 5 My work is important.

8. 1 2 3 4 5 My ideas are taken seriously.

9. 1 2 3 4 5 I frequently think about better ways to do my job.

10. 1 2 3 4 5 I rarely feel aliented at work.

11. 1 2 3 4 5 My work supports my personal goals

12. 1 2 3 4 5 I feel that I am competent.

13. 1 2 3 4 5 I feel energized by my role at work.

14. 1 2 3 4 5 Others at work see me as successful.

15. 1 2 3 4 5 I get excited about my work.

16. 1 2 3 4 5 I feel affirmed as a professional.

17. 1 2 3 4 5 My work is satisfying.

18. 1 2 3 4 5 Both leaders and colleagues listen to me.

19. 1 2 3 4 5 I am an enthusiastic contributor.

20. 1 2 3 4 5 I make a difference at work.

CONTRIBUTORSHIP: SELF-ASSESSMENT

Directions: Answer the twenty questions below. Don't think too much about specific instances; rather, respond to each question generally and holistically. Use the following continuum for scoring: 1 = Almost Never 2 = Very little 3 = Sometimes 4 = Usually 5 = Almost Always

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Transfer the score for each survey statement and place it in the appropriate column below. Then total each column. Using the Contributor Matrix, plot the values on the appropriate axis.

1 2

3 4

5 6

7 8

9 10

11 12

13 14

15 16

17 18

19 20

TOTAL TOTAL

PURPOSE COLUMN AFFIRMATION COLUMN

Y AXIS X AXIS

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CONTRIBUTORSHIP MATRIX Number _________

50

45

40

35

30

5 10 15 20 25 30 35 40 45 50

20

15

10

5

organization their best efforts and find satisfaction in doing so.the organization, and, most importantly, to their own internal view of themselves as contributors. People in this group give to the team and

The meaning and/or fulfillment of their work. Even though they feel affirmed as contributors, they see their job assignments or their roles as

Unessential, unchallenging, un-stimulating, or repetitive. They need more.

Quuadrant III: Low Sense of Purpose and Low Affirmation. These contributors have the perspective that what they do for the organization or team

is neither meaningful nor affirming. These contributors often struggle with feelings of loneliness, alienation, detachment, and/or dissatisfaction

Quadrant II: Affirmed and a Sense of Purpose. These contributors have the perspective that their work has meaning and their peers and leaders Affirm them as valued contributors. They operate with the mindset about work that is positive, the field link to their coworkers, their leaders

The good work that they do. Although they feel valued by others, they are not fully satisfied with their role. They have a level of disconnect with

Low Affirmation but a Sense of Purpose

HIGH SENSE OF PURPOSE "Y" Axis

Sense of Purpose with High Affirmation

Low Sense of Purpose with Low Affirmation

LOW SENSE OF PURPOSE "Y" Axis

Affirmed but Low Sense of Purpose

NOT

AFFIRMED

AFFIRMED

Quadrant I: Low Affirmation but a Sense of Purpose. These contributors have the perspective that their work has an inherent worth and it is

important. This means that it contributes in some way to the betterment of the organization and, generally speaking, to society as a whole.

In short, these contributors see their role as something that should be done. However, there is a disconnect between the meaning of their work

and how they are perceived as workers. They believe that who they are as contributors and how they do their work is not fully recognized or

or valued by their peers and/or leaders. It is their view that they should be trusted more, rewarded more, or for more as important contributors

Quadrant IV: Affirmed but Low Sense of Purpose. These contributors have the perspective that their peers and leaders trust them and recognize

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