Attachment J.15 Strategic Plan of the D.C. Courts 2023-2027, PowerPoint preview.pdf
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- Solicitation number
- DCSC-24-RFP-0170
- Issued by
- District of Columbia Government
About this file
This document contains a strategic plan for the District of Columbia Courts covering 2023 through 2027. The strategic plan outlines five overarching goals of being open to all, trusted by all, providing justice for all, being a great place to work, and effective court administration. Under each goal are multiple strategies and key results to be achieved by target dates ranging from 2023 to 2026. The strategies focus on areas such as access to justice, public trust and transparency, employee well-being, technology modernization, case timeliness, and promoting racial equity.
The related federal contract opportunity solicitation seeks qualified sources to provide construction management and quality assurance services for the District of Columbia Courts' capital projects. The selected contractor will form a project management office to oversee planning, budgeting, executing, and resolving issues for the Courts' facility projects from inception through occupancy. Services are required for all projects regardless of delivery method and throughout all phases from initiation to warranty closeout. The contractor must integrate their services program-wide to efficiently manage multiple concurrent projects of varying scales at different sites.
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Text version
Webinar – May 24, 2023
Stakeholder Outreach
Open To All, Trusted By All, Justice For All
Outreach Respondents/ Participants
Employee and Senior Manager Forums 183
Judicial Officer Survey 56
Attorney Survey 803
Non-Profit and Agency Survey 28
Court Participant Survey 1,334
Structure of the Strategic Plan
Key Results Identify measurable initiatives for the strategies
Strategies Articulate substantive focus areas for the goals
Goals Define what we want to achieve
Overview of the Goals
Open to All
Access to Justice for All
Trusted by All
Public Trust and Confidence
A Great Place to Work
Effective Court Administration
Justice for All
Fair and Timely Case Resolution
Racial Equity and Cultural Competence
Access to Justice for All Strategies Key Results
A. Provide user-friendly and accessible information to the public.
By 2025, enhance online communication, including the website, text messaging, chat, interactive resources, and podcasts.
B. Enhance services for people who face challenges to accessing justice.
By 2027, establish the Justice Resource Center in a permanent space (pending full funding of building renovation and execution of community partner agreements).
By 2025, increase the availability and awareness of language access services.
C. Improve services to litigants without attorneys.
By 2024, expand the Court Navigator Program in Superior Court and Court of Appeals.
By 2024, explore the use of licensed legal paraprofessionals to provide selected legal assistance for court participants who cannot afford an attorney.
D. Enhance in-person, remote, and hybrid court proceedings and services.
By 2025, assess ways to optimize the use of in-person, remote and hybrid court proceedings and services for enhanced court access and efficient case processing.
E. Simplify processes, forms, and instructions. By 2023, collaborate with the Access to Justice Commission and other stakeholders to assess ways to simplify and enhance self-help resources for court participants.
Public Trust and Confidence
A. Enhance community outreach and engagement. By 2024, partner with schools in the community to conduct programs or events that teach youth about the Courts.
B. Improve the customer service experience. By 2026, develop surveys and other tools to obtain feedback from court participants and regularly assess the customer service experience.
C. Collaborate with city and community partners to advance justice.
By 2023, explore ways to expedite public benefit cases at the Court of Appeals.
By 2025, implement a comprehensive Eviction Diversion Program at Superior Court.
D. Identify and publish performance data to promote transparency and accountability.
By 2026, develop and implement a website dashboard that provides information to the public about the Courts' performance.
A Great Place to Work
A. Promote employee well-being, engagement, and work-life balance.
By 2026, develop a toolkit with resources to support employee physical, social, and emotional health.
B. Foster a culture of racial equity and a work environment that embraces diversity, equity, inclusion, and belonging.
By 2024, use surveys and other tools to obtain employee feedback necessary for the advancement of DEIB goals in the workplace.
C. Provide comprehensive workforce planning for effective onboarding, professional development, job succession, and retention of creative and talented employees.
By 2025, expand the mentoring program for court employees to advance professional development.
D. Improve performance management processes to foster equity and accountability.
By 2025, implement an automated performance management system.
E. Leverage state-of-the-art technology that enables court personnel to perform their work effectively and efficiently.
By 2024, pilot the use of computer tools to automate manual processes.
Effective Court Administration
A. Ensure that court facilities and technology are safe, secure, and up-to-date.
By 2024, implement the NIST Cybersecurity Framework to ensure that critical infrastructure is secure and manages cybersecurity risks.
B. Foster innovation and continuous improvement in the delivery of court services to internal and external customers.
By 2026, implement a new case management system for the Court of Appeals.
Fair and Timely Case Resolution
A. Assess time standards and procedures for the resolution of motions and case disposition.
By 2024, improve the collection and tracking of data for motions processing and time to case disposition.
B. Evaluate court programs and operations and implement enhancements.
By 2024, assess the feasibility of establishing a Mental Health Diversion Program at Superior Court.
C. Enhance efficient case resolution. By 2023, assess the allocation of magistrate judge and judicial resources to improve timely case resolution.
Racial Equity and Cultural Competence
A. Enhance cross-cultural skills to advance racial equity and cultural competence.
By 2025, develop a Diversity, Equity, and Inclusion (DEI) Strategic Plan.
B. Apply racial equity and implicit bias training to the examination of court rules, policies, procedures, and practices.
By 2026, create and implement a racial impact statement and racial equity toolbox.
By 2024, assess whether to modify or discontinue the use of peremptory strikes as part of the petit jury selection process.
Next Steps for Implementation
Develop Management Action Plans (MAPs) in each division.
Host collaborative sessions with employees in each division.
Monitor and update the MAPs during the five-year strategic planning cycle.
Report progress to senior leaders, court staff, judges, and the public.
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