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Denver City Attorney’s Office Strategic Plan 2013 September 16, 2013

Denver City Attorney’s Office Strategic Plan 2013 September 16, 2013. Essential Functions. The Denver City Charter designates the Denver City Attorney’s Office as the single provider of legal advice and representation to the City of Denver. Organizational Structure and Responsibilities.

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Denver City Attorney’s Office Strategic Plan 2013 September 16, 2013

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  1. Denver City Attorney’s Office Strategic Plan 2013 September 16, 2013

  2. Essential Functions The Denver City Charter designates the Denver City Attorney’s Office as the single provider of legal advice and representation to the City of Denver.

  3. Organizational Structure and Responsibilities • Characteristics • One of the largest law departments in Colorado. • Approximately 200 employees, with nearly equal numbers of attorneys and legal support staff members. • Likely the most diverse practice of any law department in Colorado.

  4. City Attorney’s Office Sections

  5. Vision

  6. JOBS SAFETY KIDS

  7. Values • These values guide practice for all who work within the City Attorney’s Office

  8. Strategies

  9. Human Services Legal Section Impressive depth of experience in human services legal practice. Turnover is low. Collective years of service high. Experience Leaders in statewide practice. Committed to continuous quality improvement in its practice, its client’s practice, and outcomes for Denver’s vulnerable populations. Expertise Practice Demands “In-house” attorney role provides unique opportunity to assist the agency with compliance and practice standards. Open door policy significantly increases client consultations. Staffing Section Director 2 Assistant Directors 2 Operational Supervisors 22 Attorneys 15 Paralegals 8 Legal Secretaries 1 Executive Assistant Liaison Role between client and many courts of frequent practice demands effort and finesse. Hours extend beyond ordinary litigation case preparation, to further client’s goals and maintain effective flow of business. Special stresses result from events peculiar to human services practice. Child deaths and injuries are draining. Media inquiries are numerous, urgent, and emotionally charged. A difficult economic climate drives increased workloads in all areas of human services practice.

  10. Perspectives • CHILD PROTECTION AND YOUTH SERVICES PRACTICE OVERVIEW

  11. Child Protection and Youth Services • Provides support to DDHS efforts to protect children, stabilize families, achieve permanent solutions that are in the best interests of children, and ultimately strengthen the community it serves.

  12. Alignment with DDHS DDHS Value Stream Analysis City Attorney’s Office Strategic Plan Safely reduce the number of children placed in foster care Reduce the time in foster care Reduce the number of court-ordered OPPLA plans (Other Planned Permanent Living Arrangements) Obtain timely permanent placement for children Achieve timely litigation outcomes

  13. Practice Area Metrics for CAO-DHS – Child Protection and Youth Services

  14. Strategy 5: Maintain/improve the safety of Denver’s residents.Tactic 5.1: Reduce the number of court-ordered OPPLA plans

  15. Strategy 5: Maintain/improve the safety of Denver’s residentsTactic 5.2: Achieve timely outcomes that align with the client’s case plan at strategic stages of litigationAdjudication Outcomes 2010 through 2012

  16. Continuances – Adjudicatory Hearings 2012

  17. 2012 Adjudicatory Hearing Outcomes Following Analysis

  18. Strategy 5: Maintain/improve the safety of Denver’s ResidentsTactic 5.2: Achieve timely outcomes that align with the client’s case plan at strategic stages of litigation.Termination of Parental Rights Hearings: Outcomes 2010 - 2012

  19. 2012 Continuances:Termination of Parental Rights

  20. 2012 Outcomes: Following Analysis Termination of Parental Rights

  21. Strategy 2: Continuous Quality Improvement Current State: Drafting & Submitting a Stipulation to Court Estimated time of Current State: 13 days, 1 hour 2012: 247 days waiting in placement =$13, 911.04 Social worker draft: 15 minutes Social worker contact with parties: 5 days Social worker review with ACA: 10 minutes Social worker delivery to staff: 5 minutes Legal Staff follow up with social worker: 2 days Attorney follow up with parties: 2 days Legal staff drafting time: 30 minutes ACA review and return to staff: 2 days Social worker signing of affidavit: 1 day Legal staff filing in court: 1 day

  22. Strategy 2: Continuous Quality Improvement Ideal State: Drafting & Submitting a Stipulation to Court Estimated time to draft and file a Stipulation: 2 days, 5 hours Savings: $11, 770.88 209 days in foster care Social worker on-line form completion & submission: 15 minutes Legal staff edit of self-populating form: 15 minutes Legal staff group email to parties: 1 day Legal staff electronic send to ACA: 30 seconds ACA review and edit: 4 hours Legal staff file with court: 1day

  23. F. A. C. E. R. • Broad practice areas involve diverse legal subject matter. • Additionally, attorneys in this unit advise • The Welfare Reform Board, • The Civil Service Commission, • and • The Career Service Board. • Fraud • Adult Protection • Child Support • Employment Law • and Claims • Records

  24. Perspectives • F A C E R • FRAUD – Bankruptcy • Just Do It

  25. Perspectives • F A C E R • FRAUD - Bankruptcy • Collecting Preserved Debt

  26. Perspectives • F A C E R • CHILD SUPPORT • Establishing Orders

  27. Practice Area Metrics for CAO-DHS – F.A.C.E.R.

  28. Perspectives • F A C E R • CHILD SUPPORT • Modifying Orders • Lean RIE

  29. STRATEGY 5.4 - F.A.C.E.R • 5.4 Child Support Enforcement: Increase from 87% to 89.5% the number of open cases with an order, and assure that orders reflect current circumstances.

  30. Denver City Attorney’s Office Reference Strategies Tactics Metrics

  31. Strategy, Tactics, Metrics and Evaluation Methods All CAO

  32. Strategy, Tactics, Metrics and Evaluation Methods All CAO

  33. Strategy, Tactics, Metrics and Evaluation Methods All CAO

  34. Strategy, Tactics, Metrics and Evaluation Methods All CAO 4.1 Review historical project records to identify types of activities and frequency of occurrence. 4.2 Evaluate the frequency and impact of the work don by each Section. 4.3 Collectively develop annual tracking and analysis. 4.1 Establish baseline data To reflect outcomes of activities 4.2 Identify measures to reflect current state, desired state, and progress.

  35. Strategy, Tactics, Metrics and Evaluation Methods All CAO

  36. Strategy, Tactics, Metrics and Evaluation Methods Child Protection / Youth

  37. Strategy, Tactics, Metrics and Evaluation Methods Child Protection / Youth

  38. Strategy, Tactics, Metrics and Evaluation Methods F.A.C.E.R.

  39. Strategy, Tactics, Metrics and Evaluation Methods F.A.C.E.R.

  40. Human Services Legal Section Leadership Team • Barbara Shaklee, Section Director barbara.shaklee@denvergov.org | 720-944-2978 • CPYS Team • Katie Smith, Assistant Section Director • Kim Avery, Operational Supervisor (Black Belt) • FACER Team • John Beckman, Assistant Section Director • Kimberly Kline, Operational Supervisor

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