Workforce plan FY 2008

Georgia Department of Juvenile Justice
FY 2008 Workforce Plan

WORKFORCE PLANNING TEAM

Albert Murray Thomas Coleman Rob Rosenbloom
Jeff Minor Amy Howell Doug Engle Robert Fuller Janie Claiborne Sheila Hunter Aaron Estis

Commissioner Deputy Commissioner Deputy Commissioner Deputy Commissioner Director of Legal Services Chief Information Officer
Personnel Director Personnel Analysis Manager Strategic Planning Consultant Strategic Planning Consultant

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CONTENTS

FY 2008 Workforce Plan

3

Workforce Goals, Outcomes and Objectives

3

Environmental Scan Factors

3

Critical Success Factors

4

Success Inhibitors

4

Critical Positions

4

Staffing, Competency, and Diversity Gaps

5

Human Resources Strategies

6

Succession Planning Action Plan

7

Training and Development Action Plan

9

Recruitment Action Plan

11

Compensation and Promotion Action Plan

13

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FY 2008 WORKFORCE PLAN

WORKFORCE GOAL (S), OUTCOMES AND OBJECTIVES

Workforce Goal:

Improve retention of staff and enhance accountability for productivity

Outcomes:

An adequate number of competent and satisfied employees

Objectives:

1. Within 2 years, reduce workforce attrition rate from 28% to 22%
2. Annually, staff will receive training based on employee and Department needs

ENVIRONMENTAL SCAN FACTORS
Internal and external environmental factors have a significant impact on our workforce and should be addressed through strategies. Identified factors are:
Constraints on Competitiveness Competing demands for public resources have limited our agency's ability to compete with salaries in the private sector and to attract and retain specialized personnel.
Legal Environment External entities, such as law enforcement personnel and local juvenile court judges, dictate the level and type of services DJJ is required to provide.
Population Growth For the last 15 years, Georgia's population growth has increased at twice the rate of the nation. This increase translates to an increased atrisk population that affects workforce needs. The number of youth supervised in secure settings is forecasted to increase by 940 youth per year for the next five years. The number of youth supervised in non-secure settings in forecasted to increase by 1,894 youth per year for the next five years.
Excused absences The numerous days that staff is excused from work due to sick leave and family leave challenge the agency's ability to maintain minimum staffing requirements at some facilities.
Retirement Over 5 % of the DJJ workforce is eligible for retirement in 2007. This factor in addition to a high attrition rate can have a significant impact on DJJ's ability to provide services. The following job groups contain a population in which at least 50% are eligible for retirement in the next 3 years:

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Assessment & Classification Specialist Assistant Deputy Commissioner Community Corrections District Director Deputy Commissioner Director DJJ Regional Administrator Personnel Manager Program Director 2 Residential Placement Specialist
Turnover This agency experienced a 27.9 % staff turnover in 2006. The following job groups experienced attrition rates greater than 28%:
Administrative Operations Coordinator 1 Education Supervisor Housekeeper Juvenile Correctional Counselor 1 Juvenile Correctional Counselor 2 Juvenile Correctional Officer 1 Nurse Quality Assessment & Evaluation Coordinator Staff Development and Training Coordinator 2 Special Education Teacher
CRITICAL SUCCESS FACTORS Three critical success factors related to the workforce goal are:
Sufficient, experienced and competent staff Effective human resource management practices Effective, timely training
SUCCESS INHIBITORS
Critical success inhibitors related to this workforce goal include:
Inadequate internal career ladder Lack of management alignment around HR priorities Lack of succession planning Salary structure not competitive Insufficient workforce expectations and accountability
CRITICAL POSITIONS
Positions that have been identified as priority targets for lowering turnover are:
Nurse Special Education Teacher Juvenile Corrections Officer 1

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Positions that have been identified as priority targets for succession planning are:
Deputy Commissioner Assistant Deputy Commissioner Director DJJ Regional Administrator Program Director 2 Residential Placement Specialist

STAFFING, COMPETENCY, AND DIVERSITY GAPS

Staffing

Estimated turnover costs for the Department exceeded 54 million dollars. The 2006 turnover rate for the nurse position was 27.8%. This represents an
estimated cost of 1.2 million dollars. While the 2006 turnover rate decreased from the
2004 turnover rate of 34.8%, this position continues to be a priority. The turnover rate for the Special Education Teacher position was 31.8%. This
represents an estimated cost of 2.3 million dollars. The 2006 turnover rate is twice
the 2004 turnover rate of 15.9% and may reflect changes in the educational
requirements for this position. The turnover rate for the Juvenile Corrections Officer 1 position was 46.4%. This
represents an estimated cost of 24.9 million dollars. The 2006 turnover rate
increased from the 2004 turnover rate of 43.1%.

Five of the seven most senior employees (Positions: Deputy Commissioner, and Assistant Deputy Commissioner) are eligible for retirement in 2007.

Competency

The Competency Gap Analysis identified improvements in several core competencies. Within the three job groups identified as critical, the competencies that do not meet or exceed expectation are identified with a 1 in the table below.

Job Classification Nurse
Special Education Teacher
Juvenile Corrections Officer 1

Learning
1
1

Ethics/ Integrity

Interpersonal Skills
1
1

Professional Customer Results / Technical
Focus Focused Expertise

1

1

Diversity

The ethnic diversity gap analysis identified diversity issues related to Hispanic personnel.

The ethnic diversity gap also identified a relatively high employment of blacks and a relatively

low employment of whites. This characteristic likely reflects larger forces operating in the labor

market and is beyond the scope of the workforce planning process.

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Population 2004 US Census Georgia estimates:
DJJ 2006 Workforce:

Am. Indian
0.3% 0.1%

Asian
2.6% 0.2%

Black
29.6% 70.3%

Hawaii/Pac Hispanic Multirace

0.1% 0.3%

6.8% 0.7%

1.0% 0.5%

White
66.4% 27.9%

The gender diversity gap analysis revealed that DJJ workforce is 59% female and 41% male. While male personnel hold the majority of senior positions, this trend is expected to reflect the labor market in this industry.

It was also identified that female Juvenile Corrections Officers fill positions that would be more appropriately filled by male officers. Failure to pass background checks adversely affects DJJ ability to hire males.

The age diversity gap revealed that less than 40% of DJJ teachers are under 50 years old and over 60% are over 50 years old. This reflects managers' assessment that DJJ attracts many teachers who are retired from other school districts.

HUMAN RESOURCE STRATEGIES For all critical positions described above, list acquisition (e.g., recruitment and selection) development (e.g., succession planning, knowledge management) and/or retention strategies that will be used to close the identified gaps. Include information about which concerns the strategies will address.

Succession Planning this strategy addresses the need to prepare for the retirement and turnover of critical staff members.
Training and Development This strategy addresses the need to improve staff competencies.
Recruitment and Retention this strategy addresses the need to attract and retain highly skilled professionals.
Compensation and Promotion this strategy addresses the concern that DJJ does not compete with industry salaries.

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SUCCESSION PLANNING ACTION PLAN
What is the problem?
DJJ is inadequately prepared to fill senior-level positions currently held by staff members who are eligible or nearly eligible for retirement.
What critical positions in the workforce plan are or will be affected by this problem?
Deputy Commissioner Assistant Deputy Commissioner Director DJJ Regional Administrator Program Director 2 Residential Placement Specialist
Which agency programs are or will be affected if this problem is not addressed?
DJJ management capabilities will be greatly affected by retirements in key leadership positions. Through years of experience in our agency, individuals in these key position gained insight about the unique responsibilities of juvenile detention and treatment. If we do not invest in succession planning for critical job groups, Georgia's ability to detain and treat juveniles may be compromised.
What is the objective of the strategy?
To have one or more qualified internal candidates prepared to assume each key leadership position
How will success be measured?
The number of qualified internal candidates prepared to assume each leadership position

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What are the five to nine primary action steps to implement, persons responsible for action, and projected completion date?

Action Step

Persons Responsible

Brief Executive staff on the Georgia Merit System 1. Succession Planning Techniques

Executive Staff Human Resources Merit System

Progress Update

Projected Completion Date
December 2006

Initiate a pilot program for Human Resources succession planning training 2. within the Human Resources Department

January 2007

Implement the Merit System Human Resources

3.

Succession Planning Techniques

March 2007

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TRAINING AND DEVELOPMENT ACTION PLAN
What is the problem?
Competency gaps exist within certain positions at DJJ. These gaps can undermine service delivery.
What critical positions in the workforce plan are or will be affected by this problem?
Programs should affect all positions in the Department. Targeted job groups include
Managers Juvenile Corrections Officers Mental Health Professionals
Which agency programs are or will be affected if this problem is not addressed?
Without ongoing training and development, DJJ would not be able to respond to competency gaps and other identified needs. Further, professional skills and licensures would not be maintained.
What is the objective of the strategy?
Maintain and improve staff competencies.
How will success be measured?
Identified competency gaps are addressed and professional development needs are met.

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What are the five to nine primary action steps to implement, persons responsible for action, and projected completion date?

Action Step

Persons Responsible

Progress Update

Projected Completion Date

1. Implement Management Office of Training Development Training

Ongoing

Establish Clinical In-

2.

service Program for Masters, Psychologists

and Psychiatrists

Office of Behavioral Health Services

Ongoing. This initiative meets the requirements for licensure and continuing education requirements

Establish local RYDC 3. trainers

Operations Division Completed. These trainers provide on-the-spot training for Juvenile Corrections Officers

Work-Scheduling

Training to update

4.

manager skills in scheduling and keeping

accurate records

Office of Training

Ongoing. A refreshment course for directors will be rolled-out in January 2007

Incorporate the

management and

tracking of training and

5.

development through annual evaluations

Develop competency-

based evaluations

Human Resources
Every manager and employee

August 2007

Evaluate JCO Impact 6. Testing training.

Human Resources and Office of Training

Pull data by January 2007 Evaluate data by March 2007

Develop online training to Office of Training

make training more

Office of

7. accessible to managers Technology and

and staff

Information

Systems

2008

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RECRUITMENT ACTION PLAN
What is the problem?
The high attrition rates in several key professional positions require the DJJ to devote significant time and resources to fill vacancies with qualified people who are more likely to stay with DJJ for an extended period of time and to retain the quality staff currently with DJJ.
What critical positions in the workforce plan are or will be affected by this problem?
Changes should affect the ability to fill any position in the Department. Targeted job groups include
Special Education Teachers Nurses Juvenile Detention Counselors
Which agency programs are or will be affected if this problem is not addressed?
DJJ will be unable to fill vacant professional positions with quality staff in reasonable timeframes and the turnover will not be reduced. Without sufficient and experienced staff, the quality of educational, medical and mental health treatment services will be compromised.
What is the objective of the strategy?
Hiring staff that are well matched to their positions.
How will success be measured?
Reduction in turnover

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What are the five to nine primary action steps to implement, persons responsible for action, and projected completion date?

Action Step

Persons Responsible

Progress Update

Approach the Nursing 1. School in Georgia to solicit
new applicants

Human Resources

Health Services

Ongoing

Projected Completion Date

Hire a qualified, dedicated 2. headhunter/recruiter
Recruit trained loan forgiveness Nurses and 3. Juvenile Probation and Parole Specialists

Human Resources

Completed specialized professionals have been hired to recruit educational personnel and nurses

Health Services Budget Human Resources Operations Division

Ongoing financing through Georgia Student Financing

Advertise through job fairs,

4.

media, newspapers, and professional journals

Human Resources

Ongoing

Research opportunities for using public service 5. announcements to recruit staff

Director of Public Affairs Human Resources

June 2007

Formalize internship

6.

program for mental health counselors

Office of Behavioral Initiated at one facility.

Health Services

Growth of program is being

pursued at all facilities.

Initiate process to conduct 7. formal exit interviews

Human Resources

June 2007

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COMPENSATION AND PROMOTION ACTION PLAN
What is the problem?
DJJ's salary structure and promotion opportunities for selected positions are not sufficient for attracting and retaining appropriately skilled and committed employees.
What critical positions in the workforce plan are or will be affected by this problem? Administrative Operations Managers Behavioral Health Counselors Juvenile Corrections Officers
Which agency programs are or will be affected if this problem is not addressed?
The Department has experienced very high levels of turnover in critical job groups. If job promotions and pay are not competitive with industry salaries, DJJ will continue to lose qualified staff. High attrition rates reduce institutional knowledge specific to DJJ. Further, in 2006 the financial cost of turnover was over 54 million dollars. The financial and knowledge costs challenge DJJ ability to serve the youth, maintain safety and manage operations in an effective and efficient manner.
What is the objective of the strategy?
Improve retention of skilled personnel.
How will success be measured?
Reduction of job turnover

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What are the five to nine primary action steps to implement, persons responsible for action, and projected completion date?

Action Step

Persons Responsible Progress Update

Conduct a job study of the financial, budget and 1. HR support in large and small facilities

Human Resources

Projected Completion Date
February 2007

Develop productivity

Office of Technology

formula to monitor

and Information

2.

productivity and workload amongst mental health

Systems and Office of Behavioral Health

professionals

Services

Currently in early development and research phase. Goal is for a pilot program late in calendar year 2007.

Increase Juvenile 3. Correction Officer
Salaries

Human Resources

Complete. Adjustment in JCO1 and JCO2 salaries will occur in January 2007

January 2007

Initiate a study to determine the 4. appropriate market level salary for selected positions

Human Resources

Ongoing. Georgia Merit System conducts this study annually and reports that DJJ is always below market.

Develop compensation Executive Management

plan that determines

Team

5.

where DJJ wants to use compensation to address

Human Resources

recruitment and retention

issues

July 2007

Initiate review of Metro- Human Resources

6.

area Corrections salaries and compare to DJJ

salaries

April 2007

Set entry-level salary 7. minimums for critical
positions

Human Resources

Ongoing

8.

Conduct a salary study for housekeepers

Human Resources

June 2007

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