Rachel Bodner Portfolio of Writing Samples
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Beyond Traditional Employee Benefits: Key Trends for 2026
An Insurance Industry Leader explains how Strategic Solutions can maximize your workplace benefits to become an employer of choice
Helping companies solve for their employee challenges has never been more important or more challenging. Whether it’s the “great resignation,” “quiet quitting,” population health, or compliance issues, Strategic Solutions can help ensure that your organization grows and thrives no matter the challenge, while still ensuring that people solutions are at the forefront. Strategic Solutions is fiercely focused on our clients and their employees. The time for employee engagement is now and we are your global people solutions experts.
The employee benefits landscape has undergone myriad changes in the last few years. Salary alone isn’t enough to attract and retain good workers. The right benefits package can set you apart as an employer of choice, whether recruiting or retaining top talent. But not all benefits packages are created equal. An employee benefits package that takes care of the whole employee matters, whether you’re recruiting or retaining employees, especially in a highly competitive hiring market. But not all benefits packages are created equal.
Strategic Solutions provides the benefits that can help your employees reach their full potential so your business can thrive. Our benefits packages can help you balance attracting and retaining talent, managing cost, and promoting employee wellbeing, ensuring you get the most return on this investment.
We will explain how our People Solutions meet today’s needs—for employees and businesses.
Salary alone may not be enough to retain top talent.
In 2026, employee benefits, growth opportunities, and flexibility are top of the mind for prospective employees. For many employers, this will require a reevaluation and restructuring of benefits programs, implementing new solutions that manage costs while providing meaningful value to employees. Truly innovative benefits are designed to support employees while helping ensure employers get the most return on their investment while giving their employees peace of mind and financial security. In addition to increasing compensation packages, many businesses are improving their corporate culture and introducing voluntary benefits.
The days of the “one-size-fits-all” model of primary health insurance plans no longer meet the needs of today’s workforce. That’s why at Lockton, we are committed to providing People Solutions® to financially strengthen your company by providing supplemental insurance plans to support your employees’ needs. At Lockton, we help make your business more valuable and peoples’ lives better. Businesses can reach their full potential when their people reach theirs. At Lockton, we go beyond core health and welfare brokering/consulting and deliver people solutions that improve employee experiences, provide better total rewards & benefits, and control costs. you know that 62% of missed workdays can be attributed to mental health? The good news is that 79% of employers have Employee Assistance Programs (EAPs) that can help! Maybe the way you've structured the program in the past wasn't meeting your needs, and it's time to rethink your EAP and take a step toward mental wellbeing for all.
EAPs have evolved from how we thought about them five years ago. Employers are rethinking their EAPs and moving towards new solutions that:
- Emphasize faster time to first appointment
- Provide broader virtual care for mental health
- Introduce text and chat therapy
- Expand services to adolescents and dependents
The Amazing, Forgotten Story of Alexander Hamilton's Boyhood in the Caribbean
As a youngster growing up in St. Thomas, U.S. Virgin Islands, I had heard stories about Alexander Hamilton’s boyhood in St. Croix. I learned about the triangular trade in school, and about the importance of sugar cane and rum. Occasionally, I would stumble upon wild cotton bushes growing near my Northside home, evidence of a once-flourishing plantation. Sugar mills dotted the landscape, contrasting sharply against the pristine blue sea and the lush green hills. Each sector of the island was named after an “Estate”, which I later learned was a plantation. Sometimes I would find Danish and Dutch pottery peeking out of the dirt. One time, after heavy rains, my classmates and I stumbled upon a cache of old Danish coins that dated back to the colonial era, back to the days of tall sailing ships. History is at your fingertips in the West Indies. I drank it in like a thirsty sailor, and fell in love with it.
In those days, the airport in St. Croix was still named after Hamilton. But with the waning years, his popularity faded. His old house on Company Street in Christiansted was reduced to rubble, the trading firm where he worked no longer existed, and the memory of his life in St. Croix was lost in the sands of time.
That is, until the musical “Hamilton” became a smash hit on Broadway.
By that time, I was a busy writer with both feet planted firmly in the Edwardian era. I had no desire to write about plantation slavery in the 18th century or the miseries of the triangular trade. Those were painful subjects to write about. My entire class was glued to the miniseries “Roots” in the 1970’s and some of those scenes were downright painful and uncomfortable to watch. No, I was much more comfortable working in the modern era.
That is, until April of 2016 when I was approached by a gentleman from St. Croix who asked me to write a novel about Hamilton’s childhood in St. Croix, to draw more attention to the island. Since I considered the gentleman a visionary, I accepted his challenge. And soon I began delving into the task of researching and writing about Alexander Hamilton’s forgotten boyhood in the Caribbean.
I soon learned that Hamilton’s boyhood in the Caribbean entailed not just Nevis, the island of his birth, or St. Croix, the island of his maturity, but also St. Eustatius, the island of his early education, where he had learned to repeat the Ten Commandments in the school of a Jewess where he was so small he was placed standing by her side upon a table. But his years in St. Eustatius were fraught with hardship, and soon his father was forced to take a job in the neighboring Danish island of St. Croix.
 |
| The Christiansted wharf, where Hamilton spent most of his boyhood. |
My research took me to
Christiansted, to all the streets he would have walked. I visited the fort,
where his mother, Rachel Fawcett, had once been imprisoned, to the Danish West
India and Guinea Company Warehouse, where slave auctions had been held, and the
Scale House, where great bales of merchandise were weighed. I visited the
Governor’s Mansion, a breathtaking example of 18th century Colonial Danish
architecture. I strolled past stately mansions, ruined great houses, ancient
cisterns and abandoned brick ovens, imagining what life was like back in the
1760’s and 1770’s. There are still many fine examples of West Indian-style
villas similar to the one his mother would have lived and worked in.
During the time I spend on St. Croix, my research took me on a journey of the mind, to a time when sailors and planters cavorted with smugglers and wenches, where slaves and free Africans mingled to form a bustling, cosmopolitan town in the Caribbean Sea, where great sums of money changed hands. Where fortunes were made and lost. Where smuggling and free trade flourished under the nose of the Danish King. Where skippers and agents bribed customs officials with sacks of gold and helped the fledgling American Republic break free of Britain’s rule. Where the English cheered when news of the Stamp Revolt broke out on the neighboring islands of St. Kitts and Nevis. Where men, women, and children were carted across the sea and sold at auction like cattle. All of this happened before the eyes of Alexander Hamilton. This is the world he grew up in, and it was the world I wanted to recreate. I wanted the reader to experience life in a tropical sugar colony—with all its glories and woes—with as much detail as I could muster. What I found was a boy who displayed enormous resilience in the face of all odds, a boy who displayed the kind of courage reserved for the great Roman and Greek statesmen, a boy who would forge a new path for himself and in so doing, forge a new nation. I believe the world of Alexander Hamilton still exists somewhere—if not in the recesses of my imagination, than at least in the pages of my book.
Why now is the right time to add pet insurance to your benefits package
A survey by the ASPCA shows that almost one in five American households acquired a pet during the pandemic, and the majority of those pets are still living in their homes. While pets help their owners deal with anxiety and stress, the pressure of caring for them can be tremendous. The estimated annual cost of pet ownership is between $700 and $1000. From food to grooming to vaccinations to veterinary bills, the cost of owning a pet is only rising. Yet, while insurance can help mitigate these costs, only about 15% of employers currently offer pet insurance as a benefit.
For employers looking to attract new employees or retain their staff, providing pet insurance in their benefits package can be a powerful incentive, especially for employees who consider pets as part of their family. Although this type of insurance is a relatively new concept, pet insurance can save your employees thousands of dollars in medical bills, especially if the pet incurs an unexpected injury or requires surgery or ongoing treatment. Generally, pet insurance covers accidents, illnesses, medication, non-preventative tests, diagnostics, emergency care, and exam fees. These expenses can add up quickly and rob your employees of peace of mind.
The benefits of pet insurance are similar to medical insurance, but pet insurance works differently from traditional policies in that the owner pays for the treatment at the site of care and then files a claim with their insurance company for reimbursement. As can be understood, pet insurance will only get more expensive as the pet ages and becomes riskier to insure. Here are some reasons to offer pet insurance to your employees now:
Low Group Rates
Like other types of insurance, group rates benefit employees who are looking to insure their pets. The sooner they sign up for pet insurance, the lower the rates. This applies to puppies and kittens as well as older animals, and even if they have nagging health problems. While a pre-existing condition may limit coverage options, it makes sense for employees to sign up for pet insurance as soon as possible, to lock in lower group rates.
Cost Savings
Veterinarian fees can add up quickly, particularly for pets requiring extended care. Without pet insurance, your employees will have to pay out-of-pocket for each visit. Pet insurance can cover a wide variety of medical treatments, including emergency care. All it takes for reimbursement is submitting a claim form.
Peace of mind
It’s never too early to secure peace of mind. Fortunately, pet insurance allows just that. Once you have applied and been approved for a pet insurance policy, and the customary waiting period has been completed, you can rest easy knowing that your dog or cat has guaranteed medical care. Should any accidents or emergencies arise, you’ll know that you’re covered. No more need to delay or prevent care due to costs. With a pet insurance plan in place, you’ll know exactly what's covered, what isn't and what costs (if any) you’ll be responsible for.
Why Employers Should Add Pet Insurance to Their Benefits Package
By providing pet insurance coverage, an employer can show their employees they value them and all their family members—even pets. The benefits of pet insurance are significant and numerous. In an increasingly competitive remote workplace, traditional benefits like free coffee and parking spaces are no longer enough. Employers should consider new and innovative ways to help their employees thrive. Employer-provided pet insurance as a voluntary benefit contributes greatly to your employees’ peace of mind and financial and mental health. The lower cost of group rates can bring tremendous savings and benefit. Talk to a Lockton Representative to add pet insurance to your benefits package today.
We are Wellbridge. We offer People Solutions.
Businesses can reach their full potential when their people reach theirs. That’s why employers need solutions that help balance attracting and retaining talent, manage costs and promote employee wellbeing.
A MESSAGE FROM THE CHIEF JUDGE
I am pleased to present the Maryland Judiciary Strategic Plan Update for 2020. As we know, painfully so, the COVID-19 public health emergency brought unprecedented challenges to our daily lives and laid bare the unresolved tensions within our civic society. Throughout these challenges, the Maryland Judiciary has worked tirelessly to provide access to justice while safeguarding the health and safety of court visitors, personnel, and justice partners. This report highlights the measures taken during the pandemic by the dedicated professionals who serve in the judicial branch of Maryland to continue, to the greatest extent possible, the delivery of fair, efficient, and effective justice for all. From the beginning of the public health emergency, the Maryland Judiciary acted quickly to mitigate the risk of exposure during emergency operations. A critical part of those efforts included the creation and implementation of phased resumption of operations to guide the courts through a careful return to full operations, including jury trials, with the appropriate health and safety protocols. Some of those measures included:
- The suspension of all non-essential Judiciary activities;
- During the initial stay at home and the second surge in infection rates, the suspension of nonemergency matters, including jury trials and in-person oral arguments in the Court of Appeals and Court of Special Appeals;
- The implementation of COVID-19 health protocols in all courthouses and judicial buildings, including mask requirements and social distancing guidelines;
- The transition to new technological platforms, such as Zoom for Government, for remote court hearings and proceedings, enabling courts to address pending matters and new filings, slowing the growth of backlogs; and,
- The transition to the Maryland Electronic Courts (MDEC) system for appellate filings with the Court of Appeals and the Court of Special Appeals for all of Maryland’s jurisdictions, including the three largest, which have not yet transitioned to MDEC.
The accomplishments detailed in this year’s Strategic Plan Update reflect the hard work and dedication of the Judiciary’s judges, magistrates, clerks, administrators, commissioners, and staff during this historic time, working from the strong foundation and rigorous framework that they have helped to build over the last eight years and more. I am honored to work alongside them each year as they work diligently to fulfill the Judiciary’s mission of providing fair, efficient, and effective justice for all Marylanders. Together, we are moving Maryland’s justice system forward.
MARY ELLEN BARBERA
CHIEF JUDGE COURT
OF APPEALS OF MARYLAND
Newton, MA: The Undiscovered Jewel of Boston
1. Newton Public Schools are among the finest in the country.
Newton’s highly regarded public school system is one of the main draws to the area. The district is home to some of the best elementary, middle, and high schools in Massachusetts, with some of the highest standardized test scores in the region. The Newton Public School District is committed to providing the highest quality education to its students, with many of them ranking among the best in the state.
Seven miles west of Boston lies a lovely community in Middlesex County that is comprised of thirteen separate districts. The town’s excellent schools and warm, welcoming environment have earned it a reputation as one of the best locations in all of Massachusetts to live and work. Newton is a densely populated area that is ripe with culture, fine dining, exciting nightlife, hip cafes, and lush green spaces for locals and visitors to enjoy.
The cost of housing in Newton is among the highest in the area, with median home prices at around $1.5 million, or $531 per square foot. While Newton’s real estate market is very competitive right now, there are occasional affordable gems to be had. The most popular building styles are the Queen Anne and Colonial Revival, and most of the residences are single-family homes, townhomes, and apartment complexes.
Newton has a humid continental climate, which means it has hot, humid summers and chilly, snowy winters. The warmest daytime temperature is around 82 degrees in July, while the coldest daytime temperature averages around 17 degrees in January. The most comfortable summer months of June, July, and August, while freezing temperatures and snow make January and February the chilliest months. On average, Newton receives about 129 days of precipitation per year, with up to 50 inches of rain and 48 inches of snow.
But what really makes Newton, MA such a great place to live and work?
Here are five things to know about living in Newton MA:
Newton’s highly regarded public school system is one of the main draws to the area. The district is home to some of the best elementary, middle, and high schools in Massachusetts, with some of the highest standardized test scores in the region. The Newton Public School District is committed to providing the highest quality education to its students, with many of them ranking among the best in the state.
2. The city has a significant intellectual culture.
In its almost four-hundred-year history, many well-known literary figures called Newton home, including Ralph Waldo Emerson, Nathaniel Hawthorne, and Harriet Beecher Stowe. Newton is also the setting for many present day novels, including Robert B. Parker’s mystery novel The Godwulf Manuscript, David Foster Wallace’s future-thriller satire Infinite Jest, and William Landay’s courtroom drama Defending Jacob.
In its almost four-hundred-year history, many well-known literary figures called Newton home, including Ralph Waldo Emerson, Nathaniel Hawthorne, and Harriet Beecher Stowe. Newton is also the setting for many present day novels, including Robert B. Parker’s mystery novel The Godwulf Manuscript, David Foster Wallace’s future-thriller satire Infinite Jest, and William Landay’s courtroom drama Defending Jacob.
3. There are two local orchestras
Music and culture are paramount to many residents. In addition to the Newton Symphony Orchestra, which is comprised of amateur musicians and has played at prestigious venues, including Carnegie Hall and Lincoln Center, Newton is also home to the New Philharmonia Orchestra, which seeks to bring the audience up close and person with the musicians and their instruments.
Music and culture are paramount to many residents. In addition to the Newton Symphony Orchestra, which is comprised of amateur musicians and has played at prestigious venues, including Carnegie Hall and Lincoln Center, Newton is also home to the New Philharmonia Orchestra, which seeks to bring the audience up close and person with the musicians and their instruments.
4. The city has many healthy eating options
In addition to boasting one of the oldest Whole Foods in the country, Newton has their own Community Farm, where dedicated farmers grow and sell organic vegetables and fruits to vegetarians and vegans on a subscription basis. Lettuce, beans, peas, and tomatoes are available for weekly or biweekly harvesting at the farm. Surplus produce is sold at the town’s own Farmer’s Market. The town also boasts an abundance of vegan restaurants, such as Farmstead Table and Inna’s Kitchen, restaurants that serve only local fresh ingredients.
In addition to boasting one of the oldest Whole Foods in the country, Newton has their own Community Farm, where dedicated farmers grow and sell organic vegetables and fruits to vegetarians and vegans on a subscription basis. Lettuce, beans, peas, and tomatoes are available for weekly or biweekly harvesting at the farm. Surplus produce is sold at the town’s own Farmer’s Market. The town also boasts an abundance of vegan restaurants, such as Farmstead Table and Inna’s Kitchen, restaurants that serve only local fresh ingredients.
5. The city is comprised of 13 villages
Founded in 1630 as a part of “the newe town,” the region was officially recognized as Cambridge Village in 1640. The city of Newton was founded there in the later part of 1688. Newton, sometimes known as “The Garden City,” was an important city during the American Revolution. Due to the extension of the Boston and Worcester Railroad to West Newton during the Revolution, Newton quickly rose to prominence as one of the country’s first commuter suburbs. Auburndale, Chestnut Hill, Newton Centre, Newton Corner, Newton Highlands, Newton Lower Falls, Newton Upper Falls, Newtonville, Nonantum, Oak Hill, Thompsonville, Waban, and West Newton are the thirteen villages that make up this prestigious suburban town.
Founded in 1630 as a part of “the newe town,” the region was officially recognized as Cambridge Village in 1640. The city of Newton was founded there in the later part of 1688. Newton, sometimes known as “The Garden City,” was an important city during the American Revolution. Due to the extension of the Boston and Worcester Railroad to West Newton during the Revolution, Newton quickly rose to prominence as one of the country’s first commuter suburbs. Auburndale, Chestnut Hill, Newton Centre, Newton Corner, Newton Highlands, Newton Lower Falls, Newton Upper Falls, Newtonville, Nonantum, Oak Hill, Thompsonville, Waban, and West Newton are the thirteen villages that make up this prestigious suburban town.
Worried about High Turnover?
En
la actualidad las empresas de Qualitas se encuentran en un momento de
evolución, en lo que los modelos de evaluación del desempeño cambian hacia modelos
más integrales que buscan el compromiso, desarrollo, y crecimiento de sus
empleados.
During the past few years, the issues of mental health and substance abuse have come to the forefront. The COVID-19 pandemic and the resulting disruption of people’s lives brought on a tremendous increase in stress and anxiety, forcing many to confront a once-taboo topic. According to a 2020 Census Bureau study, 41% of adults reported symptoms of anxiety and/or depressive disorder. The CDC reported that 13% of adults reported new or increased substance abuse due to coronavirus-related stress, and 11% of adults reported thoughts of suicide. Given these statistics, there’s no doubt that it’s in society’s best interest that people receive the proper care for mental health issues just as they would for their physical health.
Yet, a stigma still exists with regard to mental health, causing many people not to seek the help they need. The reasons are varied and include a lack of providers, cost, and the stress of navigating a system that is alien to most. One survey from 2017 found that 22% of respondents who needed mental healthcare didn’t receive it due to concerns about what would happen if someone found out. Thirty-one percent said they felt uncomfortable discussing “personal problems.” Now, more than ever, it’s incumbent for insurance professionals to highlight the role that insurance can play in helping consumers deal with mental health issues. It’s time to break down the barriers to proper care.
The passing of the 2008 Paul Wellstone and Pete Domenici Mental Health Parity and Addiction Equity Act is a step in the right direction. The law requires insurance companies to provide coverage for mental health, behavioral health, and substance-use disorders that is comparable to physical health coverage. The task for insurance industry leaders is to raise awareness about the effectiveness of mental health insurance to provide consumers with the essential support to manage their condition. By destigmatizing mental healthcare through education and awareness, consumers can find access to the treatments they need to live active and fulfilling lives.
In addition to the barriers to care, there exists a longstanding perception that those who have suffered from a history of mental illness are ineligible for life or disability insurance. This is not always the case. With regard to life insurance, many times insurance companies can offer terms to a consumer that can include a higher premium. For disability insurance, we can apply an extra premium rather than exclude the condition. In most cases, insurers and reinsurers should do everything possible to offer terms for their clients, just as they would do for other medical conditions. By working with the consumer, we are helping to make society more resilient.
The Benefits of Mental Health Insurance
The cost of therapy and prescription medications can be exorbitant. Without mental health insurance, you could be paying for prescription medications as well as outpatient visits out-of-pocket. This could cost tens of thousands of dollars. An insurance plan that provides you with coverage for mental health issues can ensure that your mental health needs are met. Above and beyond financial benefits, mental health services can be lifesaving. Having insurance that covers those services can be essential for many. The value cannot be overestimated if you are someone who suffers from a mental health condition.
What mental healthcare services are covered by ACA-compliant plans?
All ACA-compliant plans should include mental health insurance coverage as an essential health benefit. Your plan should cover some part of the cost for mental healthcare, just as it would for other medical conditions. All ACA plans must cover the following mental healthcare services:
To thrive in today’s economy, finding and retaining the best employees is vital. Most people have heard of the high turnover rate in the labor market known as the “great resignation.” This is especially evident in industries like professional services, manufacturing, and retail. Frequent turnover rates have a negative impact on any organization, most notably in decreased morale and productivity. But there are some strategies managers and business leaders can employ to attract and retain top talent: the entire benefits package, what I like to call the total rewards approach to compensations.
There is no doubt that the cost of employee turnover is high. One of the biggest concerns in a high turnover market is the financial cost of recruiting and training new employees to replace the ones that have left. Studies show that every time a business has to replace a salaried employee, it costs between six and nine months’ salary to recruit and train a new one. For a manager making $80,000 per year, that could mean a cost of between $40,000 and $60,000 in recruiting and training expenses.
While high salaries are an important part of the overall benefits package, companies have been implementing more creative strategies to attract and retain top talent from larger corporations. Benefits and perks also play a vital role in retaining good employees. By offering employees benefits that are personalized to their needs, you’ll lower your turnover rate. A compensation consultant can find out the right benefits package for your company.
Let’s look at five key strategies to motivate your employees to stay:
1) Implement a health benefits program
Offering health benefits is a tremendous way to boost employee retention. Health benefits are frequently cited as one of the most desired benefits. However, not all health benefits are created equal. Traditional group health insurance is an excellent option for many organizations, but the rising cost of insurance is making this unaffordable for many small to midsize organizations. Additionally, employees are forced into networks that may not work for their needs. One solution for small and midsize organizations is a health reimbursement arrangement (HRA) due to its flexibility and lower costs. With an HRA, you can reimburse your employees for their qualifying medical expenses such as premiums and out-of-pocket medical expenses.
You can also offer your employees a taxable health stipend. This works similar to an HRA, but with fewer regulations and restrictions on which expenses can be reimbursed.
2) Offer a basket of voluntary benefits
From educational assistance such as student loan repayment to accident insurance, whole life insurance, pet insurance, and auto and home insurance, take care of the employee’s needs in a one-stop shopping experience that removes some of the worry about making different payments. By participating in group rates, the employee saves time and money.
3) Consider offering a wellness stipend
Taxable employee stipends allow you to provide a payment card for your employees’ wellness needs, such as gym memberships, fitness classes, wearables and devices, smoking cessation, and more.
3) Offer retirement accounts
Allowing employees to save for retirement on a pretax and/or after-tax basis via payroll deductions is a huge benefit. Company matching is an additional incentive for executives to stay put, and knowing that their retirement account is being managed by top money managers is an additional incentive to keep the status quo.
4) Reassess Compensation
In today’s competitive marketplace, compensation is essential to an organization’s retention strategy. Many employees look outside their current company if they feel their compensation is inadequate. A reassessment of industry compensation standards is important, in addition to financially rewarding top performers. Wage increases and bonuses are a powerful tool toward making an employee feel valued.
5) Offer Paid Time Off (PTO)
Paid time off, or PTO, or personal time off, is an employer-provided benefit in which the employer compensates employees during an absence from work. Employees use PTO for a variety of reasons, such as sick time, vacations and personal appointments. Companies use PTO as an alternative to offering specific vacation time, sick time or personal days. There are many different policies companies might have regarding how their PTO works. One of the most common methods is to accrue hours within a bank.
With a compensation consultant, you’ll be able to benchmark your employee retention rates over time to see which benefits are doing their job. At Lockton, we know the value of a motivated and productive workforce, and we’re available to help you meet your goals. We also recommend looking for a compensation consultant who can see beyond the hard numbers and take a total rewards approach to compensation.
When an employee decides to leave, it can be a big blow to your organization’s morale, productivity, and budget. That’s why implementing strong retention strategies from the beginning is crucial. For many organizations, the best solution to high turnover is to turn to the advice of a third-party expert — a compensation consultant. Investing in compensation consulting can result in a stronger, more sustainable compensation strategy for your organization that can help you attract and retain the best employees.
A total rewards approach and the benefits listed above are the strategies a compensation consultant can bring to the table to help you improve how your organization handles compensation. When hiring a compensation consultant, make sure you carefully consider the specific strategies they offer and how those strategies suit your specific needs.
How do I know this?
The unprecedented COVID-fueled court shutdowns impeded many aspects of Maryland's legal system, but the shift to remote proceedings fostered greater language access for many respondents, — a bright side of the pandemic, the state's chief judge said on Thursday.
During the televised address, Maryland Chief Judge Mary Ellen Barbera commended the work of court interpreters who allowed respondents to engage with the legal system despite the pandemic. "The shift to virtual proceedings has actually made language access easier because interpreters can translate for respondents from remote locations," she said.
Court interpreters previously limited to providing in-person services in a specific court or county are now available to provide language access in any court anywhere in the state - wherever their services are needed," Barbera said.
Transitioning to full-time remote proceedings enabled our interpreters, judges, and court employees to become much more proficient and comfortable with remote interpreting," she added. "A development that will improve access to justice and the fair, efficient, and effective delivery of justice well into the future."
The Maryland Judiciary's Court Interpreter Program also fields and responds to requests for other accommodations for persons who are deaf or hard-of-hearing by providing Certified Deaf Interpreters (CDI) or other resources upon request. Program staff worked throughout the COVID-19 health emergency, and registry interpreters were called upon to provide interpretation for court proceedings held remotely by phone or video-conference. The Maryland Judiciary adopted the use of integrated interpreter management software, ScheduleInterpreter, in fiscal year 2020. The software is now used by all courts to schedule interpreter assignments and communicate with interpreters. Interpreters use the computer-based system or a mobile phone app to respond to assignment requests, generate invoices, and upload proof of their Continuing Education Unit (CEU) activities.
"Thank you to all of our dedicated language interpreters across the state, skilled professionals who have made significant adjustments in their work, switching from simultaneous interpreting to the less preferred consecutive mode, but they have surpassed every challenge with patience and understanding, and most of all, with great effectiveness," Barbera added.
New Catonsville District courthouse opened with speeches, ribbon-cutting ceremony
On October 27, 2020, the new Catonsville District courthouse officially opened with a ribbon-cutting ceremony and heartfelt speeches. Celebrating the event was Maryland Court of Appeals Chief Judge Mary Ellen Barbera, District Court of Maryland Chief Judge John Morrissey, District Court of Baltimore County Administrative Judge Dorothy J. Wilson, Governor Larry Hogan, and Secretary Ellington E. Churchill, Jr. of the Maryland Department of General Services.
Located on nearly six acres in the Rolling Crossroads Professional park, the new facility will house eight courtrooms and numerous state agencies. Construction on the new facility was managed by the Department of General Services. While construction was completed in January 2020, courthouse personnel are only just moving in since the facility was used to house the Towson District Court while their building was undergoing repairs and renovations. "The District Court is where the vast majority of Marylanders experience the court system," said Chief Judge Morrissey. "Our new Baltimore Country District Court will be a step forward in courthouse design while integrating best practices for security and technology within a facility that will be certified for its environmental responsibility."
Chief Judge Barbera added, "The new and much-anticipated Catonsville District Court courthouse brings additional courtroom to the people of Baltimore County, allowing more cases to be heard on a daily basis. Just as important, this facility is designed to house onsite services that provide legal assistance and information, increasing access to justice for all in Baltimore County. The Maryland Judiciary is committed to ensuring that the courthouses and other Judiciary facilities meet the evolving needs of all Marylanders We appreciate the support of the Governor's office and the General Assembly in making the new Catonsville courthouse a reality."
The Towson District Courthouse will return to its Chesapeake Avenue home on October 13 after a nine-month closure due to extensive repairs that prompted the temporary relocation of more than 100 employees to the new Catonsville District Courthouse building. "I am grateful to all of the hardworking Judiciary staff and judges who worked hard to provide continuity of court services during this challenging time," Judge Morrissey said.
Sample Social Media Post:
Sample Technology-Related Article:
Using Technology To Transform Your World
Decision-making
Individuals with autism who have more difficulty communicating can use technology to make their “voices” heard regarding decisions, which helps them foster the self-advocacy skills that are so important as they age into adulthood. You can start small. For instance, instead of ordering for your child at a restaurant, he or she can use a smartphone or a tablet to point to the item he or she wants.
Motivating tool
Technological devices like smartphone and tablets can also serve as motivation for your child. The use of an iPad or a favorite game app can serve as a reward for positive behavior like the completion of a chore or a homework assignment.
Video modeling
Video modeling is a method that involves teaching skills in a visual manner. The video can be of the individual completing a task, or of a teacher or parent teaching the skills and steps required to complete the task. Your child can watch the videos as often as they like in order to master the skills. Because the videos are available on a tablet or smartphone, your child will become more adept at these technologies just by virtue of watching them. Video modeling can help with a wide variety of skills including hygiene, job tasks, and more.
Social networking
Individuals with autism can find it easer to socialize via social networking rather than through more traditional face-to-face methods. Making friends or communicating with others online can help them work on the skills that will assist them at school, on the job, or in the community. In this way, smart phones can be essential.
Vocational assistance
Technology can be very helpful to some young adults and adults with autism in the workplace. For example, step-by-step checklists can help your child stay on top of tasks and complete them in an orderly and successful manner. Reminders and notes about each task in case he or she forget something, rather than continuously asking an employer or coworker, can also help your child become more independent in the workplace:
Sample Magazine Article:
By the Way Bakery was founded on a mission to create a better world for its employees, customers, and community. In 2011, founder Helene Godin came up with a unique vision of creating a gourmet, specialty bakery that her community of Hastings-on-Hudson would embrace. For Godin, inclusivity was paramount. To satisfy the gluten-free, dairy-free needs of her consumers, she tested and sampled countless recipes until she came up with her present menu. But her idea of inclusion didn't end with her baked goods. Godin also wanted to include people with intellectual and developmental disabilities on her staff.
According to a report published by Drexel University's Autism Institute, currently only 14% of adults with autism hold paying jobs in their communities. "I also had in the back of my mind that I'd like to further that goal of inclusion by providing jobs for people with disabilities," said Godin. "But I had to wait until October of 2016, when we moved into a much larger industrial kitchen."
The tiny storefront on Hastings-on-Hudson soon grew to four locations, and it was time for Godin to make her move. She contacted The ARC Westchester, a local agency that supports children, teens, and adults with intellectual and developmental disabilities, including those on the autism spectrum. With the help of ARC, Godin hired Lauren, a young woman with autism who desperately needed a job. "We were pleased from the start with Lauren's job performance," said Godin. "She used uncanny care and precision in placing the labels on the containers for the products we sell at Whole Foods." But Godin noticed that for the first few months, Lauren barely made eye contact. "She mostly looked away or stared at her shoes," said Godin. "So the first time she said to me, 'Bye, Helene. See you on Tuesday,' I nearly cried. In fact, I think I did cry."
A few months later, Godin asked the ARC Westchester for more workers. Soon Daniel joined her team. A soft-spoken 65-year-old gentleman with autism, Daniel embraced his role of bagging and sealing the cookies the bakery sells at all four retail locations. After Daniel came Steven, a recent high school graduate on the autism spectrum, whose mission is to keep the Hastings shop spotless.
There is a sign over the kitchen door that says, "Bake the World a Better Place." Godin believes that Lauren, Daniel, and Steven have made the world a better place by their presence. "I've watched each of them gain the self-confidence that comes from a job well done. They've added richness to the lives of the By the Way Bakery employees and to our community as a whole. I feel that in my own small way, I've made the world a better place for all of us."
Sample Newsletter:
Due to a resurgence of COVID-19 in Maryland, the Maryland Judiciary will return to Phase II of its reopening plan effective Monday, November 30. On Tuesday, November 24, Maryland Court of Appeals Chief Judge Mary Ellen Barbera issued five new administrative orders which restrict statewide Judiciary operations until at least January. Under Phase II, clerks’ offices in the District Court of Maryland and circuit courts throughout the state will remain open to the public for emergency purposes only and by appointment for other matters. Circuit courts will hear specific case types remotely or on-site; however jury trials will be postponed until the Judiciary is able to re-enter Phase V of its reopening plan.
An additional order affirms that health measures will continue to be observed in all courthouses and Judiciary buildings in accordance with the Centers for Disease Control and Prevention (CDC) and the Maryland Department of Health. These include the wearing of face masks and maintaining social distancing.
“The Maryland Judiciary continues to proactively monitor the current COVID-19 public health crisis in Maryland, therefore, the Judiciary must alter its court operations for the second time in two weeks in order to protect the health and wellbeing of all,” said Maryland Court of Appeals Chief Judge Mary Ellen Barbera. “COVID-19 cases in Maryland are increasing at a rapid pace and with the Thanksgiving Day holiday upon us, it is imperative that the Judiciary respond to the current health situation by restricting court operations further. As always, the Judiciary will keep the public apprised of any changes in operations and ensure that as many of the core functions of the Judiciary will remain available to the extent the emergency conditions allow.”
On October 28, Maryland Court of Appeals Chief Judge Mary Ellen Barbera spoke at the annual awards ceremony of the Maryland Volunteer Lawyers Service (MVLS). Held virtually, the event honored several outstanding attorneys who donated their time to help members of the community who could not otherwise afford legal services. A special 10 Year Volunteer Award was presented to Shawn Carter, Joseph Greenberg, Frank Hayward Starkey, and Irv Walker, and a 20 Year Volunteer Award was given to Jason Morton and Randy Wise. The partnership award was presented to Fight Blight Baltimore & Citizens for a Better Baltimore. This year, a new award was added, the MVLS COVID-19 Response Award, which recognized Shirley Middleton for her work in handling bankruptcy matters during the COVID-19 crisis. The Young Volunteer of the Year Award went to Heather Posey, and Walter D. Ty was the recipient of the Volunteer of the Year Award.
After congratulating the honorees, Chief Judge Barbera thanked them for going above and beyond the call of duty in support of MVLS clients by providing pro bono legal services.
“During a normal year, only about one in every five people in Maryland who cannot afford representation has their civil legal needs met in divorce and custody issues, foreclosure, consumer credit actions, bankruptcy, and evictions,” said Judge Barbera. “This year that need will be all the greater. We will count on you to help meet that need. Tonight, we celebrate 39 years of committed lawyers like you providing access to justice one person at a time.”
Baltimore City Veterans Treatment Court holds graduation ceremony for six participants
On November 10, five veterans were honored for successfully completing the requirements of the Baltimore City Veteran's Treatment Court (VTC). A small Veterans Day ceremony was also held during the event, to mark the special occasion. Baltimore City District Court Judge Halee F. Weinstein presided over the ceremony, and the featured speaker was Hugh McClean, director of the Bob Parsons Veterans Advocacy Clinic at the University of Baltimore School of Law.
"On November 10th, the Baltimore City Veterans Treatment Court celebrated five veterans, including four who graduated "virtually" over the summer, with a small graduation/Veterans Day celebration," said Judge Weinstein. "Despite the many setbacks brought on by the pandemic, our veteran participants continue to strive to succeed in their goals and recovery."
The VTC's mission is to serve the community and increase public safety by integrating and incorporating a coordinated treatment response for veterans with substance use disorders and mental health issues.
The Baltimore City VTC was founded five years ago by Judge Weinstein, who is also a veteran, as a court-supervised, comprehensive treatment-based program for veterans charged with misdemeanors and concurrent jurisdictional felonies in the District Court. The goal of the VTC is to reduce recidivism and provide defendants with assistance in finding resources available through the Department of Veterans Affairs and other programs that can help them achieve a drug-free lifestyle and become productive, law-abiding citizens.
Court of Special Appeals Chief Judge Matthew J. Fader provides a snapshot of how they were able to adapt to the changing needs brought on by the public health emergency: “The Court of Special Appeals was able to maintain full operations throughout the COVID-19 pandemic as a result of the dedication, patience, and flexibility of its staff, judges, and the advocates who have appeared before us, as well as the strong support of other arms of the Judiciary. Through collaboration with JIS and the State Court Administrator, we were fortunate to have completed the conversion of our legacy case management system to MDEC shortly before the pandemic hit. That combined with the Court of Appeals approving the use of MDEC for all appellate cases, allowing us to handle most filings electronically. Through the exceptional dedication of our staff and the relative amenability of appellate arguments to remote proceedings, we were able to begin holding all of our arguments remotely beginning on April 3, 2020 and have continued to do so, with only minor interruptions, ever since. We are very appreciative of the operational flexibility we have been afforded; the support provided by JIS, AOC, and others; and the resilience and dedication of our staff and judges that have made our operations during the pandemic possible.”
“We are very appreciative of the operational flexibility we have been afforded; the support provided by JIS, AOC, and others, and the resilience and dedication of our staff and judges that have made our operations during the pandemic possible.”
~Court of Special Appeals Chief Judge Matthew J. Fader
District Court Chief Judge John Morrissey began a series of Monday, Wednesday, and Friday calls with the administrative judges for each of the twelve districts that comprise the leadership of the District Court. Judge Laura Ripken initiated similar calls with circuit court administrative judges. These calls for both the circuit courts and District Court are used to discuss best practices, share new and ongoing concerns, and explore new approaches to expand the Judiciary’s ability to conduct additional court business.
“From day one of the emergency, the courts remained open and working within the restricted setting as appropriate,” said Judge Laura Ripken. “Specifically, with respect to the 24 circuit courts in the State of Maryland, daily operations of essential functions have continued, in most cases remotely, using court approved technology. All circuit courts have safety procedures in place to address those in the courthouse including screening and the wearing of masks. Each circuit court is working on their own reopening plan to meet the needs of their individual jurisdiction. All this is possible due to the diligent work of the staff in each circuit court, including administrative staff, the staff of the clerk’s office, and judges who are on the front lines of the judicial branch and are making sure that our core and essential operations continue and that we are prepared to move forward out of this emergency.”
On April 3, the Court of Appeals heard oral arguments remotely for the first time during the emergency utilizing Skype for Business, and on May 6, District Court Chief Judge John Morrissey issued a communication that provided for the extension of all interim and temporary protective, peace, and extreme risk protective orders until such time that the court could conduct a hearing or communicate with the parties.
The Move to Remote Proceedings
On June 11, the Judicial Council’s Court Technology Committee proposed the use of Zoom for Government as the Judiciary’s preferred remote video platform to support remote hearings and certain court functions with internal and external participants and members of the public. The committee’s chairman, Judge Fred S. Hecker, Carroll County Circuit Court, advised the council members that during the preceding three months, judges and Judiciary staff had become creative and innovative in the use of Zoom to conduct remote proceedings through a variety of platforms, including teleconferencing, but without any standardized guidelines or best practices.
Subsequently, the Court Technology committee formed the Remote Hearings Work Group to review best practices for remote hearings from around the world. The research resulted in the Report to Maryland Judiciary Judicial Council on Remote Hearings Proposed Standards and Guidelines, which contained numerous recommendations. The report focused on two primary areas: technology processes and court business processes. Judge Hecker explained some of the features of Zoom for Government around which the best practices and recommendations were formulated, such as waiting rooms that allow for sequestration of witnesses, breakout rooms that allow for private communication between counsel and their client, and functionality to facilitate spoken language interpretation.
“From the start of the pandemic, the District Court worked hard to hold remote hearings safely, including bail reviews, bail modifications, sentence modifications, criminal pleas, and Drug and Mental Health dockets, incorporating technological advances to reshape the way we conduct business in the future,” said Chief Judge John Morrissey. “On a positive note, it seems the global pandemic has made it possible to enact positive changes in the way the courts do business, which is a benefit to all.”
Adopting a Phased Reopening Plan
On May 22, Chief Judge Barbera issued four administrative orders regarding the gradual resumption of full court operations. The plan entailed a five-phased approach during which time the courts would gradually return to normal functioning. During the various phases, the courts would continue to maintain health and safety protocols for Judiciary personnel, and remote technology to conduct remote proceedings. The chief judge also lifted the statewide suspension of grand juries, allowing them to resume at the discretion of an administrative judge, and permitting for the empaneling of new grand juries as necessary.
Later that month, Chief Judge Barbera joined the Pandemic Rapid Response Team (RRT), a new court initiative to guide courts across the country as they begin to reopen amid the Coronavirus pandemic. The RRT was a joint effort of the conference of Chief Justices (CCJ) and the Conference of State Court Administrators and was supported by the National Center for State Courts (NCSC). In addition, State Court Administrator Pam Harris was appointed to the NCSY’s Post-Pandemic Planning (PPP) Technology Workgroup. The workgroup was tasked with evaluating the role technology should play in response to the pandemic, both immediate and long-term, whether the courts should fully return to pre-pandemic operations, or if technology should be redesigned to not only transform existing processes, but to improve those processes to better serve the public.
The District Court of Maryland and the Administrative Office of the Courts began supplying personal protective equipment (PPE) to 52 locations statewide, as well as protective barriers to 45 locations throughout the state. PPE supplies include face masks, gloves, hand sanitizer, social distancing signs and floor markers, sanitizing wipes, and soon after deployed stand-alone temperature devices to facilitate temperature checks. Additionally, the District Court and Administrative Offices provide sanitizing and cleaning services when needed.
VantagePoint's People Solutions Is Your Answer to Improving Employee Retention
Worried about retaining your top talent during these uncertain economic times? VantagePoint's People Solutions team can help you strategically redesign your healthcare benefits package to increase employee satisfaction, lower your company’s healthcare costs, and deliver measurable results. At VantagePoint, we take a holistic approach to employee wellness, keeping your top performers satisfied and improving your company’s bottom line. Our team of People Solutions experts brings you a wealth of experience in personalizing the entire benefits experience for your employees, increasing satisfaction and retention. Read more about how VantagePoint can help you lower your company’s healthcare costs and achieve measurable results.
Survey: A
competitive benefits package should include:
a) Tools to manage
total wellness
b) Tools to build
financial wealth
c) Tools to manage
stress
d) All of the
above
Spanish Example:
Éxito Empresarial y Compromiso de los Empleados: Los Secretos del Éxito a Largo Plazo de Qualitas
Qualitas-México organiza con su red de empresas una sesión de trabajo en la que se analizan las tendencias y mejores prácticas para alcanzar el compromiso de los empleados, como tema prioritario dentro de la agenda de la alta dirección y los departamentos de talento. El compromiso de los empleados se define como el grado de involucramiento emocional e intelectual del empleado con la empresa y con los retos del negocio; por lo tanto, está directamente relacionado e incrementará en la medida que los empleados encuentren oportunidades de crecimiento y beneficios que contribuyan a la conciliación vida, familia y trabajo.
En el campo de evaluación de desempeño, por ejemplo, las tendencias hacen evidente que las empresas abandonen el modelo donde únicamente es importante la medición de un dato numérico y avanzan hacia un modelo que logre un impacto real y significativo, como la capacidad de trabajar en equipo, plantearse metas retadoras sobre cómo ser mejores e innovar para sumar valor desde nuestra empresa y puestos de trabajo, a nuestro entorno, la vida de otras personas y al mundo. Este proceso permite a lo largo del año que jefe y colaborador puedan tener conversaciones de valor, para implementar mejoras y fijar prioridades; y es en este momento, cuando el jefe inmediato se convierte en un líder y asume la responsabilidad de guiar y orientar a sus equipos profesionales en su desarrollo profesional y en el alcance de las metas.
Los
nuevos modelos permiten que el empleado se empodere de su carrera, plantee
sus propias metas y encamine su carrera profesional dentro del marco de la
empresa, flexibilidad que aumenta su compromiso con la organización.
Por otro lado, la tecnología genera cambios constantemente que transforman la forma en que vivimos y exige que se incorporen también nuevos modelos en el ámbito laboral, que brinden flexibilidad a los equipos de trabajo de adaptar sus metas, innovar y responder de forma más rápida a las nuevas tendencias y necesidades de los consumidores.
Increase Employee Retention and Improve Your Bottom Line With VantagePoint's People Solutions
In today’s
business climate, retaining your top talent is key to growing your business. VantagePoint, New York's largest independent insurance and consulting group, has
evolved its employee benefits package to improve employee retention and help
you improve your bottom line. VantagePoint's People’s Solutions provides strategic
planning to support our clients in the areas of employee retention,
compensation, total rewards and benefits, and measurement and management of your
programs. Lockton’s team of experts can help you redesign your
healthcare benefits package to meet the needs of today’s business environment
and workforce. Learn how VantagePoint can improve your healthcare outcomes
and save your company money!
Survey: Are you ready
to hear more about ways to increase employee engagement? (YES, NO)
How to Retain Your Top Talent Without Raising Salaries
According to the Bureau of Labor
Statistics, over 47 million Americans voluntarily quit their jobs in the tsunami
known as the Great Resignation. Retaining top talent during these uncertain
times is critical to business success, and the solution to meeting this goal
may take a bit of strategizing. The first step may be to review and evaluate
your employee benefit package.
When it comes to employee turnover, the
answers are rarely easy. This is true for organizations of all shapes and sizes.
The difficulty lies in the fact that compensation needs for employees are
constantly changing. To stay competitive and attract the best talent, business
leaders must develop a clear strategy for how team members are compensated for
their contributions, and if the overall package is meeting their needs. Let’s explore
the role that a compensation consultant can play as you improve your compensation
approach.
Compensation consultants are experts in
the design and implementation of compensation strategies that motivate and
incentivize employee behavior. They also advise
companies on trends in the areas of compensation, benefits packages, and the current
pay rates for given job categories. A strong compensation strategy, including
voluntary benefits, gives your employees insight into why their
contributions are valued, not just how much they’re valued. This is even more critical
during times of uncertainty and crisis. With a global pandemic and mass social
movements affecting your employees’ everyday lives, it’s worth taking a closer
look at how you compensate them for their contributions.
Types of voluntary benefits:
There are many kinds of voluntary benefits.
Some that employers often find to be the most valuable when it comes to talent
acquisition and retention are:
· Health and
wellness
May include health insurance, vision insurance, dental insurance, life
insurance, supplemental disability insurance, gym memberships
· Financial wellness
May include financial counseling, student loan repayment programs, mortgage
protection insurance
· Personal benefits
May include pet insurance, travel insurance, car insurance, employee assistance
programs (EAPs), legal counseling, discounted goods and services
· Security
May include identity theft protection, homeowners’ insurance, home security
installation discounts
Some organizations hesitate before seeking
assistance from a compensation consultant because they’re unsure if a consultant
can provide adequate value to their operations. The main role of a
compensation consultant is to evaluate a company’s current approach to
compensation and make suggestions for sustainable changes that can
increase employee satisfaction and engagement at little or no cost to
the company. Some of the services a consultant might provide are:
- Performance
management
- Job market
analysis
- Job evaluation
plan
- Evaluating compensation strategy and policies
- Creating incentive
and variable compensation programs
- Executive
compensation
- Employee communication
and engagement
For many organizations, the best solution is
to turn to a third-party expert—a compensation consultant, who can design the
right compensation package that your company can use as an effective tool for
recruiting and retaining the best employees. Before investing in compensation
consulting services, it’s crucial that you explore your options. The first
step in a consultant’s approach would be to evaluate an organization’s current
approach to compensation and suggest actionable and sustainable changes that
can increase employee satisfaction and improve retention, all
while helping the organization to remain as efficient as possible with its
money.
It's also recommended to seek out a compensation
consultant who can see beyond the hard numbers and take a total rewards
approach to compensation, which means viewing how your organization compensates
its employees comprehensively. This includes direct financial compensation as
well as traditional benefits like insurance and retirement funds and also various
forms of indirect compensation such as flexibility, performance
recognition, career development opportunities, and even financial as well as
physical wellness. This holistic approach can lead to better employee
performance and productivity, and help your organization stand out to job
candidates.
The statistics are clear: employee
turnover is not a myth. A total rewards approach and the services outlined
above are the strategies a compensation consultant can bring to the table to
help you improve how your organization handles compensation. When hiring a
compensation consultant, make sure you consider the specific strategies they
offer and how those strategies suit your specific needs. While no company is
immune to turnover, creating the right benefits package now is a huge step in
reversing the trend.
Workplace Wellbeing and Employee Engagement
Why these two matter to long-term business success
Employee engagement has long been a closely guarded secret to unlocking productivity, growth, and brand awareness. Positive employee engagement may also open up new avenues of creativity, innovation, and profitability. In short, this is a topic all employers need to be aware of. In fact, employee engagement should be a part of a business’s long-term success strategy. A recent Gallup poll showed that companies with highly engaged employees are 21% more profitable than companies that lack engagement. But what exactly is employee engagement?
Simply put, employee engagement occurs when employees are happy with their roles and passionate about what they do. They work harder and harness their own creativity since they believe in the company’s corporate mission and trust its values. Many companies today report that they prioritize engagement and regularly survey their employees to track their satisfaction. These employers recognize that employee engagement is a crucial element in their organization, as it should be in every organization. But it can be one of the most difficult workplace elements to understand and improve.
All companies want employees that are invested in their mission, culture, and growth. And the role of employees in their organization’s future is crucial. They make key decisions, channel resources, hire the right people, and drive business goals forward. So how do companies keep these employees satisfied and invested in their organization?
Here are ten basic drivers of successful employee engagement:
1. Teamwork
2. Manager effectiveness
3. Trust in senior leaders
4. Trust with coworkers
5. Retention
6. Alignment with goals
7. Feeling valued
8. Individual contribution
9. Job satisfaction
10. Benefits
When focusing on the last item, benefits, a recent Gallup poll showed that 75% of engaged employees said they were satisfied with their health and wellbeing benefits at work. As their satisfaction with their benefits decreased, so did their engagement. On the whole, employees are most engaged at a company that provides for their health and wellbeing in the form of tangible benefits. These employees tend to be 11% more engaged than those that do not have such benefits. Organizations that provide a solid package of benefits also report almost 2% fewer hostile employees, while employees who are unsure about their benefits are almost twice as likely to be disengaged. The bottom line is, companies with engaged employees are 21% more profitable than companies that lack such engagement. Given the many benefits of employee engagement, companies that prioritize health and wellbeing in the workplace are likely to experience positive outcomes across the board. Ultimately, engaged employees are a powerful tool to raise revenues and position the company as a positive work environment for many years of success.
Employee Engagement: The Bottom Line
When employees believe their employer cares about their health and wellbeing, they are 38% more engaged, ten times less likely to be hostile, 17% more likely to stay on the job, 18% more likely to go the extra mile for their organization, and 28% more likely to recommend their workplace to new talent. The Gallup poll also states that engaged employees are instrumental in driving a healthier work environment.
When employees are engaged, they increase your customer base and open new markets. They help you develop a competitive edge in the marketplace and work harder to deliver excellent customer service and promote brand loyalty. All companies want employees that are invested in their mission, culture, and future growth. In fact, 71% of top executives rank employee engagement as the key to business success.
A robust and engaged workforce is essential for business growth.
Employees can be your company’s best advocates if they are happy, engaged, and fulfilled at work. By helping employees develop a shared sense of purpose, companies empower them to be the best version of themselves. When you have happier and more engaged teams, they become instrumental in leading your organization toward its goals.
Mental
Health Coverage: An insurance industry leader talks about why it’s time to end
the stigma.
When
it comes to our wellbeing, mental health is just as important as physical
health.
In today’s
business climate, retaining your top talent is key to growing your business. VantagePoint, New York's largest independent insurance and consulting group, has
evolved its employee benefits package to improve employee retention and help
you improve your bottom line. VantagePoint's People’s Solutions provides strategic
planning to support our clients in the areas of employee retention,
compensation, total rewards and benefits, and measurement and management of your
programs. Lockton’s team of experts can help you redesign your
healthcare benefits package to meet the needs of today’s business environment
and workforce. Learn how VantagePoint can improve your healthcare outcomes
and save your company money!
Survey: Are you ready
to hear more about ways to increase employee engagement? (YES, NO)
Types of voluntary benefits:
There are many kinds of voluntary benefits.
Some that employers often find to be the most valuable when it comes to talent
acquisition and retention are:
· Health and
wellness
May include health insurance, vision insurance, dental insurance, life
insurance, supplemental disability insurance, gym memberships
· Financial wellness
May include financial counseling, student loan repayment programs, mortgage
protection insurance
· Personal benefits
May include pet insurance, travel insurance, car insurance, employee assistance
programs (EAPs), legal counseling, discounted goods and services
· Security
May include identity theft protection, homeowners’ insurance, home security
installation discounts
Some organizations hesitate before seeking assistance from a compensation consultant because they’re unsure if a consultant can provide adequate value to their operations. The main role of a compensation consultant is to evaluate a company’s current approach to compensation and make suggestions for sustainable changes that can increase employee satisfaction and engagement at little or no cost to the company. Some of the services a consultant might provide are:
- Performance management
- Job market analysis
- Job evaluation plan
- Evaluating compensation strategy and policies
- Creating incentive and variable compensation programs
- Executive compensation
- Employee communication and engagement
For many organizations, the best solution is to turn to a third-party expert—a compensation consultant, who can design the right compensation package that your company can use as an effective tool for recruiting and retaining the best employees. Before investing in compensation consulting services, it’s crucial that you explore your options. The first step in a consultant’s approach would be to evaluate an organization’s current approach to compensation and suggest actionable and sustainable changes that can increase employee satisfaction and improve retention, all while helping the organization to remain as efficient as possible with its money.
It's also recommended to seek out a compensation consultant who can see beyond the hard numbers and take a total rewards approach to compensation, which means viewing how your organization compensates its employees comprehensively. This includes direct financial compensation as well as traditional benefits like insurance and retirement funds and also various forms of indirect compensation such as flexibility, performance recognition, career development opportunities, and even financial as well as physical wellness. This holistic approach can lead to better employee performance and productivity, and help your organization stand out to job candidates.
The statistics are clear: employee turnover is not a myth. A total rewards approach and the services outlined above are the strategies a compensation consultant can bring to the table to help you improve how your organization handles compensation. When hiring a compensation consultant, make sure you consider the specific strategies they offer and how those strategies suit your specific needs. While no company is immune to turnover, creating the right benefits package now is a huge step in reversing the trend.
Employee engagement has long been a closely guarded secret to unlocking productivity, growth, and brand awareness. Positive employee engagement may also open up new avenues of creativity, innovation, and profitability. In short, this is a topic all employers need to be aware of. In fact, employee engagement should be a part of a business’s long-term success strategy. A recent Gallup poll showed that companies with highly engaged employees are 21% more profitable than companies that lack engagement. But what exactly is employee engagement?
Simply put, employee engagement occurs when employees are happy with their roles and passionate about what they do. They work harder and harness their own creativity since they believe in the company’s corporate mission and trust its values. Many companies today report that they prioritize engagement and regularly survey their employees to track their satisfaction. These employers recognize that employee engagement is a crucial element in their organization, as it should be in every organization. But it can be one of the most difficult workplace elements to understand and improve.
All companies want employees that are invested in their mission, culture, and growth. And the role of employees in their organization’s future is crucial. They make key decisions, channel resources, hire the right people, and drive business goals forward. So how do companies keep these employees satisfied and invested in their organization?
Here are ten basic drivers of successful employee engagement:
1. Teamwork
2. Manager effectiveness
3. Trust in senior leaders
4. Trust with coworkers
5. Retention
6. Alignment with goals
7. Feeling valued
8. Individual contribution
9. Job satisfaction
10. Benefits
When focusing on the last item, benefits, a recent Gallup poll showed that 75% of engaged employees said they were satisfied with their health and wellbeing benefits at work. As their satisfaction with their benefits decreased, so did their engagement. On the whole, employees are most engaged at a company that provides for their health and wellbeing in the form of tangible benefits. These employees tend to be 11% more engaged than those that do not have such benefits. Organizations that provide a solid package of benefits also report almost 2% fewer hostile employees, while employees who are unsure about their benefits are almost twice as likely to be disengaged. The bottom line is, companies with engaged employees are 21% more profitable than companies that lack such engagement. Given the many benefits of employee engagement, companies that prioritize health and wellbeing in the workplace are likely to experience positive outcomes across the board. Ultimately, engaged employees are a powerful tool to raise revenues and position the company as a positive work environment for many years of success.
Employee Engagement: The Bottom Line
When employees believe their employer cares about their health and wellbeing, they are 38% more engaged, ten times less likely to be hostile, 17% more likely to stay on the job, 18% more likely to go the extra mile for their organization, and 28% more likely to recommend their workplace to new talent. The Gallup poll also states that engaged employees are instrumental in driving a healthier work environment.
When employees are engaged, they increase your customer base and open new markets. They help you develop a competitive edge in the marketplace and work harder to deliver excellent customer service and promote brand loyalty. All companies want employees that are invested in their mission, culture, and future growth. In fact, 71% of top executives rank employee engagement as the key to business success.
A robust and engaged workforce is essential for business growth.
Employees can be your company’s best advocates if they are happy, engaged, and fulfilled at work. By helping employees develop a shared sense of purpose, companies empower them to be the best version of themselves. When you have happier and more engaged teams, they become instrumental in leading your organization toward its goals.
Mental Health Coverage: An insurance industry leader talks about why it’s time to end the stigma.
Yet, a stigma still exists with regard to mental health, causing many people not to seek the help they need. The reasons are varied and include a lack of providers, cost, and the stress of navigating a system that is alien to most. One survey from 2017 found that 22% of respondents who needed mental healthcare didn’t receive it due to concerns about what would happen if someone found out. Thirty-one percent said they felt uncomfortable discussing “personal problems.” Now, more than ever, it’s incumbent for insurance professionals to highlight the role that insurance can play in helping consumers deal with mental health issues. It’s time to break down the barriers to proper care.
The passing of the 2008 Paul Wellstone and Pete Domenici Mental Health Parity and Addiction Equity Act is a step in the right direction. The law requires insurance companies to provide coverage for mental health, behavioral health, and substance-use disorders that is comparable to physical health coverage. The task for insurance industry leaders is to raise awareness about the effectiveness of mental health insurance to provide consumers with the essential support to manage their condition. By destigmatizing mental healthcare through education and awareness, consumers can find access to the treatments they need to live active and fulfilling lives.
In addition to the barriers to care, there exists a longstanding perception that those who have suffered from a history of mental illness are ineligible for life or disability insurance. This is not always the case. With regard to life insurance, many times insurance companies can offer terms to a consumer that can include a higher premium. For disability insurance, we can apply an extra premium rather than exclude the condition. In most cases, insurers and reinsurers should do everything possible to offer terms for their clients, just as they would do for other medical conditions. By working with the consumer, we are helping to make society more resilient.
The Benefits of Mental Health Insurance
The cost of therapy and prescription medications can be exorbitant. Without mental health insurance, you could be paying for prescription medications as well as outpatient visits out-of-pocket. This could cost tens of thousands of dollars. An insurance plan that provides you with coverage for mental health issues can ensure that your mental health needs are met. Above and beyond financial benefits, mental health services can be lifesaving. Having insurance that covers those services can be essential for many. The value cannot be overestimated if you are someone who suffers from a mental health condition.
What mental healthcare services are covered by ACA-compliant plans?
All ACA-compliant plans should include mental health insurance coverage as an essential health benefit. Your plan should cover some part of the cost for mental healthcare, just as it would for other medical conditions. All ACA plans must cover the following mental healthcare services:
- Behavioral treatment (such as psychotherapy and counseling)
- Outpatient individual counseling or group therapy sessions
- Diagnostic services, such as psychological testing and evaluation services
- Ongoing outpatient treatment, including psychiatric treatment programs and medication management therapy
- Substance use disorder treatment
- Outpatient diagnostic and treatment services for alcohol or chemical dependency
- Medical services for withdrawal symptoms, such as inpatient detoxification services
- Substance abuse recovery services, including counseling and education resources
- Mental and behavioral health inpatient services
During the past few years, there has been a tremendous amount of focus on mental health. Throughout the pandemic, the role of business leaders became increasingly important as the elements of wellbeing — physical, social, emotional, and financial — were at risk for many people. In many ways, getting insurance coverage for your employees’ mental and emotional health is just as important as for their physical health. In addition, managers have a significant impact on employees’ engagement, and great ones begin by truly caring about the whole person and understanding what makes each individual a valuable member of your team.
Mental health has been a much larger and more powerful challenge since COVID-19. Employees and employers have struggled to find the best solutions to meet the individual’s needs while facilitating corporate objectives. There has long been a stigma associated with addressing mental health in the workplace, and if COVID-19 gave us anything, it was an appreciation for the wellbeing of the whole person. From an insurance standpoint, it’s time to end the stigma of mental health coverage.5 Employee Retention Strategies in a High Turnover Market
The Total Rewards Approach to Compensation
There is no doubt that the cost of employee turnover is high. One of the biggest concerns in a high turnover market is the financial cost of recruiting and training new employees to replace the ones that have left. Studies show that every time a business has to replace a salaried employee, it costs between six and nine months’ salary to recruit and train a new one. For a manager making $80,000 per year, that could mean a cost of between $40,000 and $60,000 in recruiting and training expenses.
While high salaries are an important part of the overall benefits package, companies have been implementing more creative strategies to attract and retain top talent from larger corporations. Benefits and perks also play a vital role in retaining good employees. By offering employees benefits that are personalized to their needs, you’ll lower your turnover rate. A compensation consultant can find out the right benefits package for your company.
Let’s look at five key strategies to motivate your employees to stay:
1) Implement a health benefits program
Offering health benefits is a tremendous way to boost employee retention. Health benefits are frequently cited as one of the most desired benefits. However, not all health benefits are created equal. Traditional group health insurance is an excellent option for many organizations, but the rising cost of insurance is making this unaffordable for many small to midsize organizations. Additionally, employees are forced into networks that may not work for their needs. One solution for small and midsize organizations is a health reimbursement arrangement (HRA) due to its flexibility and lower costs. With an HRA, you can reimburse your employees for their qualifying medical expenses such as premiums and out-of-pocket medical expenses.
You can also offer your employees a taxable health stipend. This works similar to an HRA, but with fewer regulations and restrictions on which expenses can be reimbursed.
2) Offer a basket of voluntary benefits
From educational assistance such as student loan repayment to accident insurance, whole life insurance, pet insurance, and auto and home insurance, take care of the employee’s needs in a one-stop shopping experience that removes some of the worry about making different payments. By participating in group rates, the employee saves time and money.
3) Consider offering a wellness stipend
Taxable employee stipends allow you to provide a payment card for your employees’ wellness needs, such as gym memberships, fitness classes, wearables and devices, smoking cessation, and more.
3) Offer retirement accounts
Allowing employees to save for retirement on a pretax and/or after-tax basis via payroll deductions is a huge benefit. Company matching is an additional incentive for executives to stay put, and knowing that their retirement account is being managed by top money managers is an additional incentive to keep the status quo.
4) Reassess Compensation
In today’s competitive marketplace, compensation is essential to an organization’s retention strategy. Many employees look outside their current company if they feel their compensation is inadequate. A reassessment of industry compensation standards is important, in addition to financially rewarding top performers. Wage increases and bonuses are a powerful tool toward making an employee feel valued.
5) Offer Paid Time Off (PTO)
Paid time off, or PTO, or personal time off, is an employer-provided benefit in which the employer compensates employees during an absence from work. Employees use PTO for a variety of reasons, such as sick time, vacations and personal appointments. Companies use PTO as an alternative to offering specific vacation time, sick time or personal days. There are many different policies companies might have regarding how their PTO works. One of the most common methods is to accrue hours within a bank.
With a compensation consultant, you’ll be able to benchmark your employee retention rates over time to see which benefits are doing their job. At Lockton, we know the value of a motivated and productive workforce, and we’re available to help you meet your goals. We also recommend looking for a compensation consultant who can see beyond the hard numbers and take a total rewards approach to compensation.
When an employee decides to leave, it can be a big blow to your organization’s morale, productivity, and budget. That’s why implementing strong retention strategies from the beginning is crucial. For many organizations, the best solution to high turnover is to turn to the advice of a third-party expert — a compensation consultant. Investing in compensation consulting can result in a stronger, more sustainable compensation strategy for your organization that can help you attract and retain the best employees.
A total rewards approach and the benefits listed above are the strategies a compensation consultant can bring to the table to help you improve how your organization handles compensation. When hiring a compensation consultant, make sure you carefully consider the specific strategies they offer and how those strategies suit your specific needs.
Alexander Hamilton's Boyhood in St. Croix: A Smuggler's Paradise
In researching Alexander Hamilton's boyhood in the Caribbean, I knew I had to master the art of smuggling. In the 18th century, smuggling was big business. It kept the thirteen colonies afloat, since, without their illicit trade with the West Indies, they would have been eternally indebted to London bankers. Indeed, as Peter Andreas points out in "Smuggler Nation", America was born a smuggler nation.
It is interesting but not ironic that America’s first Treasury Secretary and architect of our nation's financial system came from the West Indies. As a child growing up on St. Croix, Hamilton was at the very center of commerce. In those days, St. Croix was considered an “entrepôt”, an important transshipment center in the colonial trading system. And smuggling was a big part of that system. Sugar may have put the West Indies on the map, but it was smuggling that linked it to the rest of the world. And without it, the American Revolution would not have been possible.
In neutral Danish and Dutch islands like St. Croix, St. Thomas, St. Eustatius, and Curaçao, huge quantities of goods were imported, stored, traded, and often re-exported. These entrepôts played a vital role during the days of wind-powered shipping, and as a chief clerk for Beekman & Cruger, Alexander Hamilton would have been at the heart of this illicit trade.
The weighing house in Christiansted (upper left) with its enormous scale, and the characters that comprised mid-18th century St. Croix society: wealthy planters, Danish soldiers and officials, enslaved Africans, and free colored women of property. While the picture shows strictly Danish ships in the harbor, most likely French, American, British, and Dutch ships were just out of view.
As Nicholas Cruger’s right hand man, Hamilton was in charge of organizing, managing, and shipping huge quantities of goods and currency. He would have had an intricate knowledge of the exchange rates between the various currencies: English pounds guineas, Danish rigsdalers and skillings, Dutch guilders, Spanish pieces of eight (pesos) and Portuguese Joes. He would have been responsible for keeping the books and managing the finances of the firm. A grasp of bookkeeping and the various journals would have been essential tools of his trade.
A map of St. Croix from 1754 showing the various plantations.
18th century rulers did not have an appreciation for free trade. They wanted to ensure a ready market for their goods, and would impose high taxes on outside competitors to keep them out. Laws like the Acts of Trade and Navigation and the Molasses Act were designed to protect the interests of British planters in the West Indies, to keep them safe from competition. These laws made it legally impossible for French, Spanish, Dutch, and Danish sugar, rum, and molasses to find a market in Great Britain or in any British territory, including the thirteen colonies. Instead, these products were smuggled by American vessels into the thirteen colonies, usually with a wink and a nod from the Customs Officials, and often a bribe.
So it is precisely because of Britain's protective mercantile laws that islands like St. Croix flourished. Why all this need for surreptitious shipping?
In the 18th century, almost all manufactured goods (paper, fabrics, household items, tools, glass, tiles, etc.) came from Europe, while meat, fish, grain, and animal hides came from North America, and sugar, rum, and molasses came from the West Indies. The balance of trade always favored Great Britain. Meaning, the value of British goods imported by the thirteen colonies vastly surpassed the value of American goods shipped to Great Britain. This left the thirteen colonies with a huge trade deficit. This also meant that Great Britain reaped a huge surplus in gold compared to the colonies. In other words, the purchasing power of North America was greatly hampered by their forced dealings with Great Britain on an exclusive basis. They longed for British goods, but they could not earn enough specie to pay for them by selling their own products to Great Britain. They needed a third source of revenue. This could only come about by smuggling to foreign ports. This lack of free trade proved to be an intolerable shackle for the Americans. They longed to purchase more European luxury goods, but they needed a ready supply of cash. So how could they accomplish this?
Through smuggling.
It is estimated that the value of British goods exported to North America was worth double the value of American goods exported to Great Britain. This left a huge trade deficit that could only be made up through smuggling. By definition, the American colonists needed a ready supply of gold and silver so they could continue to buy British manufactured goods. This could only be achieved through illicit trade with the French, Spanish, Dutch and Danish West Indies. In other words, the North American colonists were forced to smuggle their own goods to the non-British West Indies out of economic necessity. They needed a ready market for items such as bread, flour, rice, dried and pickled fish, barrel staves and hoops, and cured meat. In turn, the gold the islanders paid the North Americans for these products fueled their trade with England. In one year alone, 1770, New England sent to the islands three times as many staves and hoops for barrels and hogsheads as was sent to England. Philadelphia exported 23,500 tons of bread and flour to the islands, as compared to 264 tons to England. All of this was basically in exchange for molasses, sugar, rum, and cotton.
Benedict Arnold was a New England ship captain who grew wealthy smuggling goods to the West Indies, including St. Croix.
What was Alexander Hamilton's part in all of this? As chief clerk for Beekman & Cruger in Christiansted, he was responsible for keeping the system in motion. He would receive the North American goods, find buyers on St. Croix for them, as well as receive Dutch, Spanish, and French goods (sugar, rum, molasses, cotton, coffee, cacao, etc.) for use by the North Americans. Some of these goods were African slaves, which no doubt fueled his strong anti-slavery stance during the course of his life.
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| An 18th century ledger book. |
Some of the activities he would have engaged in his day-to-day life would have entailed creating false clearance papers, partial entries, or mislabeled packages. For instance, later in the Revolution, we know that Dutch merchants in St. Eustatius were shipping gunpowder to North America in tea chests and rice barrels by means of false labeling. In other cases, they were shipping the gunpowder in glass bottles labeled "spirits". Many of these shipments may have passed through St. Croix on their way to the American colonies.
How do I know this?
Charles Reade, a resident of St. Croix, wrote to James Pemberton in Philadelphia in 1774 that much of the trade occurring on the island was being conducted by smuggling. A Captain Bryne from Antigua reported that he had learned of a schooner which arrived in St. Croix in 1775 to procure gunpowder for America, and "offering any money" for the purchasing. In addition, there is a letter in which Nicholas Cruger writes that he will be paying a tax on brown sugar, when it is really "clayed sugar", and paying the customs agent a "fee."
To give you an example of the cost of smuggling: In 1763, a shipment of 15,000 hogsheads of molasses was imported into Massachusetts, “all of which, except for less than 500, came from foreign (non-British) ports.” It was estimated that the value of the duty on molasses alone, if collected, would amount to $25,000 per year. Money that would have gone into the King’s treasury.
How did the Danish authorities react to smuggling? In my research, I’ve discovered that the Danish West Indies were a virtual smuggler’s haven. Charles Reade, a resident of St. Croix, wrote to James Pemberton in Philadelphia on March 8th, 1774 that much of the trade occurring on the island was being conducted by “smuggling.” Sir Joseph Yorke, British Ambassador at the Hague, had built up one of the better spy systems in Europe. On August 5th, 1774 he wrote his superior in London: “…Holland is shipping contraband directly to America, or trading with her in the Dutch and Danish islands of the Caribbean.”
Smuggling is a crime entirely created by governments. Broadly speaking, smuggling entailed any trade that circumvented the Acts of Trade and Navigation. In the mid-18th century, there was also a steady flow into the colonies of “foreign” (code for French) sugar and sugar products obtained through Dutch, Danish, and Spanish intermediaries in the West Indies or directly from the French themselves. Of all smuggling activities, the Dutch trade was the most sophisticated and best integrated into the consumer culture of New England and the Middle Colonies. The Dutch trade was, at its core, the shipping of goods from the European mainland to North America without fulfilling the Crown’s requirement that the merchant vessel stop at a port in Great Britain and enter its goods. By shipping directly, a merchant stood to save the cost of off-loading and reloading his goods and to avoid import and export taxes. He was then able to undercut his competition by selling his smuggled goods at a lower price.
In the 18th century, the British government collected a great deal of its income from customs duties - taxes paid on the import of goods such as tea, cloth, wine and spirits. The tax was as high as 30% in some cases, so these items became quite expensive. Smuggled goods were a lot cheaper since no duty was paid. People were ready and willing to buy smuggled goods, and it became big business.
Working in the trading firm of Kortright & Cruger (formerly Beekman & Cruger), exposed Alexander to all types of trade, including the African slave trade, which no doubt fueled his strong anti-slavery stance during the course of his life.
According to the Danish historian, Waldemar Westergaard, smuggling in the Danish West Indies became a “fine art” and was one of the “approved ways to wealth and affluence and even to titles of nobility.” The results of this liberal policy toward smuggling were reflected in the increased trade with the Dutch and the English colonists in North America, who were adept at “wriggling through the meshes of eighteenth century commercial regulations.” The visiting Dutch traders, always willing to sell their wares on credit, were highly successful among the planters in the Danish West Indies. No doubt, Beekman & Cruger were the agents of many of these sales.
Alexander Hamilton always maintained that he received "the most useful part of his education" while working for Beekman & Cruger in Christiansted.
While it is recognized that John Hancock was a smuggler of products like Dutch tea, glass, lead, paper, and French molasses, what’s not commonly recognized is that Alexander Hamilton, as chief clerk for Beekman and Cruger, was right in the thick of things. As Boatner wrote in his Encyclopedia of the American Revolution, “Amid the British, French, and Spanish islands were the Danish island of St. Croix and the Dutch island of St. Eustatius. These two were important supply points and neutral havens for American privateers and smugglers from the start of the Revolution.” Indeed, while working for Beekman & Cruger on St. Croix, Alexander Hamilton did receive the “most useful part of his education”.
Celebrating Court Interpreters During the Pandemic
The unprecedented COVID-fueled court shutdowns impeded many aspects of Maryland's legal system, but the shift to remote proceedings fostered greater language access for many respondents, — a bright side of the pandemic, the state's chief judge said on Thursday.
During the televised address, Maryland Chief Judge Mary Ellen Barbera commended the work of court interpreters who allowed respondents to engage with the legal system despite the pandemic. "The shift to virtual proceedings has actually made language access easier because interpreters can translate for respondents from remote locations," she said.
Court interpreters previously limited to providing in-person services in a specific court or county are now available to provide language access in any court anywhere in the state - wherever their services are needed," Barbera said.
Transitioning to full-time remote proceedings enabled our interpreters, judges, and court employees to become much more proficient and comfortable with remote interpreting," she added. "A development that will improve access to justice and the fair, efficient, and effective delivery of justice well into the future."
The Maryland Judiciary's Court Interpreter Program also fields and responds to requests for other accommodations for persons who are deaf or hard-of-hearing by providing Certified Deaf Interpreters (CDI) or other resources upon request. Program staff worked throughout the COVID-19 health emergency, and registry interpreters were called upon to provide interpretation for court proceedings held remotely by phone or video-conference. The Maryland Judiciary adopted the use of integrated interpreter management software, ScheduleInterpreter, in fiscal year 2020. The software is now used by all courts to schedule interpreter assignments and communicate with interpreters. Interpreters use the computer-based system or a mobile phone app to respond to assignment requests, generate invoices, and upload proof of their Continuing Education Unit (CEU) activities.
"Thank you to all of our dedicated language interpreters across the state, skilled professionals who have made significant adjustments in their work, switching from simultaneous interpreting to the less preferred consecutive mode, but they have surpassed every challenge with patience and understanding, and most of all, with great effectiveness," Barbera added.
New Catonsville District courthouse opened with speeches, ribbon-cutting ceremony
On October 27, 2020, the new Catonsville District courthouse officially opened with a ribbon-cutting ceremony and heartfelt speeches. Celebrating the event was Maryland Court of Appeals Chief Judge Mary Ellen Barbera, District Court of Maryland Chief Judge John Morrissey, District Court of Baltimore County Administrative Judge Dorothy J. Wilson, Governor Larry Hogan, and Secretary Ellington E. Churchill, Jr. of the Maryland Department of General Services.
Located on nearly six acres in the Rolling Crossroads Professional park, the new facility will house eight courtrooms and numerous state agencies. Construction on the new facility was managed by the Department of General Services. While construction was completed in January 2020, courthouse personnel are only just moving in since the facility was used to house the Towson District Court while their building was undergoing repairs and renovations. "The District Court is where the vast majority of Marylanders experience the court system," said Chief Judge Morrissey. "Our new Baltimore Country District Court will be a step forward in courthouse design while integrating best practices for security and technology within a facility that will be certified for its environmental responsibility."
Chief Judge Barbera added, "The new and much-anticipated Catonsville District Court courthouse brings additional courtroom to the people of Baltimore County, allowing more cases to be heard on a daily basis. Just as important, this facility is designed to house onsite services that provide legal assistance and information, increasing access to justice for all in Baltimore County. The Maryland Judiciary is committed to ensuring that the courthouses and other Judiciary facilities meet the evolving needs of all Marylanders We appreciate the support of the Governor's office and the General Assembly in making the new Catonsville courthouse a reality."
The Towson District Courthouse will return to its Chesapeake Avenue home on October 13 after a nine-month closure due to extensive repairs that prompted the temporary relocation of more than 100 employees to the new Catonsville District Courthouse building. "I am grateful to all of the hardworking Judiciary staff and judges who worked hard to provide continuity of court services during this challenging time," Judge Morrissey said.
Sample Social Media Post:
Sample Technology-Related Article:
Using Technology To Transform Your World
Transition Tool Kit:
Over the past decade, smartphones have revolutionized our lives in ways that go well beyond how we communicate. Besides calling, emailing, and texting, more than a billion people around the world are using these devices to order food, book cab rides, navigate their cars, compare product reviews and prices, follow the news, watch movies, listen to music and podcasts, play video games, and follow social media.
The goals and uses of technology are very different for adolescents and young adults. Tools such as smartphones can be empowering for adolescents transitioning into young adulthood, especially for individuals with autism. Technology can help your child become more independent, work on his or her challenges, and improve their strengths.
It's incontrovertible that smartphone technology has yielded many benefits to society, such as allowing people to work from home, allowing millions of people with no access to banks to conduct financial transactions, and enabling rescue workers to locate victims in a disaster area. Your smartphone can help you keep track of your children's dental hygiene and where they are at any time of the day.
Below is a list of some of the ways technology can help your child:
Communication
The most common use of technology to help children and adults with autism is to improve their communication skills. There are hundreds of apps and many built-in features of these devices that can help support individuals with autism at all levels and abilities. One app for example can be geared toward nonverbal children and adults, while another can help with social cues for individuals with strong verbal communication skills who lack more nuanced social skills.
Visual schedules
Tablets with visual schedules can be a great tool to help your child complete tasks and work on skills such as self-care and daily living. For example, a visual schedule for an evening routine can help him or her learn to manage their time, and gradually master a routine on their own, from an after school snack, to homework, to brushing their teeth and everything in between. These visual schedules can be very empowering in helping your child learn independent living skills.
Communication
The most common use of technology to help children and adults with autism is to improve their communication skills. There are hundreds of apps and many built-in features of these devices that can help support individuals with autism at all levels and abilities. One app for example can be geared toward nonverbal children and adults, while another can help with social cues for individuals with strong verbal communication skills who lack more nuanced social skills.
Visual schedules
Tablets with visual schedules can be a great tool to help your child complete tasks and work on skills such as self-care and daily living. For example, a visual schedule for an evening routine can help him or her learn to manage their time, and gradually master a routine on their own, from an after school snack, to homework, to brushing their teeth and everything in between. These visual schedules can be very empowering in helping your child learn independent living skills.
Decision-making
Individuals with autism who have more difficulty communicating can use technology to make their “voices” heard regarding decisions, which helps them foster the self-advocacy skills that are so important as they age into adulthood. You can start small. For instance, instead of ordering for your child at a restaurant, he or she can use a smartphone or a tablet to point to the item he or she wants.
Motivating tool
Technological devices like smartphone and tablets can also serve as motivation for your child. The use of an iPad or a favorite game app can serve as a reward for positive behavior like the completion of a chore or a homework assignment.
Video modeling
Video modeling is a method that involves teaching skills in a visual manner. The video can be of the individual completing a task, or of a teacher or parent teaching the skills and steps required to complete the task. Your child can watch the videos as often as they like in order to master the skills. Because the videos are available on a tablet or smartphone, your child will become more adept at these technologies just by virtue of watching them. Video modeling can help with a wide variety of skills including hygiene, job tasks, and more.
Social networking
Individuals with autism can find it easer to socialize via social networking rather than through more traditional face-to-face methods. Making friends or communicating with others online can help them work on the skills that will assist them at school, on the job, or in the community. In this way, smart phones can be essential.
Vocational assistance
Technology can be very helpful to some young adults and adults with autism in the workplace. For example, step-by-step checklists can help your child stay on top of tasks and complete them in an orderly and successful manner. Reminders and notes about each task in case he or she forget something, rather than continuously asking an employer or coworker, can also help your child become more independent in the workplace:
Sample Magazine Article:
Baking Their Way To A Better World
(Appeared in Autism Parenting Magazine, Jan. 2019)
By the Way Bakery was founded on a mission to create a better world for its employees, customers, and community. In 2011, founder Helene Godin came up with a unique vision of creating a gourmet, specialty bakery that her community of Hastings-on-Hudson would embrace. For Godin, inclusivity was paramount. To satisfy the gluten-free, dairy-free needs of her consumers, she tested and sampled countless recipes until she came up with her present menu. But her idea of inclusion didn't end with her baked goods. Godin also wanted to include people with intellectual and developmental disabilities on her staff.
According to a report published by Drexel University's Autism Institute, currently only 14% of adults with autism hold paying jobs in their communities. "I also had in the back of my mind that I'd like to further that goal of inclusion by providing jobs for people with disabilities," said Godin. "But I had to wait until October of 2016, when we moved into a much larger industrial kitchen."
The tiny storefront on Hastings-on-Hudson soon grew to four locations, and it was time for Godin to make her move. She contacted The ARC Westchester, a local agency that supports children, teens, and adults with intellectual and developmental disabilities, including those on the autism spectrum. With the help of ARC, Godin hired Lauren, a young woman with autism who desperately needed a job. "We were pleased from the start with Lauren's job performance," said Godin. "She used uncanny care and precision in placing the labels on the containers for the products we sell at Whole Foods." But Godin noticed that for the first few months, Lauren barely made eye contact. "She mostly looked away or stared at her shoes," said Godin. "So the first time she said to me, 'Bye, Helene. See you on Tuesday,' I nearly cried. In fact, I think I did cry."
A few months later, Godin asked the ARC Westchester for more workers. Soon Daniel joined her team. A soft-spoken 65-year-old gentleman with autism, Daniel embraced his role of bagging and sealing the cookies the bakery sells at all four retail locations. After Daniel came Steven, a recent high school graduate on the autism spectrum, whose mission is to keep the Hastings shop spotless.
There is a sign over the kitchen door that says, "Bake the World a Better Place." Godin believes that Lauren, Daniel, and Steven have made the world a better place by their presence. "I've watched each of them gain the self-confidence that comes from a job well done. They've added richness to the lives of the By the Way Bakery employees and to our community as a whole. I feel that in my own small way, I've made the world a better place for all of us."
Sample Newsletter:
Judges’ Gazette
Government Relations and Public Affairs
SPECIAL EDITION
Maryland Judiciary rolls back to Phase II of reopening plan
Due to a resurgence of COVID-19 in Maryland, the Maryland Judiciary will return to Phase II of its reopening plan effective Monday, November 30. On Tuesday, November 24, Maryland Court of Appeals Chief Judge Mary Ellen Barbera issued five new administrative orders which restrict statewide Judiciary operations until at least January. Under Phase II, clerks’ offices in the District Court of Maryland and circuit courts throughout the state will remain open to the public for emergency purposes only and by appointment for other matters. Circuit courts will hear specific case types remotely or on-site; however jury trials will be postponed until the Judiciary is able to re-enter Phase V of its reopening plan.
An additional order affirms that health measures will continue to be observed in all courthouses and Judiciary buildings in accordance with the Centers for Disease Control and Prevention (CDC) and the Maryland Department of Health. These include the wearing of face masks and maintaining social distancing.
“The Maryland Judiciary continues to proactively monitor the current COVID-19 public health crisis in Maryland, therefore, the Judiciary must alter its court operations for the second time in two weeks in order to protect the health and wellbeing of all,” said Maryland Court of Appeals Chief Judge Mary Ellen Barbera. “COVID-19 cases in Maryland are increasing at a rapid pace and with the Thanksgiving Day holiday upon us, it is imperative that the Judiciary respond to the current health situation by restricting court operations further. As always, the Judiciary will keep the public apprised of any changes in operations and ensure that as many of the core functions of the Judiciary will remain available to the extent the emergency conditions allow.”
Maryland Chief Judge Honors Volunteers
On October 28, Maryland Court of Appeals Chief Judge Mary Ellen Barbera spoke at the annual awards ceremony of the Maryland Volunteer Lawyers Service (MVLS). Held virtually, the event honored several outstanding attorneys who donated their time to help members of the community who could not otherwise afford legal services. A special 10 Year Volunteer Award was presented to Shawn Carter, Joseph Greenberg, Frank Hayward Starkey, and Irv Walker, and a 20 Year Volunteer Award was given to Jason Morton and Randy Wise. The partnership award was presented to Fight Blight Baltimore & Citizens for a Better Baltimore. This year, a new award was added, the MVLS COVID-19 Response Award, which recognized Shirley Middleton for her work in handling bankruptcy matters during the COVID-19 crisis. The Young Volunteer of the Year Award went to Heather Posey, and Walter D. Ty was the recipient of the Volunteer of the Year Award.
After congratulating the honorees, Chief Judge Barbera thanked them for going above and beyond the call of duty in support of MVLS clients by providing pro bono legal services.
“During a normal year, only about one in every five people in Maryland who cannot afford representation has their civil legal needs met in divorce and custody issues, foreclosure, consumer credit actions, bankruptcy, and evictions,” said Judge Barbera. “This year that need will be all the greater. We will count on you to help meet that need. Tonight, we celebrate 39 years of committed lawyers like you providing access to justice one person at a time.”
Baltimore City Veterans Treatment Court holds graduation ceremony for six participants
On November 10, five veterans were honored for successfully completing the requirements of the Baltimore City Veteran's Treatment Court (VTC). A small Veterans Day ceremony was also held during the event, to mark the special occasion. Baltimore City District Court Judge Halee F. Weinstein presided over the ceremony, and the featured speaker was Hugh McClean, director of the Bob Parsons Veterans Advocacy Clinic at the University of Baltimore School of Law.
"On November 10th, the Baltimore City Veterans Treatment Court celebrated five veterans, including four who graduated "virtually" over the summer, with a small graduation/Veterans Day celebration," said Judge Weinstein. "Despite the many setbacks brought on by the pandemic, our veteran participants continue to strive to succeed in their goals and recovery."
The VTC's mission is to serve the community and increase public safety by integrating and incorporating a coordinated treatment response for veterans with substance use disorders and mental health issues.
The Baltimore City VTC was founded five years ago by Judge Weinstein, who is also a veteran, as a court-supervised, comprehensive treatment-based program for veterans charged with misdemeanors and concurrent jurisdictional felonies in the District Court. The goal of the VTC is to reduce recidivism and provide defendants with assistance in finding resources available through the Department of Veterans Affairs and other programs that can help them achieve a drug-free lifestyle and become productive, law-abiding citizens.
Sample Statistical Abstract:
I am pleased to present the Maryland Judiciary’s Statistical Abstract for fiscal year 2020. The abstract is a compilation of trial and appellate court caseload data and provides information regarding the volume, type, and disposition of cases handled by the courts. The data in this report represents a statistical compilation of the Judiciary’s efforts to provide fair, efficient, and effective justice for the people of Maryland.
The Maryland Judiciary remains committed to providing the best possible service to all those with business before the courts. We work continuously to improve our systems and processes to meet the needs and expectations of the people of Maryland, both on a day to day basis and toward the high standard of the mandate of the Judicial Branch to provide justice under law. The Judiciary strives to work effectively and efficiently, while increasing transparency and providing access to Judiciary data and public information. The 2019 Statistical Abstract is a direct result of the dedication and hard work of our judges, magistrates, clerks, case managers, administrative support staff, and many others. These dedicated professionals, whether on the bench, behind the counter, or behind the scenes, work hard to process and adjudicate cases, and provide the related necessary services to achieve timely justice.
I am grateful for their service. It is only through their collective effort that we are able to serve the people of Maryland.
Mary Ellen Barbera
Chief Judge
Court of Appeals of Maryland
JUDICIAL REVENUE AND EXPENDITURES*
FISCAL YEAR 2020
Revenues and expenditures include all fund types. Category includes revenues and expenditures associated with child support reimbursements for magistrates. Also includes revenues and expenditures associated with Family Law.
COURT OF APPEALS
The Court of Appeals (Court) was created by the Constitution of 1776 and is the highest court in Maryland. Cases heard by the seven judges of the Court are, for the most part, selected through a discretionary review process. Petitions for certiorari come to the Court either before or after a case has been decided by the Court of Special Appeals. For most cases, the Court grants those petitions for certiorari it deems to be in the public interest.
The Court of Appeals also adopts rules of judicial administration, practice, and procedure. The Court also admits persons to the practice of law, answers certified questions of law, and conducts disciplinary proceedings involving members of the bench and bar.
The Court of Appeals sets cases on its regular docket from September 1st to August 31st, referred to as their “Term.” Petition docket cases are set from March 1st to February 28th. The Court of Appeals typically hears cases from September through June. There are two periods of time that are used to measure data collected in the Maryland courts, “Term” and “Fiscal Year.” The trial courts (District Court and circuit courts) report data using the measurement of fiscal year (July 1 through June 30th). To provide consistency in reporting, Court of Appeals statistics are shown by fiscal year and by term.
The case processing goals adopted by the Court of Appeals provide that all cases argued or filed during a Term are to be decided before the Term’s completion. This goal is similar to that of the U.S. Supreme Court and is part of the Judiciary’s commitment to ensure timely adjudication for all those with business before the courts.
The following table provides a statistical depiction of the Court’s workload for Fiscal Year 2019 and for the 2018 Term (September 1, 2018 through August 31, 2019).
COURT OF SPECIAL APPEALS
In Maryland, the Court of Special Appeals (Court) was created in 1966. Cases heard by the Court include any reviewable judgment, decree, or order of other action of a circuit court. The Court also considers applications for leave to appeal in such cases as post-conviction, habeas corpus matters involving denial of or excessive bail, inmate grievances, appeals from criminal guilty pleas, and violations of probation. The Court includes 15 judges — one judge from each of the seven appellate judicial circuits and eight from the state at large. The judges are empowered to sit in panels of three. All judges may sit “en banc” to hear a case if the majority of the judges so order. The following tables provide statistics on the Court’s workload for Fiscal Year 2020.
CIRCUIT COURTS
In Maryland, each county and Baltimore City has a circuit court. Circuit courts are the trial courts of general jurisdiction and are the only courts empowered to hold jury trials. The 173 judges handle major civil cases, serious criminal matters, and all family matters including juvenile. Circuit court judges also decide appeals from the District Court and certain administrative agencies. Judicial magistrates primarily hear family and juvenile matters and make recommendations based on their findings to the judge. In addition to judicial functions, these courts are responsible for recording the state’s land record transactions, as well as issuing a number of business licenses. Civil marriage ceremonies are often performed by judges and clerks, and the clerks of circuit court also issue marriage licenses.
Circuit courts are grouped into eight geographical circuits, each with two or more counties, with the exception of the Eighth Circuit, which consists of Baltimore City. The smallest jurisdictions have one judge. Montgomery County, which handled the largest number of cases in Fiscal Year 2019, has 24 judgeships. The following tables provide statistics on the workload in the circuit courts for Fiscal Year 2019.
DISTRICT COURT
Maryland’s District Court was created in 1970 by a constitutional amendment proposed by the legislature in 1969 and ratified in 1970. The District Court has jurisdiction over all property owner and tenant cases, replevin actions, motor vehicle violations, misdemeanors, certain felonies, and peace and protective orders. The District Court has exclusive jurisdiction in civil claims for $5,000 or less, and concurrent jurisdiction with the circuit courts in civil claims above $5,000 but less than $30,000. The District Court has concurrent jurisdiction with the circuit courts in criminal cases where the penalty may be confinement for 3 or more years or a fine of $2,500 or more. The District Court does not conduct jury trials. District Court Commissioners determine probable cause and establish bail and conditions of release and conduct public defender eligibility screening. Commissioners also issue interim peace and protective orders during hours when the court is closed.
The District Court is divided into 12 geographical districts, each containing one or more political subdivisions. There are 118 judgeships, including the Chief Judge. There are 34 District Court locations, with at least one judge resident in each county and in Baltimore City. The following tables provide statistics on the workload in the District Court for March 9-May 1, 2020.
Sample Annual Report:
JUSTICE IN THE TIME OF COVID-19
COVID-19: Tackling a Global Pandemic Through Teamwork and Leadership
In early March 2020, when it became evident that the country was facing a possible pandemic, the Judicial Council met with leaders of the Maryland Department of Health regarding the nature of the coronavirus (COVID-19), and how the courts could respond to a public health emergency. Chief Judge Mary Ellen Barbera and members of the Judicial Council were advised by health officials about the need to maintain certain health protocols in all courtrooms and Judiciary buildings, such as wearing masks, hand washing, and social distancing in order to safeguard the health of the public. Less than a week later, the courts were closed in order to contain the spread of the virus. Given that the courts have an obligation to safeguard due process and protect Constitutional rights, the courts closed to the public except for emergency matters.
Chief Judge Barbera issued two administrative orders authorizing administrative judges in trial courts to take appropriate measures to protect the safety of the public, justice partners, and court personnel. The chief judge also suspended all non-essential judicial activities, including jury trials, from March 16 until April 3 with the goal of balancing the need for the courts to remain operational with the need to safeguard the health and safety of Judiciary employees and court visitors. Within days, those orders were amended to close all courthouses statewide and require only essential employees to report to work, while permitting non-essential employees to work remotely.
“This was an extraordinary time. I don’t think we’ve had anything like this in the history of the Maryland Judiciary. We had to find a new way to make the courts work while keeping access to justice secure.”
~Court of Appeals Chief Judge Mary Ellen Barbera
On March 19, Chief Judge Barbera issued a video message apprising the legal community regarding the impact of COVID-19 has had on the Judiciary and the actions taken to date, namely, the need to limit the number of people in courthouses and other judiciary facilities consistent with health advisories. In addition, the chief judge confirmed that the Judiciary would seek to implement remote technology, such as videoconferencing, to conduct emergency and other matters remotely.
THE MARYLAND JUDICIARY
STATISTICAL ABSTRACT
MESSAGE FROM CHIEF JUDGE MARY ELLEN BARBERA
I am pleased to present the Maryland Judiciary’s Statistical Abstract for fiscal year 2020. The abstract is a compilation of trial and appellate court caseload data and provides information regarding the volume, type, and disposition of cases handled by the courts. The data in this report represents a statistical compilation of the Judiciary’s efforts to provide fair, efficient, and effective justice for the people of Maryland.
The Maryland Judiciary remains committed to providing the best possible service to all those with business before the courts. We work continuously to improve our systems and processes to meet the needs and expectations of the people of Maryland, both on a day to day basis and toward the high standard of the mandate of the Judicial Branch to provide justice under law. The Judiciary strives to work effectively and efficiently, while increasing transparency and providing access to Judiciary data and public information. The 2019 Statistical Abstract is a direct result of the dedication and hard work of our judges, magistrates, clerks, case managers, administrative support staff, and many others. These dedicated professionals, whether on the bench, behind the counter, or behind the scenes, work hard to process and adjudicate cases, and provide the related necessary services to achieve timely justice.
I am grateful for their service. It is only through their collective effort that we are able to serve the people of Maryland.
Mary Ellen Barbera
Chief Judge
Court of Appeals of Maryland
MARYLAND JUDICIARY AT A GLANCE
JUDICIAL REVENUE AND EXPENDITURES*
FISCAL YEAR 2020
Revenues and expenditures include all fund types. Category includes revenues and expenditures associated with child support reimbursements for magistrates. Also includes revenues and expenditures associated with Family Law.
COURT OF APPEALS
The Court of Appeals (Court) was created by the Constitution of 1776 and is the highest court in Maryland. Cases heard by the seven judges of the Court are, for the most part, selected through a discretionary review process. Petitions for certiorari come to the Court either before or after a case has been decided by the Court of Special Appeals. For most cases, the Court grants those petitions for certiorari it deems to be in the public interest.
The Court of Appeals also adopts rules of judicial administration, practice, and procedure. The Court also admits persons to the practice of law, answers certified questions of law, and conducts disciplinary proceedings involving members of the bench and bar.
The Court of Appeals sets cases on its regular docket from September 1st to August 31st, referred to as their “Term.” Petition docket cases are set from March 1st to February 28th. The Court of Appeals typically hears cases from September through June. There are two periods of time that are used to measure data collected in the Maryland courts, “Term” and “Fiscal Year.” The trial courts (District Court and circuit courts) report data using the measurement of fiscal year (July 1 through June 30th). To provide consistency in reporting, Court of Appeals statistics are shown by fiscal year and by term.
The case processing goals adopted by the Court of Appeals provide that all cases argued or filed during a Term are to be decided before the Term’s completion. This goal is similar to that of the U.S. Supreme Court and is part of the Judiciary’s commitment to ensure timely adjudication for all those with business before the courts.
The following table provides a statistical depiction of the Court’s workload for Fiscal Year 2019 and for the 2018 Term (September 1, 2018 through August 31, 2019).
COURT OF SPECIAL APPEALS
In Maryland, the Court of Special Appeals (Court) was created in 1966. Cases heard by the Court include any reviewable judgment, decree, or order of other action of a circuit court. The Court also considers applications for leave to appeal in such cases as post-conviction, habeas corpus matters involving denial of or excessive bail, inmate grievances, appeals from criminal guilty pleas, and violations of probation. The Court includes 15 judges — one judge from each of the seven appellate judicial circuits and eight from the state at large. The judges are empowered to sit in panels of three. All judges may sit “en banc” to hear a case if the majority of the judges so order. The following tables provide statistics on the Court’s workload for Fiscal Year 2020.
CIRCUIT COURTS
In Maryland, each county and Baltimore City has a circuit court. Circuit courts are the trial courts of general jurisdiction and are the only courts empowered to hold jury trials. The 173 judges handle major civil cases, serious criminal matters, and all family matters including juvenile. Circuit court judges also decide appeals from the District Court and certain administrative agencies. Judicial magistrates primarily hear family and juvenile matters and make recommendations based on their findings to the judge. In addition to judicial functions, these courts are responsible for recording the state’s land record transactions, as well as issuing a number of business licenses. Civil marriage ceremonies are often performed by judges and clerks, and the clerks of circuit court also issue marriage licenses.
Circuit courts are grouped into eight geographical circuits, each with two or more counties, with the exception of the Eighth Circuit, which consists of Baltimore City. The smallest jurisdictions have one judge. Montgomery County, which handled the largest number of cases in Fiscal Year 2019, has 24 judgeships. The following tables provide statistics on the workload in the circuit courts for Fiscal Year 2019.
DISTRICT COURT
Maryland’s District Court was created in 1970 by a constitutional amendment proposed by the legislature in 1969 and ratified in 1970. The District Court has jurisdiction over all property owner and tenant cases, replevin actions, motor vehicle violations, misdemeanors, certain felonies, and peace and protective orders. The District Court has exclusive jurisdiction in civil claims for $5,000 or less, and concurrent jurisdiction with the circuit courts in civil claims above $5,000 but less than $30,000. The District Court has concurrent jurisdiction with the circuit courts in criminal cases where the penalty may be confinement for 3 or more years or a fine of $2,500 or more. The District Court does not conduct jury trials. District Court Commissioners determine probable cause and establish bail and conditions of release and conduct public defender eligibility screening. Commissioners also issue interim peace and protective orders during hours when the court is closed.
The District Court is divided into 12 geographical districts, each containing one or more political subdivisions. There are 118 judgeships, including the Chief Judge. There are 34 District Court locations, with at least one judge resident in each county and in Baltimore City. The following tables provide statistics on the workload in the District Court for March 9-May 1, 2020.
Sample Annual Report:
Maryland Judiciary
2020 STRATEGIC PLAN UPDATE
JUSTICE IN THE TIME OF COVID-19
COVID-19: Tackling a Global Pandemic Through Teamwork and Leadership
In early March 2020, when it became evident that the country was facing a possible pandemic, the Judicial Council met with leaders of the Maryland Department of Health regarding the nature of the coronavirus (COVID-19), and how the courts could respond to a public health emergency. Chief Judge Mary Ellen Barbera and members of the Judicial Council were advised by health officials about the need to maintain certain health protocols in all courtrooms and Judiciary buildings, such as wearing masks, hand washing, and social distancing in order to safeguard the health of the public. Less than a week later, the courts were closed in order to contain the spread of the virus. Given that the courts have an obligation to safeguard due process and protect Constitutional rights, the courts closed to the public except for emergency matters.
Chief Judge Barbera issued two administrative orders authorizing administrative judges in trial courts to take appropriate measures to protect the safety of the public, justice partners, and court personnel. The chief judge also suspended all non-essential judicial activities, including jury trials, from March 16 until April 3 with the goal of balancing the need for the courts to remain operational with the need to safeguard the health and safety of Judiciary employees and court visitors. Within days, those orders were amended to close all courthouses statewide and require only essential employees to report to work, while permitting non-essential employees to work remotely.
“This was an extraordinary time. I don’t think we’ve had anything like this in the history of the Maryland Judiciary. We had to find a new way to make the courts work while keeping access to justice secure.”
~Court of Appeals Chief Judge Mary Ellen Barbera
On March 19, Chief Judge Barbera issued a video message apprising the legal community regarding the impact of COVID-19 has had on the Judiciary and the actions taken to date, namely, the need to limit the number of people in courthouses and other judiciary facilities consistent with health advisories. In addition, the chief judge confirmed that the Judiciary would seek to implement remote technology, such as videoconferencing, to conduct emergency and other matters remotely.
Court of Special Appeals Chief Judge Matthew J. Fader provides a snapshot of how they were able to adapt to the changing needs brought on by the public health emergency: “The Court of Special Appeals was able to maintain full operations throughout the COVID-19 pandemic as a result of the dedication, patience, and flexibility of its staff, judges, and the advocates who have appeared before us, as well as the strong support of other arms of the Judiciary. Through collaboration with JIS and the State Court Administrator, we were fortunate to have completed the conversion of our legacy case management system to MDEC shortly before the pandemic hit. That combined with the Court of Appeals approving the use of MDEC for all appellate cases, allowing us to handle most filings electronically. Through the exceptional dedication of our staff and the relative amenability of appellate arguments to remote proceedings, we were able to begin holding all of our arguments remotely beginning on April 3, 2020 and have continued to do so, with only minor interruptions, ever since. We are very appreciative of the operational flexibility we have been afforded; the support provided by JIS, AOC, and others; and the resilience and dedication of our staff and judges that have made our operations during the pandemic possible.”
“We are very appreciative of the operational flexibility we have been afforded; the support provided by JIS, AOC, and others, and the resilience and dedication of our staff and judges that have made our operations during the pandemic possible.”
~Court of Special Appeals Chief Judge Matthew J. Fader
District Court Chief Judge John Morrissey began a series of Monday, Wednesday, and Friday calls with the administrative judges for each of the twelve districts that comprise the leadership of the District Court. Judge Laura Ripken initiated similar calls with circuit court administrative judges. These calls for both the circuit courts and District Court are used to discuss best practices, share new and ongoing concerns, and explore new approaches to expand the Judiciary’s ability to conduct additional court business.
“From day one of the emergency, the courts remained open and working within the restricted setting as appropriate,” said Judge Laura Ripken. “Specifically, with respect to the 24 circuit courts in the State of Maryland, daily operations of essential functions have continued, in most cases remotely, using court approved technology. All circuit courts have safety procedures in place to address those in the courthouse including screening and the wearing of masks. Each circuit court is working on their own reopening plan to meet the needs of their individual jurisdiction. All this is possible due to the diligent work of the staff in each circuit court, including administrative staff, the staff of the clerk’s office, and judges who are on the front lines of the judicial branch and are making sure that our core and essential operations continue and that we are prepared to move forward out of this emergency.”
On April 3, the Court of Appeals heard oral arguments remotely for the first time during the emergency utilizing Skype for Business, and on May 6, District Court Chief Judge John Morrissey issued a communication that provided for the extension of all interim and temporary protective, peace, and extreme risk protective orders until such time that the court could conduct a hearing or communicate with the parties.
The Move to Remote Proceedings
On June 11, the Judicial Council’s Court Technology Committee proposed the use of Zoom for Government as the Judiciary’s preferred remote video platform to support remote hearings and certain court functions with internal and external participants and members of the public. The committee’s chairman, Judge Fred S. Hecker, Carroll County Circuit Court, advised the council members that during the preceding three months, judges and Judiciary staff had become creative and innovative in the use of Zoom to conduct remote proceedings through a variety of platforms, including teleconferencing, but without any standardized guidelines or best practices.
Subsequently, the Court Technology committee formed the Remote Hearings Work Group to review best practices for remote hearings from around the world. The research resulted in the Report to Maryland Judiciary Judicial Council on Remote Hearings Proposed Standards and Guidelines, which contained numerous recommendations. The report focused on two primary areas: technology processes and court business processes. Judge Hecker explained some of the features of Zoom for Government around which the best practices and recommendations were formulated, such as waiting rooms that allow for sequestration of witnesses, breakout rooms that allow for private communication between counsel and their client, and functionality to facilitate spoken language interpretation.
“From the start of the pandemic, the District Court worked hard to hold remote hearings safely, including bail reviews, bail modifications, sentence modifications, criminal pleas, and Drug and Mental Health dockets, incorporating technological advances to reshape the way we conduct business in the future,” said Chief Judge John Morrissey. “On a positive note, it seems the global pandemic has made it possible to enact positive changes in the way the courts do business, which is a benefit to all.”
Adopting a Phased Reopening Plan
On May 22, Chief Judge Barbera issued four administrative orders regarding the gradual resumption of full court operations. The plan entailed a five-phased approach during which time the courts would gradually return to normal functioning. During the various phases, the courts would continue to maintain health and safety protocols for Judiciary personnel, and remote technology to conduct remote proceedings. The chief judge also lifted the statewide suspension of grand juries, allowing them to resume at the discretion of an administrative judge, and permitting for the empaneling of new grand juries as necessary.
Later that month, Chief Judge Barbera joined the Pandemic Rapid Response Team (RRT), a new court initiative to guide courts across the country as they begin to reopen amid the Coronavirus pandemic. The RRT was a joint effort of the conference of Chief Justices (CCJ) and the Conference of State Court Administrators and was supported by the National Center for State Courts (NCSC). In addition, State Court Administrator Pam Harris was appointed to the NCSY’s Post-Pandemic Planning (PPP) Technology Workgroup. The workgroup was tasked with evaluating the role technology should play in response to the pandemic, both immediate and long-term, whether the courts should fully return to pre-pandemic operations, or if technology should be redesigned to not only transform existing processes, but to improve those processes to better serve the public.
The District Court of Maryland and the Administrative Office of the Courts began supplying personal protective equipment (PPE) to 52 locations statewide, as well as protective barriers to 45 locations throughout the state. PPE supplies include face masks, gloves, hand sanitizer, social distancing signs and floor markers, sanitizing wipes, and soon after deployed stand-alone temperature devices to facilitate temperature checks. Additionally, the District Court and Administrative Offices provide sanitizing and cleaning services when needed.
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