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use improvement. Based on the sur- vey results, COR E developed five sub- committees in order to address areas of specific concern highlighted by the employees:
1. Hiring, retention and pro- motion: subcommittee will be charged with examining Family Court’s hiring, retention and pro- motion of staff in order to elimi- nate any intentional/unintentional biases
2. Cultural competency/racial equity training for all employees: subcommittee will be charged with exploring ways to provide enhanced training to staff and to identify spe- cific trainers
3. Enhancing customer/litigant experience: subcommittee will be charged with ensuring all litigants
and attorneys are treated equally and with respect, regardless of their station in life
4. Review of forms, policies, procedures, practices to eliminate bias: subcommittee will conduct a thorough review of all Family Court forms, policies, procedures and practices to eliminate bias and/ or the appearance of bias
5. Data collection: subcommit- tee will develop ways to collect data and analyze the collected data to determine if there is any disparate treatment of racial minorities
The subcommittees met for the first
time on December 14, 2020, to begin the important work of improving the workplace culture of the Family Court in Delaware.
As the co-chairs of CORE, our
hope is that we can create real change that is evident to not only our employ- ees, but also to our litigants and stake- holders. As the late, renowned author James Baldwin said, “Not everything that is faced can be changed, but noth- ing can be changed until it is faced.” The work of eliminating bias and creat- ing an inclusive environment is not an easy task, nor can it be accomplished unless we are willing to acknowledge that these issues persist in our environ- ments. However, we are confident that the members of CORE are steadfast and committed to achieving our mis- sion and goals.
Disclaimer: The views expressed in this article are the personal views of the authors and not reflective of Family Court as a whole.
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