Colorado WINS members in the Department of Corrections keep our communities safe and our facilities running. From correctional officers to case managers, maintenance crews, food service workers, and administrative staff, CDOC employees do critical work every day in prisons and parole offices across the state.
Fairness across facilities, more accountability for management, and better protections on the job.
Our new contract secures a standardized process for overtime across facilities, an 83% increase to the annual Uniform Stipend, and more accountability in the decisions DOC management makes about our jobs.
We improved union access to facilities for more organizing support from COWINS staff, elected officers, union stewards, and retiree members.
Maximum Visibility
Each facility shall provide a bulletin board positioned at a location of maximum visibility to Employees, such as near a time clock or Employee entrance.
Dedicated Union Info
The bulletin board shall be dedicated to union information as described in Article 5.6.
Reasonable Access
Upon providing advanced written notice to DOC, COWINS representatives shall have reasonable access to on-site visitation of covered Employees.
Compliance & Operations
Unescorted Green Badge
Upon written request, representatives will receive training to earn a green badge for unescorted visits.
We created an inclusive definition of professionalism that recognizes the need for accommodations, and enforces Colorado Anti-Discrimination Act through our contract.
When DOC receives written recommendations from the statewide Equity Office that are applicable to DOC, the department and COWINS shall meet to discuss an action plan to review, evaluate, and implement those recommendations.
As data provided by the State Workforce Report and data that tracks hiring, rewards, promotion, demotions, layoffs, and terminations for protected classes identified in the Colorado Anti-Discrimination Act is made available, as outlined in Article 8, DOC and COWINS shall make this data a topic for the LMC meetings to ensure compliance with the Partnership Agreement.
We created a hardship transfer process for staff who experience extraordinary life circumstances, and protection from nepotism in management decisions on salary, promotion, or leave.
DOC will maintain a centralized transfer-request process for covered positions, administered by the Office of Human Resources (OHR) to ensure transparency and fair treatment.
Approved based on Total State Service, minimum qualifications, and business needs. Non-selected candidates may request feedback within 10 calendar days.
Awarded to the Employee with the most Total State Service. The bidding process is maintained locally and is made public upon request to view all bidders.
A. Candidate Rubric
Candidates are ranked utilizing a rubric based on job-related knowledge, skills, abilities, minimum/preferred qualifications, and exam scores. Years of State Service count as a preferred qualification.
B. Anonymized Exams
Personal identifying information is redacted on written exams and during promotional assessments when interviews or in-person exercises are not used for comparative analysis.
C. Certified Selection
To ensure fairness, objectivity, and compliance with selection standards, all candidates will be ranked exclusively by an HR professional who is certified in selection.
D. List Retention
Candidates remain on the eligibility list for its duration unless they withdraw or are removed under State Personnel Rules. Arbitrary removal is strictly prohibited; written notice is required.
Vacant positions filled as a reasonable accommodation under the ADA are strictly subject to all applicable governing accommodation laws.
DOC authorities must not exercise favoritism. If a relative or significant relation is appointed, decisions on salary, promotions, and benefits must be managed by an independent third party.
No employee may be directly supervised by a close relation.
Employees may request transfers for documented, unforeseen, or catastrophic events threatening health or safety. Work location changes must mitigate these events. Written reasons are required for any denials.
We won mandatory posting of staffing plans that identify posts, positions, and roles at each facility, and a commitment to maintain sufficient staffing levels for operations.
Before making changes to regularly scheduled shifts, days to work, or job assignments, managers will strive to reach a mutual agreement with the Employee.
Changes to an Employee's regular schedule or workplace location shall be strictly governed by the procedures outlined in Article 14 of the Partnership Agreement.
For 24-hour operations or 7-day facilities, staffing plans must identify specific posts, roles, and positions to ensure safety. These are provided to COWINS upon request.
We removed hashtag/courtesy marks, incentivized overtime volunteers by reducing their mandatory overtime, and empowered staff to volunteer for overtime at other facilities. For staff who are mandated to be held over, we also won earlier relief and release from post.
Scheduling
Rotation Rules
Coverage
This process applies to overtime opportunities that arise after the final monthly schedule has been published but with more than 48 hours’ notice before the shift starts.
1. Review List
Management will first review the General Overtime Volunteer List to identify qualified volunteers.
2. Award Shift
3. Schedule
Volunteers will be added to the schedule as soon as possible.
When overtime needs arise with less than 48 hours' notice, management will immediately solicit qualified volunteers via email, rosters, intercom, or roll calls.
Priority 1
Volunteers available to occupy the post at the scheduled shift start time are prioritized.
Priority 2
Overtime is granted to the first qualified employee to respond to the solicitation.
Priority 3
The supervisor will review the volunteer overtime roster to contact qualified staff before the oncoming shift. If unsuccessful, additional attempts will follow.
If shifts remain unfilled after DOC has completed the volunteer process, mandatory posts will be addressed through the following progression:
A. Holdover
Overtime will be assigned to qualified employees currently on shift, following a rotating order based on least Total State Service.
B. Exceptions
In unexpected no-call/no-shows, DOC may skip initial volunteer search and go directly to Holdover Roster while seeking volunteers.
C. Cover Down
Supervisors, Team Leaders, Lieutenants, and Captains may Cover Down when possible.
D. Relief
The Department will prioritize the relief of employees mandated for overtime.
Any employee who volunteers for and fulfills an overtime shift of at least two (2) hours shall be given credit on the Mandatory Holdover Roster for that specific selection period.
Applies whether volunteered during the initial schedule build or after the final schedule has been published.
In the event of an Urgent or Emergency situation (as defined in the agreement), DOC reserves the right to mandate overtime immediately.
Standard procedural steps do not need to be followed in these critical scenarios.
Ensuring transparency, fair error remedies, and clear paths for informal resolution.
A. Transparency
Meetings between management and Stewards address overtime errors, trends, and assignments to brainstorm solutions for discrepancies.
B. Resolution
Employees are strongly encouraged to address disagreements over specific overtime assignments early through informal channels.
We created an Annual Incentive Pay Committee to develop recommendations for DOC’s director and an end to unilateral decisions on new incentives and differentials.
The LMC reviews incentives, turnover trends, hard-to-fill roles, and exit surveys. Below are the guidelines establishing the specialized Annual Incentive Plan Committee.
1. Purpose & Scope
Established each fiscal year to develop data-informed recommendations that foster productivity, enhance engagement, and increase staff retention.
Serves as the feedback mechanism under Board Rule 3-21(A).
2. Meetings & Members
Consists of 5 COWINS representatives and DOC representatives utilizing interest-based problem solving. Requires at least 3 in-person all-day meetings between May 1st and June 15th, considered work time.
3. Review Process
Recommendations are presented to DOC Leadership, contingent on General Assembly funding. If no agreement, independent proposals are due within 5 days; Executive Director responds within 10 days.
Procedures and guidelines for developing, negotiating, and finalizing new incentive plans post-annual implementation.
1. Proposal
The Department must notify COWINS of any new incentive plans. COWINS may request to meet within ten (10) days of written notice to negotiate in good faith. Committee meetings are considered work time.
2. Agreement
Agreed plans are jointly publicized. If no agreement is reached, COWINS has five (5) days to present an alternative incentive plan, which the Department shall consider in good faith.
3. Escalation
Unresolved plans go to DOC Leadership (5 days to submit, 10 days to respond). If unresolved, DOC may implement. Established timelines may be extended via mutual written agreement.
On-call shifts are offered to volunteers first. If vacant, shifts assignments rotate based on least Total State Service. Ties resolved by most Total State Service. If you’re called in before/after your shift, you can adjust your schedule.
On-call shifts are offered to volunteers via sign-up sheets. If two or more select the same shift, it is awarded on a rotating basis using most Total State Service.
For shifts with less than 48 hours' notice, DOC requests volunteers. First-come, first-served. Ties are resolved by most Total State Service. If vacant, shifts are assigned in rotating order based on least Total State Service.
On-call employees called in before/after shifts may adjust their schedule. Subject to mutual agreement with the Health Authority, which shall not be unreasonably denied.
We won the ability to opt in to 10-hour safety breaks after working 14 hours or more, and improved performance evaluations by ensuring they include time spent working outside of your job classification.
No Employee shall work more than 16.5 hours in a 24-hour period, except during documented urgent or emergency situations.
DOC recognizes scheduled days off. Employees shall not be mandated to work on scheduled days off except under strict conditions:
DOC shall make every effort to prevent workplace violence through its comprehensive policies and programs. The Department is committed to working collaboratively to eliminate hazing, harassment, and all other forms of physical or verbal violence across facilities.
When considering a change to the relief factor, the Department must notify Colorado WINS pursuant to Article 5 of the Partnership Agreement.
DOC & COWINS recognize the Workplace Accommodations for Nursing Mothers Act.
Employees requesting workplace accommodations (including ADA, temporary modified duty, or religious reasons) must submit their formal request pursuant to:
Employees shall have full access to the Department's wellness program and the Colorado State Employee Assistance Program (CSEAP) via:
The vacation sign up schedule will be circulated to all employees within a unit. Scheduled leave will be honored in the event of involuntary transfer. Holiday leave requests are now granted based on most Total State Service.
Uniforms shall continue to be provided to employees as they are at the time of this agreement.
DOC will provide a Uniform Maintenance Program (UMP) for all Employees required to wear a uniform.
Upon sufficient funding appropriation each fiscal year, DOC will implement the UMP.
We are partnering with DOC to provide crisis resources in facilities and union orientations, along with regular wellness fairs. Staff get at least one administrative day off after experiencing a qualifying traumatic event.
DOC shall provide a Wellness Program for all covered Employees:
Support for employees implicated in traumatic events:
DOC and COWINS maintain a shared commitment to Employee well-being:
DOC and COWINS collaborate through the LMC to plan wellness fairs with external stakeholders.
DOC provides wellness service and resource details during employee orientation.
COWINS may provide written wellness materials for distribution during their 30-minute NEO slot.
We created a Retention Committee to help recruit and retain hard-to-fill positions like clinical services, and to shed light on the impacts of short staffing.
DOC and COWINS regularly collaborate through LMC to address and track workforce retention:
Establishment of targeted committees to develop industry-standard retention initiatives:
Focusing resources where they are most urgently required to solve critical staffing gaps:
We standardized best practices for breaks and rest periods. If you are held over for 4+ hours, you get an extra 20 minutes to prepare for your holdover. Any staff working security post gets a meal break.
Regulations governing paid meal periods, operational scheduling under 24-hour constraints, and joint LMC best practices.
A. Paid Meals
Employees working a shift of 5 hours or more will be afforded one 30 minute paid meal period.
B. Location
Whenever operationally feasible and to meet business needs, Employees may take meal periods away from their assigned post.
C. Best Practices
Within 120 days, the DOC LMC shall collaborate to document advisory “best practices” across facility types and staffing models.
The procedures regarding paid meal breaks apply strictly to the following positions:
Regulations governing transition flexibility, scheduling parameters, and compliance rules for unscheduled holdovers.
Paid Flexibility
Paid transition time when assigned to work 4+ hours of holdover immediately following a scheduled shift.
Scheduling
Guidelines on when the transition flexibility break must be scheduled and granted.
Compliance
Location limits and operational constraints governing the use of transition time.
I work as a Correctional Sergeant at the DRDC in Denver. I’m very active in our union because it’s the only way we can make corrections jobs safer and more sustainable. Given our staffing crisis, winning shift differentials–or more pay–for weekend work has been huge for us, making it easier for us to cope with endless double shifts and the toll those take on our lives and our families.
The CDOC LMC brings together union members and management to discuss ongoing workplace issues. This committee exists because we know that the people doing the work have the best ideas for improving it.
All year round, we are engaging in our union to lift up the needs of state workers. Find an upcoming event below!
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