CLERK AND R D J PEAK 3.0 F 26, 2015 - Denver...Alfresco with General Services Tactic 3.04: Align staff to maximize strengths and creativity, and to optimize utilization Clerk and Recorder

CLERK AND RECORDER DEBRA JOHNSON

PEAK PERFORMANCE 3.0 REVIEW FEBRUARY 26, 2015

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http://www.stateoftheclerk.org/

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http://www.stateoftheclerk.org/

Citywide Vision: We will deliver a world-class city where everyone matters

Mission: Provide customer-friendly processes that are efficient and transparent, records that are easy to access, and elections that are accurate, secure and convenient for voters

Strategy 1: Use technology, when appropriate, to increase staff efficiency and enhance resource

allocation and customer experience.

Strategy 2: Create an organizational culture in which exceptional service is encouraged and rewarded as the foundation of a world-class customer service agency; and seek out successful models to increase productivity, efficiency and overall professional growth.

Strategy 3: Utilize a cost-effective, collaborative approach to achieve agency initiatives and ensure

continued financial stability.

Tactic 1.01: Online auctions and replace case management system for foreclosures

Tactic 1.02: Electronic petitions for gathering signatures (i.e. tablet)

Tactic 1.03: Provide online access to all executed contracts

Tactic 1.04: Mobile application for Voter information and look up

Tactic 2.01: Implemented Emphasize service to the public through clearly communicated agency values and continued customer service training

Tactic 2.02: All Agency Staff Green Belt Certified. 3 Black Belts.

Tactic 2.03: Staff enrolled in innovative customer relationship management certification classes

Tactic 3.01: GIS standards – GIS Advisory Committee business case for lot-block-parcel alignment

Tactic 3.02: Continued development and enhancements to SharePoint

Tactic 3.03: Records retention module for Alfresco with General Services

Tactic 3.04: Align staff to maximize strengths and creativity, and to optimize utilization

Clerk and Recorder Vision:

To be regarded as the most customer-centric and trusted clerk & recorder team in the state of Colorado

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Tactic 2.03: Continue participation in Mayor’s customer experience initiative

Tactic 2.04: Real time customer service feedback through implementation of units

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The Clerk and Recorder’s vision for the agency meshes well with the Mayor’s vision. The agency serves a number citizen needs including voting, marriage licenses and custodianship of millions of public records. These affect our citizens at fairly fundamental levels and the agency aims to serve the citizenry with excellence. The Clerk and Recorder’s mission is served through three main strategies: Use technology to enhance the customer experience and increase staff efficiencies Create an organizational culture that emphasizes and rewards world class customer service, and increase productivity and overall professional growth Be cost-effective, and be collaborative with other city agencies. Use these approaches to achieve agency goals and to ensure future fiscal stability

Mission-Level Outcome Metrics

Clerk and Recorder Division Measure 2013 Actual 2014 Actual 2015 Goals Status Progress

First Call Resolution 35% 45% 55%

% of eRecordings 62% 68% 70%

Customer Transaction Time

10-15 minutes

10 minutes 9 minutes

Denver 311 Phone Calls 19,644 17,246 15,500

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Elections Division Measure 2013 Actual 2014 Actual 2015 Goal Status Progress

Ballot TRACE 17,115 30,207 50,000

Cost per registered voter

$1.52 $2.86 $3.00

Online VR Form % 14% 22% 25%

First Call Resolution 83% 98% 98%

Meets or exceeds standard

Within 10% of standard

Not meeting standard

Making positive progress

Making negative progress

Status Colors: Progress Arrows:

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Clerk and Recorder Division Agency goal to increase First Call Resolution (FCR) – customer’s need was resolved during their initial call to Denver 311. % of eRecordings – staff can record four times more real estate recordings when received electronic vs in paper thereby increasing overall effectiveness Multi year effort to reduce the time that our customers spend at our customer counters. Increase the type and amount of relevant information on our agency website; easier to navigate; members of the public can find what they need thereby reducing the number of phone calls to Denver 311. Elections Division – Amber: Ballot Trace – this shows subscribers. Actual users is more than double this for each category. So in 2014, we actually had over 100K voters use the look-up to access their ballot info with 30K actually being subscribers. 2014 projected cost per voter was 4.54, so significantly better than what we projected due to the new model, etc. And we served more voters. OLVR will likely stay steady since most of our registrations come from DMV/CDOR. We are working to streamline that process with the state to further reduce costs in processing. For FCR, We look at the FCR rate the weekend before election day and on election day. We got up to 98% this year for the 2014 General and it is amazing. This was due to the policy innovation, communication strategies, and our work with 311 to better train the agents.

Vital Signs

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Vital Signs

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The Office of the Clerk and Recorder has achieved a 44% increase in Vacancy Hours from 2011. The data is represented as average vacancy hours per month.

Employee Engagement

OCR Employee Engagement Index Scores Year Net +Eng -Eng

2013: 21.6 = 26.9 –5.3 Citywide = 15.1 A 1.8 point increase from 2011

Driver Areas for Improvement Tactics Link employees’ work to agency “bigger picture” • Implemented SharePoint (collaborative tool) 90 %

utilization • Celebrate innovation and technology advancements

to meet agency priorities

• Provide instant access to relevant and up-to-date information

• Promote collaboration and communication Career Growth within the agency • All OCR employees have taken Green Belt training

• 3 OCR employees are Black belts • Certified Municipal Clerk (national certification) • 6 Election employees Certified Elections / Registration

Administrator (CERA)

• Prioritize training opportunities through CityU, Conferences, Webinars and regional professional organizations

• 13 % decrease in employees seeking other employment Increase employee recognition and appreciation • Capture customer experience for every customer at

the counter- tie that to employee recognition and the customer experience

• Incentivize employees to exceed customer service standards by granting Comp Time to high performing employees

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Agency employee engagement continues to trend in a positive direction and is higher than the citywide average.

Budget Update

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AGENCY WIDE Budget Actuals Budget Savings % Difference

2011 $ 7,804,600 $ 6,634,060 $ (1,170,540) -15% 2012 $ 8,848,900 $ 7,558,469 $ (1,290,431) -15% 2013 $ 6,464,184 $ 5,353,168 $ (861,016) -14%

2014 C&R $ 2,819,200 $ 2,291,641 $ (527,559) -19%

2014 Elections $ 6,302,704 $ 5,064,076 $ (1,238,628) -20%

2014 Totals $ 9,121,904 $ 7,355,717 $ (1,766,187) -19%

2011-2014 $ 31,989,588 $ 26,901,414 $ (5,088,174) -16%

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Denver’s Office of the Clerk and Recorder is a successful steward of taxpayer dollars. Over the past 4 years the agency has returned over $5 MILLION dollars to the General Fund in unspent budget appropriations, a majority of which came from the Denver Elections Division. Average of 16% Budget Savings since 2011.

Innovation Fund Update

Project Year/$ Awarded Proposed Outcome Business Case Actual

Recording Management

System

2013/ $525,100 Awarded - $400,000 OCR

Cutting edge technology; online public access to 8.6 million documents; Increased productivity

Obsolete technology; Unable to meet customer’s needs

53% under budget and on-time; 35% decrease in transaction time; $21,000 in savings 1st year

ALFRESCO Records Retention Module (Co-Sponsored with

General Services)

2014/ $352,000 Awarded

City-wide application of retention requirements

Exponential growth of records and no efficient method of disposition and compliance

Go-Live 12/2014. Project delayed

Public Trustee Case Management

2015/ $330,000 Awarded - Agency: $200,000

Increased automation of foreclosures/online auctions

Agility and Preparedness for housing market cycles

To be implemented in Q4, 2015

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As part of our effort to strive for continuous improvement and deliver innovative solutions, we have or are in the process of implementing the following initiatives: Recording Management System: Implemented in November 2013. On-time and significantly under budget. The new recording system afforded us the capability of making available over 8.6 million documents for public online access. Real recordings (Warranty Deeds, Quit Claim Deeds, Marriage Licenses, etc..) can now be accessed online from any computer with internet access. AFRESCO: This initiative will allow the city to dispose of legacy records after all statutory requirements have been met. Reduce costs associated with increasing volumes of electronic content. PT Case Management System: Part of 2015 work plan. This initiative will streamline the processing of foreclosures, increase access and promote greater transparency.

Sustainability

Resource Investment Projected Contribution to Meeting 2020 Goals

Key Assumptions

Upcoming Benchmarks and Status

Preservation – Digitized and made available 8.6 million documents for online public access

• Over 6,200 customers did not have to visit OCR office to obtain copies of recorded documents

Reduces resources (paper, fuel) and saves time for customers and staff

Continue digitizing and preserving historical records dating back to the inception of City in 1859

Conduct foreclosure auction sales online

• Investors no longer have to visit OCR office on a weekly basis

Reduces environmental footprint

To be implemented in Q4, 2015

Implemented digitization of campaign finance system

• Reduced carbon emissions, in line with reductions below 1990 levels

• Contributes to better air quality, in line with attainment of National Ambient Air Quality Standards

Reduces driving trips for candidates, campaigns, and PAC’s as they no longer need to mail or deliver in person

Continue moving paper requirements into the digital realm to reduce cost, time, and resource consumption

Deployed hybrid vehicles for ballot delivery during active elections



Using Partial Zero Emissions Vehicles (PZEV) significantly reduces the amount of particulate and carbon dioxide emissions Significant reduction in fossil fuel consumption

The agency continues to use, and explore additional use of, energy efficient vehicles

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We Do More With Less

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Amber?

Sustainability

Resource Investment Projected Contribution to Meeting 2020 Goals

Key Assumptions

Upcoming Benchmarks and Status

Use of lighter & smaller sized paper stock in the Elections Division


• Reduced waste, in line with goal to reduce landfill waste by 20%

Less paper product is used, resulting in forest health and reductions in consumption Current use of 100 lb text paper at 8.5” uses significantly less paper than previous 110 lb index paper at 9.75” across +300k voters

The agency is continuing to use

Denver Votes App • Reduced carbon emissions, in line with reductions below 1990 levels


Allows customers easy access to important information, reduces driving trips, paper correspondence, and computer time responding to citizen inquiries

The agency is continually evaluating the use of our digital media to adapt it to customer needs, increasing self resolution

Increased number of and accessibility to ballot drop-off boxes



Reduces driving distance, provides alternative transit options for citizens to drop off their ballots, we now provide 24 drop off boxes, up from 13 in 2013, placed strategically across the city, including at RTD connections

The agency is always evaluating locations to service our customers and are continually looking for improvements to provide easy access to voting opportunities

Improved processes, reduced overall consumption in elections



The election model change allowed us to provide services more efficiently, moving from over 150 polling sites to 25 Voter Service & Polling centers in 2014. In 2010, an election judge processed 241 ballots per day, in 2014 it was 579, due to improved efficiencies, resulting in less workforce commuting into downtown.

The agency continues to search for any areas in our business model to increase efficiencies and reduce waste, benefiting taxpayers with a healthier environment and reduced costs

Digitization of ballot signatures



Significant reduction in paper consumption by electronically scanning and storing images digitally, instead of making paper copies

Our recent mail ballot equipment modernization is a major benchmark in this process

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We Do More With Less

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Technology Strategy : The Office of the Clerk and Recorder became the first Agency in Colorado to implement a live customer service feedback tool. Metrics/Baseline: OCR has one of the highest customer service ratings in the City: 99%

EMPLOYEE STRATEGY: Customer service is a key performance indicator for OCR. NEW INITIATIVE: C&R Division Team Members that are customer facing will have a customer satisfaction rating as part of their annual performance evaluation STANDARD: 80% Customer Engagement 4.7 – 5.0 = Outstanding 4.4 – 4.6 = Exceeds Expectations 4.0 – 4.3 = Successful 3.7 – 3.9 = Below Expectations 0.0 – 3.6 = Unsuccessful

In 2014, C&R Division serviced over 25,000 customer facing

transactions.

State of the Clerk C&R Division Innovations

Customers Are Our Priority

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Customers are our priority - we have one of the lowest customer wait times (average less than 30 seconds) in the City and County of Denver. In 2014, we served over 25,000 customers with an average customer transaction time of 10 minutes or less.

State of the Clerk Elections Division Innovations

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Denver Votes App

eSign Digital Petition App

Over 2000 downloads

Very popular for campaigns & candidates

Documents

CLERK AND R D J PEAK 3.0 F 26, 2015 - Denver...Alfresco with General Services Tactic 3.04: Align staff to maximize strengths and creativity, and to optimize utilization Clerk and Recorder