CLERK AND RECORDER DEBRA JOHNSON

Transcription

1 CLERK AND RECORDER DEBRA JOHNSON PEAK PERFORMANCE 3.0 REVIEW FEBRUARY 26,

2 Citywide Vision: Clerk and Recorder Vision: We will deliver a world-class city where everyone matters To be regarded as the most customer-centric and trusted clerk & recorder team in the state of Colorado 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 2.01: Implemented Emphasize service to the public through clearly communicated agency values and continued customer service training Tactic 3.01: GIS standards GIS Advisory Committee business case for lot-blockparcel alignment 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 2.02: All Agency Staff Green Belt Certified. 3 Black Belts. Tactic 2.03: Staff enrolled in innovative customer relationship management certification classes Tactic 2.03: Continue participation in Mayor s customer experience initiative 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 Tactic 2.04: Real time customer service feedback through implementation of units 2

3 Clerk and Recorder Division Mission-Level Outcome Metrics Measure 2013 Actual 2014 Actual 2015 Goals Status Progress First Call Resolution 35% 45% 55% % of erecordings 62% 68% 70% Customer Transaction Time minutes 10 minutes 9 minutes Denver 311 Phone Calls 19,644 17,246 15,500 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% Status Colors: Meets or exceeds standard Within 10% of standard Not meeting standard Progress Arrows: Making positive progress 3 Making negative progress

4 Vital Signs 4

5 Vital Signs 5

6 Employee Engagement OCR Employee Engagement Index Scores Year Net +Eng -Eng 2013: 21.6 = 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 % Provide instant access to relevant and up-to-date utilization information Celebrate innovation and technology advancements Promote collaboration and communication to meet agency priorities Career Growth within the agency Prioritize training opportunities through CityU, Conferences, Webinars and regional professional organizations 13 % decrease in employees seeking other employment Increase employee recognition and appreciation Incentivize employees to exceed customer service standards by granting Comp Time to high performing employees 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) Capture customer experience for every customer at the counter- tie that to employee recognition and the customer experience 6

7 Budget Update 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% $ 31,989,588 $ 26,901,414 $ (5,088,174) -16% 7

8 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 1 st 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,

9 Sustainability We Do More With Less 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 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 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 9

10 Sustainability We Do More With Less 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 Denver Votes App Increased number of and accessibility to ballot drop-off boxes Improved processes, reduced overall consumption in elections Digitization of ballot signatures Reduced carbon emissions, in line with reductions below 1990 levels Reduced waste, in line with goal to reduce landfill waste by 20% Reduced carbon emissions, in line with reductions below 1990 levels Reduced waste, in line with goal to reduce landfill waste by 20% 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 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 Reduced carbon emissions, in line with reductions below 1990 levels 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 Allows customers easy access to important information, reduces driving trips, paper correspondence, and computer time responding to citizen inquiries 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 election model change allowed us to provide services more efficiently, moving from over 150 polling sites to 25 Voter Service & Polling centers in 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. Significant reduction in paper consumption by electronically scanning and storing images digitally, instead of making paper copies The agency is continuing to use The agency is continually evaluating the use of our digital media to adapt it to customer needs, increasing self resolution The agency is always evaluating locations to service our customers and are continually looking for improvements to provide easy access to voting opportunities 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 Our recent mail ballot equipment modernization is a major benchmark in this process 10

11 State of the Clerk C&R Division Innovations Customers Are Our Priority 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 = Outstanding = Exceeds Expectations = Successful = Below Expectations = Unsuccessful In 2014, C&R Division serviced over 25,000 customer facing transactions. 11

12 State of the Clerk Elections Division Innovations esign Digital Petition App Denver Votes App Over 2000 downloads Very popular for campaigns & candidates 12