Strategic Plan Review for Peak Performance. Debra Johnson Clerk and Recorder August 23, 2012

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1 Strategic Plan Review for Peak Performance Debra Johnson Clerk and Recorder August 23,

2 Vision Comparison Mayor s citywide vision: We will deliver a world-class city where everyone matters. Office of the Clerk and Recorder vision: To be regarded as the most customer-centric and trusted clerk & recorder team in the state of Colorado. 2

3 Mission Comparison Mayor s mission: Sustainability and Customer Experience Kids, Jobs, Safety Net Clerk and Recorder s 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. Clerk s values: Accountability Service Integrity Innovation 3

4 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 Tactic 1.01: Implement replacement of outdated recording management system Tactic 1.02: Automate indexing and verification of electronically recorded documents Tactic 2.01: Emphasize service to the public through clearly communicated agency values and continued customer service training Tactic 2.02: Build a welcoming environment for customers and staff Tactic 3.01: Continue to conserve funds and utilize savings to further long term goals Tactic 3.02: Seek opportunities to increase revenues to the city by providing increased services to customers Tactic 1.03: Provide online access to publicly recorded documents and information Tactic 1.04: Continue records imaging project to digitize and preserve recorded documents from Tactic 2.03: Establish objective criteria for a high standard of customer service, through use of queuing technology, metrics, and clear policies and procedures. Tactic 3.03: Develop a business process mapping standard for all agency functions to ensure alignment processes to actual work to be accomplished to ensure valuable efficiencies Tactic 3.04: Align staff to maximize strengths and creativity, and to optimize utilization 4

5 Strategies & Tactics Strategy 1: Use technology, when appropriate, to increase staff efficiency and enhance resource allocation and customer experience Key tactics: Implement replacement of outdated recording management system Provide online access to publicly recorded documents and information Continue records imaging project to digitize and preserve recorded documents from Priority Metrics Year End Status Quo Expansion Records Online = Accessibility 15,000 20,000 25,000 30, million documents* *Part of Innovation Fund Proposals 5

6 Highlights of Tactics: Strategy 1 Launch campaign finance online reporting system Enhance election night reporting system Develop lobbyist tracking system Automate indexing and verification of electronically-recorded documents Replace obsolete recording system Place all recorded documents and elections archives online Digitize all paper records Offer online payments for all services Develop phase 2 e-foreclosure online (offer data & reports) Investigate federated document storage solutions Implement website file/content management Convert all Access databases to SQL Institute queuing system for customer service Enhance social media presence Implement enterprise records management system Preserve historical documents 6

7 Strategies & Tactics Strategy 2: Create an organizational culture in which exceptional service is encouraged and rewarded as the foundation of a worldclass customer service agency; seek out successful models to increase productivity, efficiency and overall professional growth. Key tactics: Implement queuing customer service system Analyze 311 utilization/content Develop data university for election data customers Priority Metrics Year End Status Quo Expansion Reduce Call Volume to Denver ,141 22,900 21,438 21,438 17,150* Ballot TRACE Users 5,613 7,150 10,000 10,000 15,000 *Part of Innovation Fund Proposals 7

8 Highlights of Tactics: Strategy 2 Emphasize service to the public through agency values Automate indexing and verification of electronically-recorded documents Build a welcoming environment for customers and staff Establish objective criteria for a high standard of customer service Develop training curriculum for customer service, professional certifications Institute quarterly staff excellence award Develop data university for election data customers Enhance seminars for foreclosure auction customers Realign workspace organization Enhance agency signage Achieve Customer First standard Create standards for staff conduct/dress/customer interaction Develop meaningful metrics 8

9 Strategies & Tactics Strategy 3: Utilize a cost-effective, collaborative approach to achieve agency initiatives and ensure continued financial stability. Key tactics: Seek opportunities to increase revenues to the city by providing increased services to customers Honor mayor s budget reduction requests Develop a business process mapping standard for all agency functions Priority Metrics Year End Status Quo Expansion Time to Process Marriage Licenses 10 business 10 business 10 business 10 business 5 business * Permanent Mail-In Voters 65% 61% 70% 70% 72% *Part of Innovation Fund Proposals 9

10 Highlights of Tactics: Strategy 3 Streamline org/account codes Create monthly expense reports for all managers Establish uniform purchasing policies Continue to conserve funds; utilize savings to further long-term goals. Align staff to maximize strengths and creativity, and to optimize utilization. Develop & implement new processes for expenditures & approvals Develop agency fee schedule Develop/implement e-recording fees Develop business mapping standard for all agency processes Analyze all workflows Create efficiency metrics Collect & centralize all written procedures; electronic repository Establish training and cross-training guidelines Build uniform tracking tool for business activity, resources & projects 10

11 Changes to Revenue (Fees) Title: Electronic Records Service Fees Performance Metric: Revenue, electronic records provided / e-recordings Effective Date of Ordinance: May 2012 Authority for Revenue Change: DRMC Article XVII, Electronic Records Services ( ) Population Impacted: Title companies, e-recording companies, mortgage companies, general population, genealogical researchers Fee Proposed 2012 Estimated E-Recording $1,000 / month per vendor $0 $ 48,000 E-Foreclosure 150 subscribers $0 $ 40,500 Direct Web Recording $2 per document $0 $ 61,672 Bulk Data Upload $0.10 per page and $0.30 per index record $0 $ 99,090 Web Search $3 per on-line search session $0 $ 18,000 Total: $0 $267,262 11

12 Mission Level Metrics Summary Div. Priority Metrics Year End Status Quo Expansion C & R Records Online = Accessibility 15,000 20,000 25,000 30, million documents* C & R Time to Process Marriage Licenses 10 business 10 business 10 business 10 business 5 business * C & R Reduce Call Volume to Denver ,141 22,900 21,438 21,438 17,150* DED Customer Contacts 1,180,455 1,400,000 2,000,000 2,000,000 1,400,000 DED Ballot TRACE Users 5,613 7,150 10,000 10,000 15,000 DED In-Person Ballot Drop Off (%) 51% 47% 56% 56% 57% DED Permanent Mail-In Voters (%) 65% 61% 70% 70% 72% *Part of Innovation Fund Proposals 12

13 Next review Next Performance Review: February Strategies and Tactics of focus for next meeting: Presidential election success - increase in Permanent Mail-In Voters (PMIV) - higher % using drop off locations Ballot Trace in house Legislative initiatives Recording Software implementation Records management 13