C ATTORNEY S OFFICE (CAO) PEAK PERFORMANCE M 5, 2015€¦ · Municipal Operations Mission-Level...

CITY ATTORNEY’S OFFICE (CAO) PEAK PERFORMANCE

MARCH 5, 2015 2014 PERFORMANCE REVIEW 2015 INNOVATION PLANNING

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Vision

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Citywide Vision We will deliver a World-Class City where

everyone matters

City Attorney’s Office Vision Striving to be the best public law office in the

country

"Denver City Hall 1941" by Relative of User:Postdlf - Cropped from family photo owned by User:Postdlf. Licensed under CC BY-SA 3.0 via Wikimedia Commons - http://commons.wikimedia.org/wiki/File:Denver_City_Hall_1941.jpg#mediaviewer/File:Denver_City_Hall_1941.jpg

City Attorney Office Structure

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Who is the CAO?

• One of the largest public law offices in the country

• ~$25M - annual budget Municipal Operations (Muni Ops) ~$5.9M Human Services Legal Services (HSLS) ~$5.2M

• 201 Employees # of Attorneys = 103 # of Support Staff = 98

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CAO Mission: We will protect the City & County of Denver & advance its interests through efficient & effective legal operations.

Strategic Plan Overview

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Strategy 1 Strategy 2 Strategy 3 Strategy 4 Strategy 5

Youth 1

Jobs 3 & 5

Sustainability

1, 3, 4 & 5

Customer Experience

1 & 5

Safety Net 2

Maintain & improve

efficiency & effectiveness

of legal counsel &

policy guidance

Maintain & improve the

safety of Denver’s residents

through skillful litigation practices

Provide proficient legal services that support the

City’s efforts to enhance & maintain financial

integrity & fiscal responsibility

Provide targeted legal services that support the

City’s ability to develop,

conserve & preserve its

physical assets

Increase employee

engagement, productivity,

and job satisfaction

"Denver Mayor Michael Hancock - 2012-08-15 (portrait crop)" by Original by Mike Johnston - Cropped from File:Denver Mayor Michael Hancock - 2012-08-15.jpg by uploader; original from Flickr: DSC05681. Licensed under CC BY 2.0 via Wikimedia Commons - http://commons.wikimedia.org/wiki/File:Denver_Mayor_Michael_Hancock_-_2012-08-15_(portrait_crop).jpg#mediaviewer/File:Denver_Mayor_Michael_Hancock_-_2012-08-15_(portrait_crop).jpg

Employee Engagement

OHR Employee Engagement Index Scores Year Net +Eng -Eng

CAO 2011: 12.0 CAO 2013: 24.0 = 27.4 –3.4 Citywide 2013: 15.1

Reasons for improved score: •Improvement in economic conditions

•The Hancock Administration values CAO legal advice

•CAO Leadership that cares

6 "Peyton Manning Broncos 2012" by Jeffrey Beall - Own work. Licensed under CC BY-SA 3.0 via Wikimedia Commons - http://commons.wikimedia.org/wiki/File:Peyton_Manning_Broncos_2012.JPG#mediaviewer/File:Peyton_Manning_Broncos_2012.JPG

Employee Engagement

Driver Areas for Improvement Immediate Supervisor

• Supports my efforts to innovate and to improve my department’s operations • Clearly communicate my performance expectations

Senior Leadership (those that report to Department Head)

• Are sincerely interested in my well-being • Are present and visible

Supports the City

• I understand how our strategic goals support the Mayor’s priorities • We are innovative in how we provide service to our clients • I understand how the work I do relates to the City

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Survey says….

Tactics Linking CAO Vision to Mayoral Priorities

• Empowering a culture of improvement • Focusing on customer experience

Breaking Down Barriers – Integration, Collaboration & Teamwork • ADCOM (Employee Advisory Committee) • Senior leaders regularly visiting CAO offices at Denver

International Airport (DIA) & Denver Human Services (DHS) Deputy City Attorney has an office at DHS

• Team lunches, recognition, and sharing

Investing in Employees • Professional development and leadership training

Employee Engagement

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We Care and Here’s What We’re Doing!

Sustainability

Resource Investment

Projected Contribution to

Meeting 2020 Goals Key Assumptions

Upcoming Benchmarks and Status

• Analysis and investigation for technology solutions to reduce paper, including e-discovery, document assembly, and practice management system

• 296 hours of research spent analyzing options

• We anticipate impact toward the 2020 Materials Sustainability goal, but we won’t know until implementation of the software

• Future automation and software solutions will reduce paper and toner use

• Implementation of three software systems in 2015

• Improvements to Alfresco

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Researching Technology Solutions

Municipal Operations

Municipal Operations, what we do… • Provide advice and counsel clients • Contracts • Land Use & Real Estate • Taxes & Bankruptcy • Environmental • Municipal Finance • Construction Law

10 "http://commons.wikimedia.org/wiki/File:MMain Facade of Denver Union Station, December 2014" by Isaac Kim - Own work. Licensed under CC BY-SA 4.0 via Wikimedia Commons - ain_Facade_of_Denver_Union_Station,_December_2014.jpg#mediaviewer/File:Main_Facade_of_Denver_Union_Station,_December_2014.jpg


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• How we spend our time…

39%

39%

11% 11%

Providing Advice & Counseling Clients

Drafting & Researching

Attending Hearings

Administrative, Management & Training

Municipal Operations Mission-Level Outcome Metrics

Hearings/Cases 2014

Board of Adjustment Hearings 194

Excise Tax Cases 50

Property Tax Cases 397

Bankruptcy Claims 79

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Number of Hearings / Cases

Value of In House Legal Services

Provision of legal services by Municipal Operations saves

the City approximately $13 Million annually

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Measure Muni Ops Comparable Outside Firms

Billable Rate (midpoint, loaded @30%)

$86.67 $400

Annual “Billable Hours” 1780 1780

Per Attorney $154,272.60 $712,000

23 Attorneys $3,548,269.80 $16,376,000

Difference $12,827,730.20

Value of In House Legal Services



Measure 2012 Actual 2013 Actual 2014 Actual Status Progress

Instances of saving, earning or avoiding liability for the City of $50,000 or more

$26.5 M $81 M $115 M

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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Municipal Operations Qualitative Outcomes

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• Important matters that cannot be measured

• Examples Minority/Women Business Enterprise Ordinance Affordable Housing Ordinance

• Quantitatively un-measureable, but help deliver a world-class city where everyone matters


Municipal Operations - Contracts

Measure 2012 Actual 2013 Actual 2014 Actual Status Progress

Total Contracts Completed 1832 2072 2065

Auditor Acceptance Rate 98.6% 98.6% 99.4%







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Contract Process Progress

Pre-Alfresco Implementation

Total Days to Complete Contract Process

Total Days of Attorney Drafting

2008 70 10

2009 74 10

2010 67 9

3 year average 70* 9.6

Post-Alfresco Implementation

Total Days to Complete Contract Process

Total Days of Attorney Drafting

2012 50 9

2013 48 7

2014 48 7 (through Nov)

3 year average 48.6* (31% improvement) 8

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* Does not include Ordinance Process

Contract Process Duration

0

5

10

15

20

25

30

Contract Initiation (w/o Construction)

Draft Contract Agency & Vendor Review

Ordinance Process City Signatures

4 7

29

25

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Stage Durations (calendar days)

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Municipal Operations Customer Experience Innovations

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Voice of the Customer • We will reduce the contract processing

duration by 17% From 48 days to 40 days within 12

months


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Plan to Reduce Contract Process Time • Communicate timelines to complete

contract process with agencies • Pilot Project with Black Belt Attorneys to

decrease timelines for contract process • Implement innovations developed by

attorneys and staff


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Innovations to Improve Client Service and Satisfaction

• “Revise and Restart” • Complete Information • Communicating with Agencies • Certificates of Insurance • Exhibits • Finding Contracts


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Sample Impacts:

Innovation Fund Update

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Outcome Business Case Actual Explanation

Simplify contract process workflow and decrease contract process duration

•Consolidate workflows •Efficiency: Eliminate steps in workflow • Flexibility: additional places to revise document •Increase consistency between workflows

• Streamlined the Booking Workflow •Eliminated 12 steps in Expenditure Workflow • Reduced Expenditure Production Support by 35%

• 30 enhancements • Created Training Manual • Created Training Video

Only Complete for I-Fund projects completed in 2014

Project: Contracting Automation / Bookings Go Live

Taxpayer Protection Unit Budget Expansion Update

2015 Expansion Strategy or Tactic Performance

Indicator(s) Baseline YTD Results

Municipal Operations: 4 attorneys, 2 paralegals, 1 secretary

Enhance and maintain financial integrity and fiscal responsibility Develop, conserve, and preserve City assets

Demand Letters Complaints Filed Answers Filed Cases Pending Successful Outcomes Losses

18 3 22 25 9 1

None at this time

Develop, conserve, and preserve City assets

City assets acquired or preserved $8,050,000 None at

this time

Continuous quality improvement

Number of transactional attorneys per case

2.28 None at this time

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Where we want to be… Doing business with Denver is

certain and clear with consistency and predictability.

Human Services Legal Services

HSLS, who we are… • 50 people • Primary agency client: Human Services • Compare to inside counsel / law firm • Practice areas are diverse and complex • Ideal communication model • Aligned goals / supportive role • Collaboration is broad • High level expertise

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"Pioneer Mothers of Colorado statue, Denver, CO IMG 5558" by Billy Hathorn - Own work. Licensed under CC BY-SA 3.0 via Wikimedia Commons - http://commons.wikimedia.org/wiki/File:Pioneer_Mothers_of_Colorado_statue,_Denver,_CO_IMG_5558.JPG#mediaviewer/File:Pioneer_Mothers_of_Colorado_statue,_Denver,_CO_IMG_5558.JPG


• HSLS, working units…

FAC E R Unit Fraud Adult Protection Child Support Services Employment Law & Claims Records

28 "Pioneer Mothers of Colorado statue, Denver, CO IMG 5558" by Billy Hathorn - Own work. Licensed under CC BY-SA 3.0 via Wikimedia Commons - http://commons.wikimedia.org/wiki/File:Pioneer_Mothers_of_Colorado_statue,_Denver,_CO_IMG_5558.JPG#mediaviewer/File:Pioneer_Mothers_of_Colorado_statue,_Denver,_CO_IMG_5558.JPG


• HSLS, working units…

Child Protection & Youth Services

Litigation Dependency and Neglect Juvenile Delinquency

Advice and Counsel

29 "Pioneer Mothers of Colorado statue, Denver, CO IMG 5558" by Billy Hathorn - Own work. Licensed under CC BY-SA 3.0 via Wikimedia Commons - http://commons.wikimedia.org/wiki/File:Pioneer_Mothers_of_Colorado_statue,_Denver,_CO_IMG_5558.JPG#mediaviewer/File:Pioneer_Mothers_of_Colorado_statue,_Denver,_CO_IMG_5558.JPG


• HSLS, special expertise and special assignments… Developing law and practice Innovative grants City Boards and Commissions

Career Service Board Civil Service Commission Ethics Board Welfare Reform Board

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"Pioneer Mothers of Colorado statue, Denver, CO IMG 5558" by Billy Hathorn - Own work. Licensed under CC BY-SA 3.0 via Wikimedia Commons - http://commons.wikimedia.org/wiki/File:Pioneer_Mothers_of_Colorado_statue,_Denver,_CO_IMG_5558.JPG#mediaviewer/File:Pioneer_Mothers_of_Colorado_statue,_Denver,_CO_IMG_5558.JPG

Mission-Level Outcome Metrics

Human Services Legal Services – FACER

Measure 2013 Actual 2014 Actual 2015 Goal Status Progress

# of Bankruptcy Documents Received

120 64% increase over 2012

(increase attributed to May 2013 “Just-Do-It”)

130 16% increase over 2013 90% increase over 2012

% of Misrouted Documents

3.4% of total notices were late

2.16% of total notices were late

Goal: decrease by 1%







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Child Protection and Youth Services

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What is a Dependency and Neglect Case?

• Civil case about child abuse within a family

• Chronic neglect to severe abuse by a parent

• Not punitive

• Bridge to services

• Most kids remain at home

Mission-Level Outcome Metrics







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Human Services Legal Services – Child Protection & Youth Services

Measure 2012 Actual 2013 Actual 2014 Actual 2015 Goal Status Progress

Litigation Outcome: Timely Trials

77% 94% 95% 100%

95%

Children in Permanent Home in One Year

n/a

59%

59%

65%

Human Services Legal

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205 Children not yet in permanent homes in 1 year - Where did they finally go?

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77

111

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Non-relative Adoption

Emancipation

Parent or Kin

Youth Corrections

0 20 40 60 80 100 120

Human Services Legal

Better Outcomes • Increased high school

graduation rates • Fewer Mental Health

Issues • Fewer homeless youth • Fewer criminal justice

system involvements • Fewer teen pregnancies

Cost Savings • $244,000/month avg. for

out-of-home-placements • Savings to the City

– Social systems – Medical systems – Professional time/salaries – City facilities (court house,

jail, juvenile detention center)

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Benefits of Getting Kids to Family Faster

Court Reports 4 innovations implemented = better permanency decisions

Creating an Urgency for Permanency within the Court

• 1 Statewide project

• 2 innovations

• 1 Just Do It (JDI)

Children belong with Family

7 innovations implemented to find

family faster

Permanent Home Innovations

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HSLS 2014 Innovation Examples

Reason for Action Benefits

To expedite the permanency for children being adopted

• Accelerated permanency for children • Documents available electronically • Funds available more quickly • Electronic access improves speed and

accuracy • Savings in staff time and office

resources

To create uniformity across all users when requesting records from Denver Police Department

• Created Standard Procedure • Standard work through Uniform

request form • Outcomes:

1. Expedited processing 2. Minimal lost requests 3. Reduction in staff time

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Peak & Innovation Projects

• 99 Green Belts • 16 Black Belts 11 have completed Black Belt

Certification • Over 40 innovations implemented

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What’s next?

• Show continued progress in 2016 for Muni Ops and HSLS

• Reduce contract processing duration 17% in 12 months

• In 2016, add report outs for 2 additional sections – Prosecution & Code Enforcement and Litigation & Claims

• Continuing our development with the Peak Academy and fostering innovations

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We’ve got your back…

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This presentation has been brought to you by the City Attorney Justice

League. Helping to build a stronger, safer City

where everyone matters!

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Appendix

• Appendix CAO Vital Signs

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CAO Vital Signs

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2011 2012 2013 2014 Overtime - 112.50 62.75 52.25

-

20

40

60

80

100

120

Hou

rs

Backfill Hours

2011 2012 2013 2014 Total Leave Used 35,309.3 32,192.5 35,274.1 32,401.6 Total Backfill - 112.5 62.8 52.3 Net Hours Not

Worked 35,309.3 32,080.0 35,211.4 32,349.3

- 5,000

10,000 15,000 20,000 25,000 30,000 35,000

Hou

rs

Surplus/(Deficit) Hours

2011 2012 2013 2014 Vacation 18,510.8 17,783.0 17,966.5 14,964.3 Sick 11,627.8 9,714.8 9,865.3 7,090.5 PTO 1,554.0 2,581.3 4,665.8 6,909.0 Worker's Comp - - - 328.0 Comp Time 395.8 221.3 292.3 408.8 Vacancy 3,221.1 1,892.3 2,484.4 2,701.1

- 2,000 4,000 6,000 8,000

10,000 12,000 14,000 16,000 18,000 20,000

Hou

rs

Hours Not Worked

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