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HomeMy WebLinkAboutMINUTES - 05141996 - D1 f � 3 D. 1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA DATE: May 14, 1996 MATTER OF RECORD On May, 14, 1996 the Board of Supervisors received an oral and written report from Steve Weir, County Clerk. THIS IS A MATTER FOR RECORD PURPOSES ONLY NO BOARD ACTION TAKEN / r �• I � 1 a COUNTY CLERK-RECORDER ANNUAL DEPARTMENT PERFORMANCE REPORT TO THE BOARD OF SUPERVISORS Stephen L. Weir County Clerk/Recorder May 14, 1996 7 J 1996 DEPARTMENT PERFORMANCE REPORT TABLE OF CONTENTS SummaryReport................................................................................... i Section I - Department Overview A. Department Responsibilities/Purpose Statement........................ 1 B. Organizational Structure Org. Charts.......................... ...................................................... .3 Partnerships.............................................................................. 7 Section II - Resources A. Financial Resources.................................................................... 8 B. Personnel Resources StaffingTrends......................................................................... 11 C. Affirmative Action........................................................................ 13 D. Sick Leave.................................................................................. 14 E. Staff Development....................................................................... 14 F. Automation................................................................................. 15 Section III - Customer Services A. Service Delivery System............................................................. 17 B. Customer Profile......................................................................... 17 C. Customer Relationships............................................................. 17 Section IV - Annual Performance A. Performance Indicators............................................................... 19 Juvenile/Criminal Backlog Report............................................ 21 Microfilm Status Report............................................................ 22 B. Accomplishments....................................................................... 23 Section V - Challenges and New Directions A. Challenges......................... B. New Directions.......................................................................... 25 Y 1 SUMMARY REPORT The County Clerk-Recorder comprises three divisions; Clerk to the Superior Court, Recorder and Elections. With little exception, we have no discretion in the functions we perform. The rare cases where we have discretion, i.e., microfilming in the Recorder's Office, tend to be revenue generating. The Recorder's Office is funded completely by fees and, in fact, generates a surplus which flows into the General Fund. We will most likely generate close to $1 million in fiscal year 1995/96 over the costs for this office. The Clerk's Office lost fee revenue to the State Trial Court Budget Commission ($1 .6 million) in 1994. The County and some fees are the primary source of funding for the Clerk's support to the Superior Court. The Election's Office is funded from a combination of fees and the County General Fund. State and Federal elections are conducted with little or no reimbursement. In 1994, 1 indicated to the Board that our revenue estimates had become skewed. You committed that those estimates would be brought into line. This was accomplished and I am now able to produce a more realistic budget. In 1995, we reactivated our Affirmative Action Committee and our Department profile is attached. We have aggressively monitored sick leave usage. Given the pending merger of the Clerk of the Court function with a merged Superior Court and Municipal Court, I have relocated my administrative offices out of the Clerk's area. My Executive Secretary and I have moved five times between September 14, 1995 and March 27, 1996. We are now located at 823 Marina Vista. i S Our three year Record's Management project has concluded with disappointing results and the position now stands vacant. Prior to leaving for a position with the Georgia State Archives, Mr. Westby was a tireless worker in assisting us in our fire recovery program. Our clients are those individuals who seek to file documents with the Superior Court, record documents dealing with real property in the Recorder's Office, and register to vote in Contra Costa County. For ease in administration, this report closely mirrors the format we use to brief the incoming Grand Jury every June, as well as new members of our Board of Supervisors. You will see our organizational structure, our programs budget, our purpose statements, our affirmative action report, our achievement and productivity statistics, top issues of concern for 1995 and our County Clerk's Weekly Report Format. For our last report, I included this report to show you how we monitor our work flow and work product in our support of the Superior Court. I have highlighted only the first page. We highlight those items that do not meet standards. Under each highlighted item, we identify the hours required to correct the problem. It has been a pleasure working for the County and the people of Contra Costa over the past year. I would also like to thank the Board and Mr. Batchelor's Administration for the courteous and professional treatment they have given me and my department. ii I. DEPARTMENT OVERVIEW A. Department Responsibilities/Purpose Statement County Clerk The purpose of the County Clerk's Office is as follows: Superior Court Services By law, the County Clerk (as ex-officio Clerk of the Superior Court) is mandated to provide support services to the Superior Court and provide Superior Court related services to attorneys, litigants and the general public. Elections Office The purpose of the Clerk-Recorder Elections Division is as follows: A. Maintain a high level of voter registration. B. Conduct elections in an accurate and timely manner. C. Verify signatures on Initiative, Referendum and Recall Petitions. D. Provide data processing support to Clerk-Recorder. Recorder's Office The purpose of the Recorder's Office is as follows: A. Maintain and preserve all official records relating to real property, subdivision maps, assessment districts and records of surveys offered for recording; and, B. Maintain records for all births, deaths and marriages occurring within this County. C. By law, the County Clerk-Recorder is mandated to provide service and 1 document processing for persons interested in marriage, notaries, and Fictitious Business Names. The Clerk-Recorder also performs as an agent of the Federal Government: processing passport application. 2 B. Organizational Structure ?. U V c m c oy v = Q IA N "' J d a CD o n =La a E 7 U U coU Z' to U_ 1O d W p d m Z N c > Z a LL r Z CW G L O W U d o o U G CD o L ", o •"> Q Z m � > J N 0 H OCD Y H o oIm V) W F- Q1 d m —= E H A rn O y a Z LL 3 Ln ULo ' N C t0 ui Q U N I W N W O 0 Y � � (DI � V � O I W v I I i I N Y N =O GO d Y N = W [� T. L c v L N Z 7E 20 N r d >_ m 12 U v °' G °_' � U p U ? t — Q LY c e`o -> p co E L N H V V •�co N N LL U U a = a� a crE U 3 _ 9 « k k tf % . & � k - « a 2 0 2 \ A a , » 0k % s } 0 © ® t � 9 - � . _ , o j / . ) g $ � lull, A i J a $ $ $ LLJ _ . enc cl < - - . 0 � N ƒ � 04 U3d � / � LL. U � f O O p t $ \ U) 0 i ¥ 00 R Ul 7 O o u n U � f ZO $ L k - 'n 5 t \ $ 2 f , a � \ k $ t $ ƒ « t 7 § ate CL. ƒ � J 2 t 3 ) / Va _ � ® . n - & � 0 W� `ww00 o0 Ww nS u� o Z -0 a Da 0 o Us K 0 W c awL 80 O 5 Cg T e G tj 'c O ui U w U x W caIr z.� o 5 " § 0 <oo vW U' N * w z w O Q p zw z W U << O —� w d U U Wo LL C7U <a �W � N > N S w W w ww Cz J oa z J = J R U w10 �y N W ro 330" Qo W j'c K O CC,< _ s v v a C C7 M �C�pp M M U 0 o O O ? 0U �L ttr y r U LUto F- v E E E E E E U U U U U d U 12 a`r E v c� a w O U Z Z C coi l7i O .-. w a N cr Q CO x W_ � w Z Z _ Y ap O LL U U N M D } O Z Z N ca m LL O to J Q i O O V Q w o U W � JWWZ ZF- gZ Z OvO LLJ 0) ZO Q o QOj W oca O w ui V It V W Q Z U � '� cc)) ,-. a m¢ � X uwi a. > d } d ¢ Z > > 0 c w Y CL Z Q W OU � O' yZ z_ cin w 7 U N W n V Y x Z W W (7 0 d m U ¢ Cl) U ) O U U J Q v � 0 � W M a, O W 0) O 2 Z N Z H O ¢ F- > J w d ¢ X Cl) W > �L L N d U U N fA t Z Z O � H — 00 p d U W y w Y) m v cn w � U 6 N Partnerships The Clerk of the Court has cooperated with the Municipal Courts and the Superior Court on Criminal Coordination. Elections and Recorders share a computer, computer support staff and data entry operators. This provides for optimum use of a computer and data entry operators. During the 1996 March Primary, data entry operators provided expanded support to the Elections' Office during a slow real estate market. The Recorder's Office provides special access to the Assessor's Office. A Pending technology improvement will put this information on line for the Assessor and for private interests as well. 7 . IL RESOURCES A. Financial Resources 1994-95 Net January County Proposed 1995-96 Program Adiusted Cost AdiustmerrtsProposed Budget County Clerk $4,749,790 52,662,062 5244,047 54,993,837 Clerk Records Auto 121,544 0 0 121,544 Recorder 1,731,314 <1,919,865> <146,658> 1,584,656 Recorder Micro/Moder 4,493,726 0 58,504 4,552,230 Elections 2,589,484 1,803,484 642,248 3,231,732 TOTAL 513,685,858 $2,545,681 $798,141 $14,483,999 Expenditure Transfers: $ 59,000 $157,000 $216,000 Revenues 511,081,177 <$877,989> $10,203,188 Net County Cost: 52,545,681 $1,519,130 $4,064,8'11 FTE: 146.5 146.5 " Of the $1,519,130 increase in net County cost $1,267,882 is offset by transfers from other accounts. 1. County Clerk Description: To serve as ex-officio Clerk of the Superior Court; to perform the mandated function of providing support services to the Superior Court,attorneys, litigants and the general public involving civil, probate, criminal and juvenile support services; to provide document processing required by state and federal law. FTE: 86.5 Level of Discretion: Very Limited Gross 'Expenditures: $4,993,837 Financing: 2,033,414 Net County Cost: 2,960,423 Funding Sources: Expenditure Transfers .5% $26,000 Fees 14.6% 728,240 Trial Court Funding 25.6% 1,279,174 General Fund 59.3% 2,960,423 8 Adjustment: Appropriate State Trial Court Funding revenue in the amount of $1,279,174 to cover maintenance level increases to court operations. Reduce filing fee revenues to reflect anticipated collections, and increase salaries and benefits to cover maintenance levels. Impact: No negative impact on department (see County Administrator's recommendation). 2. Clerk Records Automation Description: To provide funds to automate the County Clerk's record keeping system and convert the documents storage system to micrographics. FTE: 0 Level of Discretion: No Discretion (restricted revenue) Gross Expenditures: $121,544 Financing: 121,544 Net County Cost: 0 Funding Sources: Fees 47.7% $58,000 Fund Balance 52.3% 63,544 3. Recorder Description: To maintain and. preserve all official records relating to real property:, subdivision maps, assessment districts, and records of surveys offered for recording; and maintain records of all births, deaths and marriages occurring within Contra Costa County. FTE: 29 Level of Discretion: Very Limited Gross Expenditures: $1,584,656 Financing: 2,535,000 Net County Cost: < 950,344> Funding Sources: Expenditure Transfers .3% $ 5,000 Fees 159.6% 2,530,000 Adjustment: Decrease filing fees by $1,116,179 to reflect anticipated collections. Impact: The filing fee revenue loss results in increased net County cost for this budget unit, which will be covered by transfers from other accounts. 9 4. Recorder Micrographics/Modernization Description: To provide micrographic capability and equipment to place all documents in the Recorder's office on film, and develop procedures to quickly identify and locate needed documents for the public and other County users. FTE: 1.1 Level of Discretion: No Discretion (restricted revenue) Gross Expenditures: $4,552,230 Financing: 4,552,230 Net County Cost: 0 Funding Sources: Fees 100.0% $4,552,230 5. Elections Description: To conduct necessary elections in an accurate and timely manner, maintain a high level of voter registration, verify signatures on initiative, referendum and recall petitions; to provide data processing support to divisions of the Clerk-Recorder's offices. The Registration and Administration section maintains voter registration records, conducts voter registration outreach, verifies and certifies filed initiatives, referendums and recall petitions. The Election Services section issues, files and certifies nomination papers, prepares and mails sample ballots, candidate statements, measures, argument and absentee ballots, and conducts elections. FTE: 20 Level of Discretion: No Discretion Gross Expenditures: $3,231,732 Financing: 1,177,000 Net County Cost: 2,054,732 Funding Sources:. Expenditure Transfers 5.7% $ 185,000 State Aid 3.1% 100,000 Election Services 25.9% 840,000 Candidate Filings .4% 12,000 Miscellaneous Services .8% 25,000 Sale of Documents .5% 15,000 General Fund 63.6% 2,054,732 Adjustment: The Elections function is unable to sustain any further reductions. Net appropriations were increased by $251,248 to cover unavoidable increased costs of election services. Impact: No programmatic impact on the Elections division, however, the increased net County cost will result in cuts to other agencies. 10 b . l B. Personnel Resources Staffing Trends The Recorder's Office Depending upon the real estate market, the Recorder's Office carries vacancies during slow markets and staffs up during an active market. The Board approved increased staff during the "hot" market of 1993/94. We have been carrying vacancies during the slow 1995 market. We believe that we are entering a more active market. The increased recordation of sub-division maps tells us that developers believe home sales will improve over the next 24 months. 1995 was the second slowest real estate market for us in ten years. However, a fair, but firm policy on Transfer Tax and various fees have yielded very respectable funds. The Recorder's Office operates with a negative net county costs AND acts as a collection point for several agencies. The Recorder's staff and management have graciously absorbed many non- Superior Court Clerk functions. In addition, they have allowed more flexibility in shared staffing for the data entry section with the Elections Office. .This level of cooperation provides for flexibility in staffing. However, it adds to the administrative burden for the Recorder's Office. The Elections' Office am proposing a reorganization and increase in staffing for the Election's Office. New laws (motor voter) and the need to more closely monitor election processes require this move. Public concern over the potential for fraud and the need for precise accountability in elections requirements has prompted me to make this proposal. The staffing philosophy behind this reorganization is that of supervision that is cross-trained with the ability to back up all areas when vacancies occur. Recent medical vacancies and staff turn-over have left the Election's Office vulnerable to critical mistakes. 11 The Clerk's Office The Clerk's Office (Superior Court support) has continually changed and adapted to a rapidly changing legal processing climate. With the trend towards state control, mandates, and consolidation, we have moved away from assembly line processing and towards more complete individual responsibility for processing documents. The result is more timely and accurate processing. Individual employees must be at higher functioning levels and require more precise and varied training. 12 A C. Affirmative Action Comparison of: Contra Costa, County Government and County Clerk Work .Force. Contra Costa County Govt. County Clerk Work Force' Work Force Work Force African American 7.7% 13.8% 9.6% Hispanic 10.5% 8.6% 11.1% Asian/Pacific Islander 9.0% 7.8% 9.0% American Indian .61% .8% .7% TOTAL MINORITIES 27.8% 30.6% 30.4% Women 45.2% 32.6% 91 .0% Affirmative Action Progress Report, July-December 1994, Attachment 1 . 'U.S. Bureau of the Census, 1990 Census of Population and Housing. 'Affirmative Action Progress Report, July-December 1994, Attachment 1. 13 D. Sick Leave The Department has aggressively monitored sick leave usage. We have placed several people on sick leave management programs. In 1995, we lost a grievance on this program and we are therefore treating excessive sick leave problems as an attendance problem. This is an extremely time consuming process and yields little result. Although our sick leave usage is down from a high of 80% usage in 1990, the Department has stabilized at just under 75% usage. Elections has maintained a much lower usage and the Recorder's Office has been below the Department average as well. The Clerk's Office has monitored a higher than average usage. Some portions of the Clerk's usage is attributed to the disruption of the September 14, 1995 fire. E. Staff Development Performance Evaluation I support universal annual performance evaluations. All Managers and Supervisors are to have an annual review. Clerical deep class employees are reviewed annually as well. Efforts to implement annual evaluation for Legal Clerks and Court Clerks at top step have been proposed at the bargaining table for the past two negotiations. While we are told that we have the right to evaluate these employees, we are frustrated by the requirement to meet and confer on anything of substance. Pending merger of the Clerk's Office with the Court Administrator's Office has left this issue in limbo. Union status and merit system versus exempt are personnel issues to be determined by the combined Superior Court and Municipal Court benches. Professional Development of Staff The Clerk's Office was a founding member of the California Clerks Association Stanford Summer Training Institute. This program allows Court 14 7 Clerks and Legal Clerks to hone their skills and meet with their counterparts from throughout Northern California. Last year, we implemented a program where Legal Clerks are given training in the Courtroom. The Recorder's Office participates in Recordable Document Technicians statewide certification program. Jobs are rotated for clerical staff to enhance skills. Data Entry Clerks are allowed to learn several Election jobs. This makes those candidates better able to compete for job openings. Supervisors and Managers are encouraged to attend professional association programs as well. F. Automation The Election's Office Imaging system has been operating for three years and is an unqualified success. Both the Recorder's and Clerk's Offices have RFPs out for imaging systems. The Elections Office has now added bar coding to absentee applications and return envelopes. This innovation further speeds up the processing of absentee ballots. The Clerk's Office operates its civil, juvenile, family law, and probate cases off of a mini mainframe which is shared with the Superior Court. The software is basically ten years old and has had yearly modifications. The mini mainframe was traded in three years ago and has an estimated functional life of two more years. With court consolidation and the need to expand court computer access to the whole criminal justice systems, I recommended last year that a study of the system be undertaken. Under the proposed Court Consolidation, there is a multi agency committee reviewing technology. Microfilming in the Clerk's Office has been a real success story. Well over 6,000 feet of Superior Court documents have been filmed allowing for archival recovery and freeing up space for current files. The Recorder's 15 Office has provided the Machinery and the majority of the staffing for this program. The Clerk's Office imaging RFP is designed to introduce the imaging technology into the Clerk's Office. Because of the September 14, 1995 fire and primarily the impact it had on our Probate files, we have found that it is economically feasible to image such documents as opposed to copying each document on paper. Insurance will fund this program. In addition, we are pursuing P.C. based systems in Elections. We have also introduce a P.C. system for managers/supervisors in the Clerk's Office. , 16 III. CUSTOMER SERVICES A. Service Delivery System Services delivered are outlined in Section I, B. The Department has very little discretion. With the exception of budget, personnel, and the County Campaign Ordinance, all of our procedures are established by State and Federal laws and adopted Rules of Court. B. Customer Profile Our customer profile are those seeking action in Superior Court, those seeking to marry or file fictitious business names, those seeking to record real property documents, those seeking to record birth, death and marriage documents, those seeking election services AND those seeking public information on any of the above-outlined areas. C. Customer Relationships A broad cross section of this Counties' population (mainly adult) access our records. The Clerk's Office closes at 4:00 p.m. which frustrates those seeking to file a document and receive a file-stamped copy that day. We permit document drops after 4:00 p.m. with the commitment that they will be file-stamped that day if received by 5:00 p.m. Citizens are frustrated with the court process and seek legal advice from our clerks. We try to direct people to the correct direction to solve problems, but we cannot give legal advice. The Recorders' Office houses much public information and to those without an ability to use a computer, the process can be frustrating. We try to show people how to use our system. As part of our RFP on converting our system to imaging, we will look at customer friendly screens and perhaps remote kiosks. 17 Concerns about the potential for voter fraud has many in the general public wondering if we have a fraud free election process. Close elections and voter initiated legislation and recall will have citizens more closely monitoring the Elections Office. Customers may access our information in person at my respective offices. In addition, I have a remote access system in the Clerk's Office and we are exploring similar programs for Elections and Recorders as well. We strive to avoid customer frustration. My managers and I try to deal with problems and complaints in a diplomatic manner. 18 IV. ANNUAL PERFORMANCE A. Performance Indicators Elections: 1) Cost per Voter: 1993 $3.83 1995 $1 .96' 2) Percent registered vs. those eligible to register: 1993 83% 1995 80% Recorders: 1) Number of documents, affecting the title to real property, recorded. Number recorded per employee: 1993 434,055 or 15,502/employees 1995 252,378 or 9,707/employees 2) Annual deposits (total of all taxes and fees collected). Fees collected per employee: 1993 $11 ,221,938 or $400,783/employee 1995 $16,120,295 or $620,011/employee Clerk: 1) Number of filings per employee: 1993 (Jan-June) 135 1994 (Jan-June) 148 (+9.3%) 1995 (all year) 340+ (15%) 'For Special Elections. 19 2) Number of employees per judicial position 5 per Superior Court Judge, 3.7 per Judicial position 3) Linear feet microfilmed 1994 1,033.5 feet 1995 891.52 4) Weekly Backlog Reports produced every week. 'Includes 78 feet for judgements. 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Accomplishments Clerk to the Superior Court: ♦ Sustained severe fire damage. Didn't miss a court calendar and remained continuously open to the public, even on the day of the fire. ♦ Last elected County Clerk to support Superior Court of any county over 200,000 population in California. ♦ Lowest staffing ratio and one of the most active benches in California. ♦ High volume of documents processed. ♦ Rebuilt space and moved towards functional integration with Municipal Courts/Superior Court. ♦ RFP for imaging system for Probate records. Elections: ♦ Successfully completed two elections with a minimum of problems. (Measure "C", San Ramon Valley School District election, exposed policy, training, and operational shortcomings which are being addressed.) ♦ Instituted bar code technology for absentee voter mailings. Recorders: ♦ Prepared RAP for complete technology innovation. 23 V. CHALLENGES AND NEW DIRECTIONS A. Challenges The top issues of concern for each division during 1995/96 are: Clerk to the Superior Court: ♦ Lack of budget/personnel expertise ♦ Coordination/consolidation ♦ Employee morale ♦ Building security ♦ Computer failure ♦ Office hours Elections: ♦ Excessively large precincts ♦ Locating community polling places ♦ Training ♦ Recruiting pollworkers ♦ Mail only ballot precincts ♦ Substandard space (poor working conditions) Recorders: ♦ 1995 Automation Program ♦ 1996 Automation Program ♦ Becoming more user friendly ♦ Excessively long and complicated phone system ♦ Aggressive anti-government constituents ♦ Security B. New Directions Clerk: Continue to cooperate with Court Coordination. It looks like it will happen during fiscal year 1996/97. Recorders: Implement imaging technology. We have eight responses to our RFP. 24 e Elections: Reorganize this unit during 1996. During 1996, 1 have to have an RFP out to see if it is feasible to build or lease new space for my Recorder's Office and my Elections' Office. The Elections' Office is substandard space and a bad work environment in which to work. 25