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HomeMy WebLinkAboutMINUTES - 06171997 - D2 ti D.2 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Order on June 17, 1997, by the following vote: AYES: Supervisors Rogers, Uilkema, Gerber, Canciamilla and DeSaulnier NOES: None ABSENT: None ABSTAIN: None SUBJECT: Departmental Performance Report Steve Weir, County Clerk-Recorder, presented both a written and oral departmental performance report. Subsequent to the presentation by Mr. Weir, the Board took the following action: 1. ACCEPTED report from Steve Weir, County Clerk-Recorder, on departmental performance. I hereby certify that the foregoing is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 17, 1997 Phil Batchelor, Clerk of the Board of Supervisors and County Administrator Stine Wamp er, Depu yJerk cc: County Administrator County Clerk-Recorder ' - t L CL Am % a 3 Contra Costa County Clerk - Recorder Department Annual Department Performance Report Stephen L. Weir County Clerk-Recorder May 1997 1997 Department Performance Report Table of Contents Summary Report i Section I - Department Overview A. Department Responsibilities/Purpose Statement 1 B. Organizational Structure Partnerships 2 Organization Charts Section II - Resources A. Financial Resources 3 B. Personnel Resources 6 Staffing Trends C. Affirmative Action 6 D. Sick Leave 6 E. Staff Development 7 F. Automation 7 Section III - Customer Service A. Service Delivery System 9 B. Customer Profile 9 C. Customer Relationships 9 Section IV- Annual Performance A. Performance Indicators 11 B. Accomplishments 11 Section V - Challenges and New Directions A. Challenges 12 B. New Directions 13 Attachment - June 10, 1997 Report to the Board of Supervisors on Contra Costa Elections Task Force Recommendations and Department Responses. SUMMARY REPORT The County Clerk-Recorder's Office consists of two divisions; the Recorder's Office and the Elections Office. The Consolidated Trial Courts have merged the Clerk's court functions, effective July 1 , 1996. The remaining County Clerk functions (marriage license, fictitious business name and several small functions) have been placed with the Recorder's Office, at 822 Main Street. With little exception, we have no discretion in the functions we perform. Those functions that are discretionary more than pay their own way from fees collected for those services. The Recorder's Office is funded completely by fees and continues to generate a surplus which flows into the General Fund. We estimate that the surplus will be over one million in budget year 1996-97. 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. The costs associated with County Elections, i.e: Board of Supervisors and Elected County Department Heads are included in the net county costs portion of this budget. My Administrative Office has moved 6 times since the September 14, 1995 courthouse fires. We are now located in the Elections Office at 524 Main Street. This should be the last move for my office until a new location is found and the two divisions of my department can consolidated into one building. The RFP for the consolidation of the two divisions is still under review. Our clients are those individuals who seek to record documents dealing with real property or receive information on vital statistics in the Recorder's Office and register to vote, vote in any County held election in Contra Costa, circulate petitions, or those who wish to run for office. For ease in administration, this report is the same format we use to brief the incoming Grand Jury every June, as well as new members of our Board of have included our organizational structure, our programs budget, our purpose statements, our achievement and productivity statistics, and top issues of concern for 1997. 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 especially in light of the merger and election challenges facing my department. ii 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. All new employees in the department begin regular performance evaluations when they are hired. We plan to phase in employees as they reach their anniversary date. Professional Development of Staff The Elections Office is currently involved in a staff and team building program with the help of an outside agency. This has been a very encouraging and positive step for the Elections Office thus far. We hope to incorporate the Recorder's Office into this program later this year. The Recorder's Office participates in Recordable Document Technicians statewide certification programs. 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. Managers and Supervisors are encouraged to attend professional association programs as well. F. Automation The Clerk-Recorders Department has recruited a Network Administrator to support the department with technology issues. The Recorder's Office has had a new imaging system that has been installed. Phase 1 is up and running smoothly. This technology program has a two year phased implementation plan. The Data Entry section is waiting for their portion of the imaging program to be implemented within their division. Once this phase is complete, it will eliminate travel time of hard documents. Documents will be scanned at the Recorder's Office and sent via data lines to the Elections Office. A phase anticipated for early 1999 is one that will allow for remote filing on a test basis. Combined with pending state legislation, we are moving towards a paperless filing system. Upon full implementation, the Recorder's Office will have the most sophisticated technology in California. 8 III - Customer Service A. Service Delivery System Services delivered are outlined in Section 1 ,13. 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. B. Customer Profile Our customer profile is a member of the public seeking to marry or file fictitious business names, record real property documents, record birth, death, and marriage documents, use election services or exercising their right to vote, and those seeking public information on any of the above outlined areas. Our public record in the Recorders Office is under attack by various individuals and anti government groups. We have withstood such attacks and we have been credited as having the most defensible oath filing programs in Northern California. C. Customer Relationships A broad cross section of this County's population (mainly adult) accesses our records. The Recorder's 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. Now with the conversion to an imaging system, our customers are finding more "customer friendly" screens. Perhaps in the future we will see remote kiosks. We are also aggressively exploring internet access to such information. 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 monitoring the Elections Office more closely. We are looking forward to a new system that will soon be incorporated with the Secretary of State's Office that will help us to maintain a more accurate active file on registration. We plan to have 9 a system of training and feedback in place for poll workers and for our professional staff. Management is aggressively pursuing a poll worker training program based on performance feedback. We strive to avoid customer frustration. My managers and I try to deal with problems and complaints in a diplomatic manner. We are establishing core values including a focus on public service. Public service performance will be part of our performance management system. 10 IV - Annual Performance A. Performance Indicators Elections: 1 . Cost per Voter: 1995 $1 .96' 1996 $1 .75 est.' 1997 $1 .75 2. Percent registered vs. those eligible to register: 1995 80% 1997 82%3 Recorders: 1 . Number of documents, affecting the title to real property, recorder. Number recorded per employee: 1995 252,378 or 9,707/employee 1996 261 ,631 or 10,063/employee 2. Annual deposits (total of all taxes and fee collected). Fees collected per employee: 1995 $10,120,295 or 348,976/employee 1996 $10,697,076 or 368,865/employee B. Accomplishments Recorders: ► Negotiated and installing technology innovation. Phase 1 has been completed and is up and running smoothly. Upon completion, the Contra Costa Recorder's Office will have one of the most technologically advanced in the state. This is an image based 'For Special Elections 'November `96 Election 'A community based voter purge system is being implemented with the goal of saving money and cleansing the voter file by involving the community in this program. 11 application that will allow the Recorder's Office to interact with the public and other agencies via data lines. It will be one of the most sophisticated applications in this county and state. ► Realigned the Recorder's Staff through upgrades to represent their duties and responsibilities and provide better service to the public. Elections: ► The Elections Office has negotiated with the post office to receive non-profit rates. Adjustments have been made to the Inserter/Mailer printer to meet requirements of the post office. This is a savings of approximately 1/3 the costs of the previous third class rates. ► Many upgrades have taken place to ensure faster, more efficient ;,results (i.e. stricter security dealing with absentee ballots, computer friendly programs, employee training, etc.). Even with this, agencies are clamoring for merger with even year election consolidation. A whole new technology will be required to consolidate odd year elections with even year elections. Such a complete merger will cost a premium. V - Challenges and New Directions A. Challenges The top issues of concern for each division during 1996/97 are: Elections: ► Task Force Report recommendations (attached) ► Training ► Mail only ballot precincts ► Team building and Staff Development ► Substandard space (poor working conditions) ► Phone system failure ► Building security Recorders: ► 1996 Automation Program 12 ► Becoming more user friendly ► Aggressive anti-government constituents (militia types) ► Security ► Staff Development and Team Building Program B. New Directions Locate and design a space for 1998-99 move. In 1996 my department submitted an RFP to combine the Elections and Recorder's Offices. As of now we don't have anything firm for the future. (We have asked the Board of Supervisors to request the CAO to assist in accelerating this process.) The Election's Office is located in substandard space and is a poor work environment. The same is true for the Recorder's Office. Continue training and team building programs. Continue implementation of technology innovation. Continue efforts to become computer friendly for the public as well as other county departments. The mission of our office is to give the maximum public support for our operations. We want to be the best Recorder's Office and Elections Office in California by the year 2000. This goal can be achieved with the support of the Cl,erk-Recorder and the County Administrator. 13 Contra Costa County SE •L TO: BOARD OF SUPERVISORS FROM: STEVE WEIR, County Cler ecorder-Registrar of Voters 0. DATE. May 29, 1997 1, �A- SUBJECT: STATUS REPORT ON CORRECTIVE PLAN FOR CLERK- coux� RECORDER, ELECTION DIVISION SPECIFIC REQUEST(S)OR RECOMMENDATION(S)& BACKGROUND AND JUSTIFICATION RECOMMENDATION: 1. ACKNOWLEDGE that the County Clerk-Recorder and his staff are dedicated to providing accurate, timely, and efficient elections. 2. ACKNOWLEDGE that toward this goal, the Clerk-Recorder has worked with other County Agencies, the Contra Costa Elections "Task Force, and private consultants to identify and address issues that have resulted in problems and errors in past elections. 3. ACCEPT the report From the Clerk-Recorder on the Elections Division Corrective Action ]']an, with responses to the Elections Task Force Recommendations of February 12, 1997. 4. DIRECT the County Administrator to continue to work with the Clerk-Recorder to implement the corrective action plan. 5. REQUEST the County Administrator to work with the County Clerk-Recorder to secure a suitable facility, to address technology issues, to develop an adequate phone system, and to develop and build a team environment in the Elections Division. CON'I'INUEiDONAETACHMENT: X YES SIGNATURE. RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMHTEE APPROVE OTHER SIGNATURE(S): ACTION OP BOARD ON APPROVE AS RECOMMENDED OTHER M 1*1:.OF SUFI{RVISORS I I IEREBY CI R'I'IFY HIA'I''I'I IIS IS A I'RUI AND CORRECT COPY OE AN ACTION TAKEN _UNANIMOUS(ABSI:NT ) AND ENTERED ON'I'IIE MINUTES OF TETE BOARD AYES: NOES: OF SUPERVISORS ON TI IE DATE:SI TOWN. ABSI:N'I': ABSTAIN: ATTESTED ESTED Phil Batchelor,Clerk of the Board of cc: SupervisorS and County Administrator BY DITUTY Report to the Board of Supervisors: Status Report on the Contra Costa Elections Division Corrective Action Plan June 10, 1997 Submitted to: Contra Costa Board of Supervisors Mark DeSaulnier, Chair, District 4 Jim Rogers, District 1 Gayle B Uilkema, District 2 Donna Gerber, District 3 Joe Canciamilla, District S Submitted by: Steve Weir, County Clerk-Recorder Contra Costa Elections Division Status Report Elections Division Corrective Action Plan Background On November 14, 1996, the Clerk-Recorder and County Administrator jointly submitted a report to the Board of Supervisors acknowledging errors and irregularities which occurred during the November 1996 Election. The Board recognized that there were some significant mistakes and endorsed the establishment of an Elections Task Force to review election procedures for the November 5, 1996 election. The Board requested a status report to be presented in early 1997. On March 11, 1997, the Board received the Task Force Report. The Board of Supervisors accepted the Elections Office action plan and approved the recommendations contained in the Contra Costa County Elections Task Force Report on the Review of the County Elections Office. The County Clerk-Recorder was directed to provide a 90-day status report to the Board on the Elections Division action plan. This is that 90-day report. Actions Taken This report will address each recommendation as it appears in the Elections Task Force Report of February 12, 1997. A. Leadership 1. "The Clerk-Recorder and Assistant Registrar should work with Elections Office staff to develop a mission statement which reflects the statutory and regulatory charge of the office, its goals and values and which is understood and accepted by the employees, and supported by the County Administrator and Board of Supervisors. A self-defined mission statement would provide all Elections Office employees with a common goal, and support team development within the office and assist in clarifying expectations for service and performance." The Clerk-Recorder and Elections Office staff are developing a division mission statement through a staff development program implemented as a result of these recommendations. The staff, working in small group teams and in full staff meetings is developing goals and objectives, policies and procedures, and clarifying roles and responsibilities within the division. The Clerk-Recorder is involved at all levels of these meetings and with his staff, is developing written Division Management Style Guidelines. The Assistant County Registrar has resigned. Recruitment to fill that position is expected to be completed in mid-June 1997. 2. "The Clerk-Recorder, Assistant Registrar and office supervisors should ensure that the office's activities are directed toward achieving its goals and objectives and should continually reinforce the Goals and objectives with all staff." The Clerk-Recorder, along with his staff, is developing a functional organizational chart that is task-oriented. We are developing a continuous improvement program to identify existing situations, identify areas of concern and address the issues on an ongoing basis. This Continuous Improvement Committee will consist of representatives from each section to identify and address all issues in the office. The Clerk-Recorder is in the process of developing a 5-year plan for facilities and capital needs. This includes planning to implement new election laws, new technology, office staffing needs, and resources necessary for future elections. 3. "The Clerk-Recorder and Assistant Registrar should set clear expectations for effective communications within the Elections Office and must implement an overall office communication structure including regular meetings between: • The Clerk-Recorder and Assistant Registrar. • The Clerk-Recorder and Elections Office staff. • The Assistant Registrar and the management team. • The Assistant Registrar and Elections Office staff." We have reinstated regular meetings. As we are developing a comprehensive functional organizational chart, we are clarifying roles and identifying some issues that have resulted in staff changes. Regular meetings with staff are occurring at different levels; management, supervisor, and section meetings. This has partly been facilitated by a consulting firm working with the Elections Division. Roxana Dunning Davis is acting as Assistant Registrar and is conducting regular staff meetings until the new Assistant Registrar can be selected. In addition, communication is increasing through the development of written policies and procedures that will address past and future miscommunications. 4. "The Clerk-Recorder should obtain the services of a facilitator from the County Training Institute or a qualified outside agency to promote communication and teamwork within the Elections Office." The Elections Division started an intensive staff development and team building program with Confidante, Inc. This agency is assisting with assessment of the current situation by identifying strengths, areas of vulnerability, and developing an action plan to address critical issues. Part of the process will be to develop a continuous improvement program that will remain in place after the completion of the staff development process. As the staff development contract with Confidante, Inc. ends, the Elections Division will continue staff development and support from the County Training Institute. 5. "The Elections Office should establish, with meaningful employee participation, an organizational structure which reflects clearly defined office functions and lines of authority. The Assistant Registrar should ensure that lines of authority are observed." Through the staff development process with Confidante, Inc. and subsequent committee meetings, the Elections Division is establishing a functional organizational structure and division chain of command procedures. Clear roles and responsibilities are the primary goals. The newly appointed Assistant Registrar will be responsible for ensuring these lines of authority are met. 6. " The Assistant Registrar needs to allocate her time to ensure that she is accessible to staff to provide guidance and support, particularly during peak periods of activity which require quick and decisive response." Accessibility will be a high priority for the newly selected Assistant Registrar. The acting Assistant Registrar is aware of the importance of reliable support and guidance. (Attached, please find the announcement for this position.) 7. "The Clerk-Recorder and Assistant Registrar should establish a process which takes full advantage of the knowledge and input of staff to create a vision of what and where the office wants to be in the next two to five years, the changes necessary to achieve that vision, and a plan to gradually implement and accommodate those changes. Prospective changes need to effectively be communicated to all levels of staff." The Clerk-Recorder has provided a recent status report to the Board of Supervisors outlining a 5-year facilities and capital plan. Several issues are under analysis at this time for facets of the future plan (cost equalization, voting system alternatives, facility development). The Clerk-Recorder has moved his office, and those of his administrative staff, into the Elections Office. He has an open door policy and is actively involved in 4 reviewing all aspects of the election process with all levels of his staff. The Continuous Improvement Committee, consisting of staff members from each section of the division and management, is analvzing existing situations on an ongoing basis to identify areas of concern and address these areas. The committee will propose changes, work with the sections to develop procedures for change, and manage change in a way that uses effective communication between staff, supervisors, and management. This committee will continue to participate in discussions and planning for the future. B. Operations. 1. "The Clerk-Recorder and Assistant Registrar should establish standards for employee performance, including employee evaluation and recognition programs." The Clerk-Recorder has developed and implemented employee and management evaluations. The Clerk-Recorder, with his staff, is in the process of developing core values, setting in place written office policies and procedures. The development of the Clerk- Recorder Employee Handbook is nearly complete. This is a comprehensive guide to general office policies and procedures that will be supplemented by those policies and procedures that directly apply to individual job responsibilities. We are instituting a performance management program with every new employee and a program is currently in place for all management staff. Our goal is to begin annual employee reviews for all employees in the Elections Division as they reach their merit anniversaries. The performance review is to be used with the essential job functions identified for each position. I "The Clerk-Recorder and Assistant Registrar should establish standards for customer service and should communicate these standards to all staff. Performance in this area should be monitored and evaluated on a regular basis." Office policies and procedures, which we are currently updating and refining, will reflect management's commitment to customer service. These standards will be expressed as part of the employee's policies and procedures in the Employee Handbook. Our mission statement will reflect that commitment as well. 3. "The Clerk-Recorder and Assistant Registrar, with the assistance of an outside facilitator, should involve the staff in team building exercises to restore cohesiveness, mutual respect and confidence among election staff members. The Clerk-Recorder and 5 Assistant Registrar must, by their own example, promote teamwork and effective communication." Confidante, Inc. is facilitating the staff development and team building process in the Elections Division. Through committees, exercises, and meetings, the staff is gaining team building skills to assist in developing a positive, cohesive relationship among staff. The Clerk-Recorder is taking an active part in this team building and staff development. We plan to have the newly selected Assistant Registrar on board in time to take part in the program, though we will have procedures in place for continuous improvement. 4. " The Elections Code and other governing codes should be a basis for office procedures and problem solving. Staff should, at the minimum, be trained on sections of the Elections Codes which affect and govern its specific functions. Ideally, staff should receive broad training on the Elections Code and its applications to promote a sound working knowledge of the entire elections process." The Clerk-Recorder is in the process of identifying functional training for Elections staff on the Election Code. 5. "The services of experts on the Elections Code should be obtained to provide assistance to Elections Office staff in the documentation of Elections Code requirements and procedures. These written procedures would assist in the training of new or reassigned staff and serve as a reference for non-routine procedures that can be forgotten due to lack of repetition. Interpretations of the Elections Code relating to specific situations that arise in the preparation of or during an election should be documented and communicated to affected staff." S_ee the answer to 4. above. We will train managers and supervisors, where needed, on the aspects of the Elections code that pertain to their area of responsibilities. They will be held accountable for staving informed of changes. By encouraging participation with other counties and professional associations, which is now occurring, we will stay current on problems and solutions to Elections Office challenges. We are refining and expanding the department election calendar with Election Code references. 6. "The Clerk-Recorder and Assistant Registrar, with assistance from the management team, should establish written desk manuals with clear performance expectations and task completion deadlines for every employee. Written task descriptions are vital for a well-organized office and to ensure that no part of the process gets overlooked." We are updating employee manuals; they are nearly complete. Policies and 6 procedures for specific tasks are under development. Also, process time lines that include deadlines for completion of specific election functions are being developed. As we define roles and responsibilities, we are clarifying the tasks and procedures for each position. These will become part of the employee's essential job functions and will be part of the performance review process. 7. "The Clerk-Recorder and Assistant Registrar should establish an employee training program including": ✓ "Project planning skills and training for specific tasks." Clerk-Recorder is developing a training program for new and current employees. ✓ "Visits to other counties to observe election procedures." Clerk-Recorder and training staff have observed Alameda training procedures and are addressingpoll worker training with other counties. We are planning a trip to San Mateo County to view automated polling place vote counting system. We have also scheduled key staff to attend the annual training program at Stanford University. ✓ "Regular "round table" discussions of areas of the Elections Code or issues identified by staff as timely." Regular staff meetings are well underway. Issues to discuss include Election Codes and/or timely issues. ✓ "Regular `briefings" for clerical staff on issues which, due to the timing of the election cycle, may be raised by members of the public." Administrative staff is developing "most asked phone questions and answers or the person to transfer to" for normal operations, out of department questions, and election day issues. This will be a first response "cheat sheet" to reduce phone traffic on election day and during regular operations. ✓ "Proofing guidelines and standards." A professional proofreader has provided training in proper proofreading. A division proofreading policy is under development. This will be used, along with formal proofreading training and procedures to reduce errors. ✓ "Regular "post mortem" on problems and successes following each election, incorporating ideas to improve future elections." After election is complete, we will schedule regular meetings to identify areas of concern and begin remedy process. The Elections Division will develop a system to survey poll workers for issues they feel need to be addressed as well. Our expanded rover program (designed to assist precinct boards on election day), is also part of our feedback system. The department is setting up a system of feedback to poll workers, poll worker training, and poll worker recruitment. The goal is to identify problems and develop solutions. ✓ "Regular discussion of new laws relating to elections." We will address this at regularly scheduled staff meetings. 7 ✓ "Attendance by key staff at meetings of the County Clerk's Association, including participation on subcommittees assigned to specific areas of elections." The department has already increased this involvement and our feedback is positive. ✓ "Attendance by key staff at meetings with the computer vendor." Several meetings have been held with the software vendor, developing better procedures, presenting new equipment and system choices and we have scheduled future meetings. ✓ "Regular routing of communications from the state to all program or team leaders, for discussion with their teams." A procedure is in place right now. We are developing proper information flow via a functional chain of command. ✓ "Computer/PC training from the County's Department of Information Technology or other qualified agency." We are sending staff in phases to PC literacy courses. We are implementing a continuous training program for all staff. A Network Administrator is being hired. This person will also be involved and assist in training. ✓ "New employee job training and orientation." Under development with roles and responsibilities, essential job functions. 8. "The Clerk-Recorder and the Assistant Registrar, working with their management team and the Human Resources Department, should institute procedures to assess office functions to ensure that there are appropriate personnel and other resources." The Clerk-Recorder has instituted a regular schedule of meetings with the Human Resources Department to assure smooth processing of personnel documents. The administrative division of the department is identifying procedures and contacts to simplify the process. An ASA III has been hired and will assist with this process. The long term planning goals of the Elections Division will include assessing future permanent staff needs as well as short term - temporary staff needs during an election cycle. 9. "The Clerk-Recorder and Assistant Registrar, with employee input, should identify quality control check points throughout the critical steps of the elections process and incorporate these checkpoints into the routine operating procedures. The Assistant Registrar should take an active role in monitoring the checkpoints and ensuring that the staff has the necessary resources to compete critical tasks successfully and on time." 8 The Clerk-Recorder, Acting Assistant Registrar, and staff members are developing a set of checks and balances to double check. and often triple check, operating procedures in order to eliminate error. The deadlines will allow sufficient time to provide these checks in a timely manner. C. Automated System s/TechnoIDRy 1. "The Elections Office should consult with other counties with comparable telephone usage levels to determine: a. Approximate number of telephone calls or "traffic hits" usually received during the elections process. b. The best process for developing flow process/staffing model that will provide for the efficient and quick distribution of incoming telephone traffic to different positions within the office depending upon the nature of the inquiry. c. Whether an automated attendant is an appropriate telephone communications tool during the last 30 days prior to an election and under what circumstances an automated attendant should not be used." See answer to #3. 2. "Work with the County's Telecommunications Division and the telephone vendor to develop a telephone usage model by testing: busy study, usage study, call volume, holding pattern limits." See answer to 43. 3. "Consult with the County's Telecommunications Division and the County's telephone/voicemail system vendor to: Upgrade Elections Office telephone system to include visual "message waiting cue", estimate voice/voice mail traffic, develop a plan to allow for minimum 25% voice mail queue safety margin, eliminate problems within the telephone system that cause incoming calls to be disconnected." The Clerk-Recorder has requested a study of the Elections Division phone system by the County Telecommunications Division of General Services. We have requested a base line study of usage and call volume, alternative systems available, and recommendations of that/those system(s) best suited to our needs and those issues listed in 1-3 above. We received a response from Joe Cruz in County Telecommunications on May 29, 1997. County Telecommunication is recommending the installation of an Automatic Call Distribution system along with a new electronic or digital telephone system. This is a 9 software/hardware system that will distribute incoming calls to proper departments or individuals, disperse calls to agents that have minimum call volume, generate multiple reports on system usage, and retain historical data to project future needs. The Clerk-Recorder's Office will proceed with this recommendation as soon as possible, by setting up vendor demonstrations and discussing cost alternatives. The Clerk-Recorder does not believe that the County response to this issue, as outlined in the Task Force Report, was complete or accurate. Clerk-Recorder is not a phone expert and has relied upon the County to design our voice mail system and high volume system for elections. There was no warning from the County that this voice mail system placed an excessive burden upon the County's Centrex System and could fail. During the phone system failure, County workers shared their concern with the Clerk for the County's excessive reliance on the central switch in Pittsburg, which directed all calls into downtown Martinez. They volunteered that numerous voice mail systems installed in the service area of the County's Centrex switch placed the whole system into jeopardy. If such a condition was known when the Election Division requested the voice mail system, which was designed and installed by the County, that condition should have been communicated with the Clerk and the County Administrator so alternatives could have been explored. 4. "The Assistant Registrar should initiate periodic meetings with the Clerk- Recorder, all departmental data processing staff, DFM business and technical staff and, when appropriate, the ballot printer, which would focus on: security, developing managers understanding of the application, development and maintenance of job schedules for data processing staff, integration of existing desktop technology with the existing centralized system, problem triage, Mark-a-vote mechanics and requirements." See answer to #6 5. " The Clerk-Recorder Department should focus on upgrading data processing skill sets to include desktop technology, LAN maintenance. " See answer to #6 6. `The Clerk-Recorder Department should make no precipitous decisions to convert from the existing mainframe system to a distributed processing system without a full assessment of both types of systems, including a cost/benefit analysis, by County 10 Dept. Of Information Technology." The Clerk-Recorder is selectins a Network Administrator to work on these technology issues (Numbers 4-6, above). 7. "In order to allow sufficient time for testing and training, any changes made in any of the office's automated systems should be implemented well in advance of an election." The Elections Division is still in the midst of a seismic retrofit. The computer area has yet to be done. We are attempting to solve this problem by working with lease management, who is managing the retrofit. With elections coming up one after another, it will be impossible to avoid an election period for these moves. This will disrupt our computer equipment. We will work with Lease Management and the computer support staff to avoid as much disruption as impossible. We are also working with our software vendor on a contingency plan to count ballots during the retrofit. 8. "Unless and until such time as the computer vendor is able to modify the system to provide full ballot artwork it is imperative that the ballot printer use the camera ready art as provided and not employ a "Template" method used in past elections." The elections division is putting a procedure into place to have the printer provide this service in the future. The Clerk-Recorder and Acting Assistant Registrar have traveled to the printing plant to observe ballot printing and to share ideas. 9. "The Clerk-Recorder, and key management and data processing staff members should consult with the County's Director of Information Technology to develop a two- year tactical plan to accomplish the following: Identify requirements to remodel for relocate computer equipment, develop long term system security, identify education requirements. The Clerk-Recorder is selectinc, a Network Administrator to work on these technology issues. 11 i CONTRA COSTA COUNTY, CA (Martinez, CA) • " 4 ASSISTANT COUNTY REGISTRAR Send resumes or nominations by June 13, 1997 to: Alex D. McIntyre, Vice President or Norman C. Roberts, President NO R M A N R O B E R T S & ASSOCIATES , I N C . 1800 Century- Park East, Suite 430 Los Aril-eles, CA 90067-1307 Telephone: (310) 332-1112 Facsimile: (310) 332-1113 E-MaiL:NRAssoc@aol.com i AN EQUAL OPPORTUNITY/ADA EMPLOYER Women and Minority Candidates are Strongly Encouraged to Apply I NORMAN R O B E R T S & Assoc I A T E S , INC . NO R N1 A N ROBERTS & ASSOCIATE S , I N C RECRUITMENT PROFILE i i i I. CONTRA COSTA COUNTY, CA ■ Contra Costa County is a growing community located directly east of San Francisco. The current population is about 370,000, placing Contra Costa County among the ten most populous counties in the State of California. The County was incorporated in 1850 as one of California's original 27 counties. Heavy industry began to spread from San Francisco into the County late in the nineteenth century, and remains an important part of the Countv's economy today. The County covers 733 square miles. i I ■ The County includes varied suburban, industrial, agricultural and port areas. There are 18 incorporated cities within Contra Costa County. Martinez is the County seat and the location of the County's administrative and Information Technology offices. The cities of Pleasant Hill, Llartinez, Danville, Concord, , Walnut Creek, San Ramon, Richmond and Pittsburg are each host to numerous industrial firms which have established their corporate headquarters in these communities. Shell, Chevron, Hexcel, Dow Chemical, Systron-Donner and Zeltex i each have offices in the area. I ■ Contra Costa County's varied geography and temperate climate provide its resi- dents with an affordable choice of rural,urban and suburban lifestyles. Ln addition, the County has one of the State's most heterogeneous populations, rich in ethnic, cultural and socio-economic diversity. The County offers a variety of cultural and recreational opportunities. Ln addition, all of the attractions of San Francisco are within easy driving distance,30 to 45 minutes away and accessible through the Bay j Area Rapid Transit (BART). ■ Contra Costa County is known for being progressive and is governed by a five- member Board of Supervisors elected by District, on a non-partisan basis, for four- year overlapping terms. The FY 1996-97 County budget is approximately 5745 million and there are about 8,000 FTE emplovees. f � 11. OFFICE OF THE CLERK-RECORDER ■ Stephen L. Weir is currently serving his second four-year term as Clerk-Recorder for Contra Costa County. He is up for re-election in June, 1998. ■ The Office of the Clerk-Recorder is divided into three divisions: Clerk, Recorder and Elections. The Office has an overall budget of approximately S9 million with I, a staff of 60 FTEs. i NORMAN ROBERTS & ASSOCIATES , INC . i IV. ISSUES/CHALLENGES FACING THE ASSISTANT COUNTY REGISTRAR (Not Prioritized) ■ Working in conjunction with the Clerk-Recorder and an outside facilitator,continue teambuilding in the Office of the Clerk-Recorder. ■ Prepare for the general elections in November, 1997. ■ Build and enhance administrative and staff support systems, particularly in the areas of budget and personnel. ■ Implement a management evaluation system. ■ Focus on staff development and create career succession strategies. i Identify information technology and facilities needs for the Office. V. THE CANDIDATE ■ Experience, Education and Professional Development The ideal candidates will have: I • The equivalent of a high school diploma. A bachelor's degree, from an accredited college or university, is preferred. • Five years of progressively responsible clerical work, with at least two years i which must have included supervisory responsibilities in the conduct of public procedures at the County level. It is strongly preferred that candidates have at least eight ,years experience working on elections for a California county. • A State of California motor vehicle operator's license. S Participation in appropriate professional organizations is encouraged, as long as it does not interfere.with the duties of the position. ■ Skills and Knowledge I 1 i Ln addition to having excellent communication and budgeting skills, candidates I should have knowledgeable of: 4 • The State of California Election Code and laws relating to the conduct of registration and voting procedures in general, primary and special elections; • .acceptable office practices m document processing, filing and mail ng; and I • Approved supervisory methods and techniques. I) I NORMAN ROBERTS & ASSOCIATES , INC . Page 3 of 5 • Innovative; and • A sense of humor. VI. MANAGEMENT COMPENSATION AND BENEFITS The compensation for the position is open, within an established annual range, based upon qualifications and experience (which is currently under review). There is an attractive benefits plan which includes: group health, dental and life insurance; membership in the County Retirement Plan; vacation, administrative and sick leave; holidays, mileage reimbursement; long-term disability insurance; professional devel- opment allowance for memberships in professional organizations; subscriptions to professional publications and attendance fees at job-related professional development activities; deferred compensation; and tuition reimbursement. 4,25/97 I I f I I I I i i N 0 R N ROBERTS & ASSOCIATES , INC Page ;of 5 I - DEPARTMENT OVERVIEW A. Department Responsibilities/Purpose Statement Elections Office The purpose of the Clerk-Recorder Elections Division is as follows: ► Maintain a high level of voter registration. ► Conduct elections in an accurate and timely manner. ► Verify signatures on Initiative, Referendum, and Recall Petitions. ► Provide data processing support to Clerk-Recorder. Recorder's Office The purpose of the Recorder's Office is as follows: ► Maintain and preserve all official records relating to real property, subdivision maps, assessment districts, and records of survey offered for recording. ► Maintain records for all births, deaths, and marriages occurring within this county. ► By law, the County Clerk-Recorder is mandated to provide County Clerk services and document processing for persons interested in marriage licenses, notaries, and Fictitious Business Names. The Clerk-Recorder also performs as an agent of the Federal Government; processing passport applications. 1 Partnerships Elections and Recorders once shared a computer, computer support staff, and data entry operators. The Recorder's Division is in the process of implementing a "state of the art" system that relieves the Elections Division computer. The two divisions still cooperatively share data entry staff. This provides for optimum use of data entry operators to provide expanded support to the Election's Office during slow periods. The Recorder's Office provides information to the Assessor's Office. We are in the process of designing and implementing new technology to put this information "on line" for the Assessor and for private interests as well. B. Organization Structure Clerk-Recorder Department - See Attachment "A" Recorder's Office - See Attachment "B" Elections Office - See Attachment "C" 2 Contra Costa County Clerk- Recorder Department Organization Chart FY 1996-97 County Clerk-Recorder Steve Weir Elections Division Administration Recorders Office D.P.Divsion Mapping Election Services EIndex/Copy IVitalStatisics Micofilm FBN/Notary:Manage Divsion Division Section Section Section Divsion Attachment "A" CONTRA COSTA COUNTY CLERK-RECORDER RECORDER'S OFFICE ORGANIZATION CHART FY 1996-97 County Clerk-Recorder I-E Administration Assistant County Recorder Operations Supervisor 822 Main Microfilm Department Recordable Document Section Copy/Indexing Section FBN/Notary/ML 1-Microfilm Supervisor I-Clerk Senior Level I-Clerical Supervisor I-Clerical Supervisor I-Micro.Tech 111 Project 7-Recordable Doc.Tech 4-Clerk Senior Level 1-Clerk Specialist 3-Micro.Tech. 11 Project 4-Clerk Experienced 3-Clerk Senior Level 2-Micro-Tech.11 1-Clerk Experienced I-Micro. Lech. Attachment "B" CONTRA COSTA COUNTY CLERK-RECODER ELECTIONS OFFICE ORGANIZATION CHART FY 1996-97 Steve Weir Clerk-Recorder Administration Assistant County Registrar Voter Registration Unit Precinct Services Unit Elections/Recorders Unit Data Processing I-Election&Registration Manager I-Election&Registration Manager I-DP Manager 2-Election Processing Superyisors 2-Elections Technicians I-DP Assistant Manager 2-Clerk Senior Level I-Clerk Senior Level 6-Data Entry Op.Il* 3-Clerk Experienced Level I-Senior Drafter I-Computer Operator** 1-Data Entry Operator lI *3-Data Entry Operator IF funded by Recorders **Funded by Recorders Attachment "C" 11 - RESOURCES A. Financial Resources The following information was taken from the 1996-97 Recommended Budget of Contra Costa County (pages 73-74). 1 . 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 47.70% $58,000 Fund Balance 52.30% $63,544 2. 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: 28 Level of Discretion: Very Limited Gross Expenditures $1,584,656 Financing: $2,535,000 Net County Cost: ($950,344) Funding Sources: 'Expenditure Transfers 0.30% $5,000 Fees 159.60% $2,530,000 Adjustments: (1995 collections were over estimated by the CAO.) In 1996 we decreased estimated filing fees by $1 ,116,179 to reflect anticipated collections more accurately. Impact: The filing fee revenue loss results in increased net County cost for this unit, which was covered by transfers from other accounts within the Recorder's Office. 3. 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. This division is implementing a $1 .9 million state of the art technology program, which will include an optical scanning program. This is being done with non-general fund (dedicated) monies. FTE: 9 Level of Discretion: No Discretion (restricted revenue) Gross Expenditures $4,552,230 Financing: $4,552,230 Net County Cost: $0 Funding Sources: Fees 100.00% $4,552,230 4. Elections Description: To conduct necessary elections in an accurate and timely manner; maintain a high level of voter registration; verify signatures on initiatives, referendum, and recall petitions, and to provide data processing support to the divisions of the Clerk-Recorder's Department. The Registration and Administration section maintains voter registration records; conducts voter registration outreach; verifies and certifies filed initiatives, referendums, and recall petitions. The Elections Services section issues, files, and certifies nomination papers, prepares and mails sample ballots, candidate statements, measures, argument and absentee ballots, and conducts elections. The Clerk-Recorder Administrative now falls under the Elections department budget in a special budge unit. The administrative section provides budgetary, personnel, and other support to now falls under the Elections, Recorder, and Clerk units. FTE: 28 4 Level of Discretion: No Discretion Gross Expenditures $3,231,732 Financing: $1,177,000 Net County Cost: $2,054,732 Funding Sources: Expenditure Transfers 5.70% $185,000 State Aid 3.10% $100,000 Election Services 25.90% $840.000 Candidate Filings 0.40% $12.000 Misc. Services 0.80% $25,000 Sale of Documents 0.50% $15,000 General Fund 63.60% $2,054,732 Adjustments: The Elections unit is unable to sustain any further reductions. In 1996 net appropriations were increased by $251 ,248 to cover unavoidable increased costs of elections services. Impact: No programmatic impact on the Elections division, however, the increased net County cost may result in cuts to other agencies. 5 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. During the past year we have upgraded six positions to the Senior Clerk Level to more realistically represent their duties and responsibilities. During slow periods in the Recorder's Office, Data Entry Operators assist the Elections Office, to help them during their busy elections cycles. The Elections Office: am proposing a reorganization in staffing for the Elections Office. With the recently published Task Force Report and concerns regarding consolidation, a need to more closely monitor the election process is required. Public concern over the potential for fraud and the need for precise accountability in elections requirements has prompted me to make modifications. The staffing philosophy behind this reorganization is that of a supervisory staff that is cross-trained and has the ability to back up all areas when vacancies occur. C. Affirmative Action Department recognized in 1996 as first to be fully representative of the Contra Costa work force as a whole. D. Sick Leave The Department has aggressively monitored sick leave usage. In the past we 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. Usage comparisons are not possible at this time due to the merger of the Clerk's function with the Coordinated Trial Courts. 6