DEVELOPING A BUSINESS CASE AND OBTAINING FUNDING FOR ENTERPRISE CONTENT MANAGEMENT SOLUTIONS

Transcription

1 DEVELOPING A BUSINESS CASE AND OBTAINING FUNDING FOR ENTERPRISE CONTENT MANAGEMENT SOLUTIONS DAN KRUEGER, COUNTY CLERK/REGISTER OF DEEDS, OTTAWA COUNTY

2 WE ARE THE COUNTY CLERK S OFFICE The County Clerk is a Constitutionally Elected Office that oversees the following mandated services: Circuit Court Records Vital Records Elections Boards and Commissions Ottawa County has approximately 264,000 residents and is the 8 th largest County in Michigan.

3 THE EVOLUTION OF DOCUMENT MANAGEMENT 1,000 B.C. 200 B.C. 100 A.D. 20 th Century 21 st Century?

4 PROBLEMS WITH TRADITIONAL DOCUMENT MANAGEMENT Voluminous Costly offsite storage required Risk of missing/lost documents Reduced efficiency/increased employee stress Single user access No disaster recovery mechanism (e.g. fires, floods, tornados)

5 HAVE YOU EVER.... Spent time looking for a file? Tried finding a document that was missing from a file, which happened to be pointed out by the Judge? Had FOC say You never provided a copy of that order to the FOC? Felt like your office is a silo completely independent from every other department?

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7 HOW OUR JOURNEY BEGAN.... Complex issues and not resolved overnight Formed a Justice-Wide Multi-Department Committee What is the process? Don t rush! What does it do? How will it impact me? Show what it is and what it does Site visits Met regularly to determine needs/interconnections We no longer operate in Silos

8 CURRENT COUNTY DEPARTMENTS INVOLVED County Clerk 20th Circuit Court Trial and Family Division Ottawa County Probate Court Friend of the Court 58th District Court and Probation Prosecuting Attorney Sheriff s Department Community Mental Health Several Local Police Agencies

9 HARD DATA EXISTS TO VERIFY THE EFFICIENCIES OF ELECTRONIC CONTENT MANAGEMENT Time-Study and Materials Analysis First known evaluation of Electronic Content Management to utilize a comprehensive time study and materials analysis to verify actual efficiencies 480 hours of time study data collected 45 unique workflow processes analyzed Over 400 pages of time study and material-usage computations

10 INITIAL JUSTICE DEPARTMENT S IMPLICATIONS THE FIRST YEAR.... Projections based on Internal Study that County Administration performed 12,492 regular staff hours saved annually 452 overtime hours saved annually 549,067 fewer pages copied annually 2,935 fewer file folders purchased annually

11 INTERNAL DEPARTMENT PLANS How can you manage change? Job Descriptions Union Issues Staff issues. What s wrong with the way we do it? Why do we do what we do, the way we do? What is the paper flow?

12 REQUEST FOR PROPOSAL RFP IT puts together RFP Departments assist Review of RFP-2 tiered IT perspective Department Functions Demos Open process to all participants

13 REQUEST FOR PROPOSAL Who Writes? Don t Reinvent the Wheel - Share Muskegon Bay Ottawa Saginaw

14 FUNDING Return on Investment - ROI Multi Department Support Service to Public Staffing Issues Attrition No layoffs Cost Departmental Saving Estimates

15 PROJECTED HARD SAVINGS WITH STATUTORY/RULE CHANGES (POSITIVE ROI) Cost (Total) $25,000,000 Cost-Savings (T otal) $23,714,872 $20,000,000 Dollars $15,000,000 $10,000,000 $9,388,026 $15,459,741 $9,734,142 $5,000,000 $3,016,262 $4,687,188 $7,775,052 $6,036,284 $4,465,147 $0 $1,075, Year

16 ECM COST SAVINGS TO THE COUNTY WITH LEGISLATIVE CHANGES Staff reductions through attrition $640,207 Postponements in hiring staff $161,147 Reduction in overtime hours $14,856 Total labor cost savings $816,210 Paper,toner,postage, envelopes folders, storage, etc. $248,526 Equipment costs $3,883 Total yearly cost savings $1,068,619

17 LEGISLATIVE/RULE CHANGES Electronic Signature Electronic Seal Electronic Filing - voluntary or mandatory Electronic Storage of Court Documents PA 199 of 2013(HB 4064) Supreme Court Committee(Hopefully Year s End) Other Permanent Documents Needed

18 WHERE DOES THE MONEY COME FROM? General Fund Most County Offices and Departments Grants Title IV Funds Friend of the Court

19 GROWING PAINS ALONG THE WAY Staff Attitudes/Turnover Having to Pull Double Duty All Departments/Courts Wanting Changes/Upgrades Immediately Accommodating Different Departmental/Court Needs for the Same Information Enduring Technical Difficulty and Hiccups Keeping up morale/staff buy in Training, Training, Training!

20 COUNTY CLERK IMPACT STATEMENT April 2007 (completely paper environment) - 4 to 5 week backlog in processing incoming mail - 3 week backlog on opening new cases - Spent significant time locating files 26 combined hours locating files for motion/sentence day - Documents were consistently missing from the file - 6 months behind in releasing bond money - Was requesting an additional 2.0 full-time employees - No consistency in processing like documents April 2008 to Present (live with workflows) - Most documents are processed within 24 hours of receipt - New cases are opened the same day they are received - Spend approximately 1.5 hours in locating files for motion/sentence day - All documents are in the file and processed before the file leaves the office - Bond money is released the same week as sentence - No need for previously requested additional staff - Complete consistency in all processes

21 BEFORE TECHNOLOGY AND AFTER....

22 KEYS TO SUCCESS... Always ask why? Question every single process Never accept because that s the way we have always done it! Never be afraid to move Someone s cheese!

23 QUESTIONS

24 PLEASE CONTACT US Daniel C. Krueger, CCO, MCCO County Clerk (616) Sherri A. Sayles, CMC Justin Clark, J.D. Chief Deputy Clerk Assistant Chief Deputy Clerk (616) (616) Lori J. Catalino, J.D. 58 th District Court Administrator (616)