Denver’s Peak Performance Approach

1. Denver’s Peak Performance Approach Citywide Strategic Framework Sustainability Youth Jobs Safety Net Customer Experience Innovation Strategic Planning Monitoring Strategic Plan Benefits Tracking Hard $ Savings (budget impact) Performance Metrics Soft $ Savings (service level impact) • Just Do Its • Rapid Improvement Events • Business Process Design/Reengineering • New/Updated Technology • Strategic Resource Alignments (SRA’s) • Dashboard Development • ID Innovation Opportunities Human Development Innovation Fund $

2. Lean and Other Innovation Approaches • Process Innovation • Process Exists • Little analysis required, Minor to Medium Changes – Lean • Major analysis, Benchmarking, and Large Changes – 6-Sigma • Re-work the existing process & org structure – BPR (Business Process Re-engineering) • Process Does Not Exist • Process Design • Technology Innovation • Breakthrough performance improvement required • Preceded by process design/re-design • People Innovation • Resources do not align with delivering customer value • People do not have skills to deliver customer value • Service model for organization is weak or not defined • Span of Control requires review

3. Peak Academy: Embed and Support • Lean is a continuous improvement methodology • Lean strives to remove waste and deliver value to customers • Is driven by our colleagues, it is NOT top-down • Lean includes a set of tools to… • Identify Waste: Some examples include: • Identifying the 8 types of Wastes • Gemba Walk • Process Mapping • Spaghetti Diagrams • Communication Circles • Eliminate Waste: Some examples Include • 6S – Sort, Straighten, Shine, Standardize, Sustain, and Safety • Standard Work • Just Do Its (JDIs) • Rapid Improvement Events (RIEs) • Value Stream Analysis (VSA) Is Waste a dirty word?

4. TITLE:_________________________________ Date Started:_______Current Date:_________ Team:___________________________ Executive Sponsor: Process Owner: 1 Reason for Action 4 Gap Analysis – Issue ID 7 Completion / Action Plan • Why are we doing this? • What is the burning platform? • What is the chief complaint? • Intent of the action • Scope – Start & end points • Answer the Q – “What would good look like?” • What holds up back from the Target State? • What are the root causes of these road blocks? • Use Tools to ID Waste 2 Initial State 5 Solution Approach 8 Results / Recommendation Describe attributes of the initial state – Quantitative & Qualitative Graphically present picture of Initial State 3 Target State 6 Options Assessment / Experiments 9 Insights / Lessons Learned • Describe attributes of the target state – Quantitative & Qualitative • Graphically present picture of Target State • Are metrics defined and achievable? • METRICS: Hard-$ savings, Soft-$ savings, Service Level Improvement, and Human Development

5. OnBoarding RIE • L to R… • Gloria Griffith – TS • Laura Haney – TS • Karen Sierra – OHR • Sue Holt – DIA • Kellie Hathaway – OHR (Team Leader) • Krista Judd – OHR • Karen Kindblade – DHS • Scotty Martin – Peak Academy (Facilitator) • Mark Croteau – OHR • Maureen Crandall – TS Not pictured… Kristina Riechert – PW MaryRose Abeyta – PW Keith Raschke – Peak Academy Fellow from DEH • City “Consultants” • Cindy Zec – TS • David Garcia – TS • Andrea Teague – Controller, Citywide Payroll • Lorie Stover – Controller, Citywide Payroll • TS/EAS Oracle ID Mgmt Team – Danny Lui, Gabe Passarelli, Margaret Gallegos • Troy Bettinger – OHR Analytics Team • Customers (New employees recently on-boarded) – Kindra Chapman OHR, Kent Lighthall & Melissa Field (Peak Academy)

6. Who is our Customer? • New Employee at City • Primary Customer • They should be “ready-to-roll” on their first day of employment • Hiring Manager • Secondary Customer • They should have clear documentation on how to on-board • Should understand their role to help our primary customer • Societal Customers • Ultimate customers • If new employee can’t be productive on “Day 1”, society is paying $$ for unproductive employees

7. What Does “Good” Look Like? From our Executive Sponsors (Nita Henry and Chris Lujan of OHR)

8. Day 1 – What did the Team Do? Introductions Intro to Lean & Lean Tools (Exercises) Reason for Action Current State Value Stream Mapping Current State Metrics

9. Meeting our Customers • New Empl’s … Kindra, Melissa, Kent • Login avail. Day One (0%) • Computer avail. Day One (66%) • Defect: Login had to be re-done (33%) • Melissa’s profile was incorrect • Welcome Packet (100%) • But inconsistent • Kronos Timekeeping (0%) • Cubicle/Desk avail. Day One (66%) • Parking in place Day One (66%) • Cell Phone avail. Day One (0%) – All knew about Mobile Device form • Badge available on 1st Day (66%) • PS Empl ID on 1st Day (0%)

10. A3 Box 1: Reason(s) For Action • $$ $$ $$ (Money, Money Money) • Costly to have employees who do not have the tools to work • Poor first impression of organization from Primary Customer: does not reflect ‘World Class City’ • Lack of ownership of the on-boarding process and silo’d thinking across departments • Inconsistencies and confusion: forms, processes, rules about forms, roles & responsibilities • Process takes too long and has too many steps • Repair customer service reputation for the organizations that support City Operations

11. A3 Box 2: Current State Mapping • People are causing the timing delays… • 67% of paperwork arrives after start-date • 43% of all paperwork rec’d has defects/can’t be processed • PeopleSoft Employee ID • Drives almost ALL the on-boarding efforts • In a perfect world the Empl-ID should be issued well in advance of the new hires’ first day • Average # of Days it takes us to create PS-Empl-ID AFTER an employee’s start date: 6.7 Days • One (possible) Reason for Bottleneck to Create PS-Empl-ID: • We have to verify i9 Documentation before we create PS-Empl-ID • After reviewing i9 law, we can adjust our practice: Create PS-Empl-ID as long as we verify i9 Documentation within 3-days of the employee’s first day of work. • We need to track a target state metric to ensure we’re not creating a new problem.

12. A3 Box 3: Target State Metrics

13. Target State Metrics (Cont’d)

14. What Did we do on Day 2? Initial State Value Stream Map Initial State & Target State Metrics Calc’d Soft$/Hard$ Savings Created Solution Approach

15. A3 Box 4: Gap Analysis (Cont’d)

16. Gap Analysis (Cont’d)

17. Day 3 Pictures Working on Solutions & Metrics!

18. A3 Box 5: Solution Approach

19. Day 4 Pictures Chris Lujan joins us to discuss legal overview of i9 vs. our policies in creating PS Empl-ID # More Solution Design & prep for Final Read-Out

20. Standardized On-Boarding Process (Citywide) New Employee Hiring Manager OHR Tech Svcs

21. A3 Box 7: Completion Plan

22. A3 Box 9: Insights / Lessons Learned • Missing some key players @ RIE: • Controllers Office, Citywide Payroll (Andrea & Lorie) • General Services, Facilities (Leroy) • DOF – Real Estate (Kasha) • Confirm participation prior to event (Parks and Rec) • Emergency Contacts • We removed this from the on-boarding paperwork • We should follow-up to roll-out a way to use the PeopleSoft functionality available to capture & update this information • Learned there are a lot of cooks-in-the-kitchen for this process today • Two key Choke-points in current process: Empl-ID & InfoPath form. Both of these generally are caused by hiring managers and/or new employees not accurately completing forms in a timely manner • There is no “Flow” to the current process • No clear accountability – We have the opportunity to clarify roles & responsibilities

23. Ways to Embed and Support

24. Front Row (L-to-R): Gwen Hill - EXL, Dennise Jenkins – 911, Helena Rothenberger – 911, Ernie Franssen – 911. Back Row (L-to-R): Scotty Martin, Dan Stocking – PMAM Software, Nandu Lad – PMAM Software, Pankaj Kumar – PMAM Software, David Richards – Lt, DFD & TS CAD Admin, Judy Steele – EXL, Shelly Lesnansky – 911, Kim Carroll – 911 MAYOR’S 5281 Award Recipients! MAYOR’S 5281 Award Recipients! *Intent to Lien letters are letters sent to customers that meet the requirements to have a lien placed on their property. Celebrate: Stories to Build Momentum Wastewater “Intent to Lien” Mailings “Just Do It”, January 2013 Innovation • One colleague in PW–Wastewater Accounting Services implemented a change in mailing Intent to Lien* letter from Certified to First Class postage. Wastewater “Intent to Lien” Mailings “Just Do It”, January 2013 Innovation • One colleague in PW–Wastewater Accounting Services implemented a change in mailing Intent to Lien* letter from Certified to First Class postage. *Intent to Lien letters are letters sent to customers that meet the requirements to have a lien placed on their property. Success stories are shared with the Mayor, leadership, employees, citizens, business leaders, etc. to promote the culture of innovation.

25. More • www.denvergov.org/peakperformance • Training materials • Case studies • Lean guides • Peak Academy is open for training • scotty.martin@denvergov.org • Accepting a limited number of tuition-free candidates from non-profits and other governments in 2013