Maricopa County Assessor's Office Strategic Plan
CUSTOMER EXPERIENCE
Our mission is to respect those we serve and inspire public confidence in our accuracy, efficiency, and fairness. We are committed to serving the public with the utmost respect and transparency in every interaction and matching needs. We will make every effort to ensure that the public has a positive experience with our organization and leave with a better understanding of the assessment and valuation process.
STRATEGIC GOALS & ACTION ITEMS
GOAL ONE: Establish a consistent strategy for contacting the Assessor’s Office, clarifying the roles of the STAR Call Center, public assistance, clerks, and other areas of contact within the organization.
Year 1 (FY2022)
Convene a group of stakeholders.
Facilitate the current and future state mapping of existing processes.
Facilitate the development of a single integrated strategy and process for customer contact.
Years 2-3 (FY2023-FY2024)
Evaluate the processes and make necessary changes.
GOAL TWO: Decrease wait time to resolve customer inquiries.
Year 1 (FY2022)
Begin to evaluate average customer wait time and the number of transfers using data from STAR Call Center and customer feedback.
Create a process to establish feedback loops from employees and business partners.
Evaluate reasons for calls.
Simplify call-handling procedures.
Clearly identify routing for specific languages.
Year 2 (FY2023)
Determine causes of longer wait times and multiple transfers.
Continue collecting and assessing data through the STAR Call Center, Salesforce, and surveys.
Identify and implement adjustments to the process based on data and feedback.
Target customer service training to further knowledge on frequently asked questions.
Years 3-5 (FY2024-FY2026)
Continue collecting and assessing data from STAR Call Center, Salesforce, and surveys.
Re-survey customers on satisfaction levels.
Identify and implement changes to processes based on data and feedback.
GOAL THREE: Reduce call volume by improving the clarity and simplicity of all forms and letters
within three years.
Year 2 (FY2023)
Gather and review all current forms and letters.
Identify the number of current calls related to confusion over forms and letters through the call center, call tracking, and customer surveys.
Prioritize the editing of documents that generate the most phone calls.
Begin to refine all forms and letters to include simplified language and explanations.
If necessary, add supplemental documents with instructions to accompany forms.
Year 3 (FY2024)
Assess data results from Year 2 efforts.
Re-survey customers on satisfaction levels.
Identify and implement adjustments to forms and letters based on data and feedback.
Implement annual review of forms and letters.
GOAL FOUR: Within two years develop and implement a plan that has 3-5 creative ways to efficiently and effectively receive and process forms.
Year 1 (FY2022)
Develop a task force to brainstorm ideas.
Year 2 (FY2023)
Evaluate the use of kiosks and auto-submission options.
Evaluate options that allow customers to choose communication preferences (paper, electronic, text message, etc.).
Consider specific accessibility solutions for customers with disabilities.
Begin to implement ideas from Year 1 efforts.
Continue to brainstorm and implement additional measures.
GOAL FIVE: Understand who our customers are via customer personas and journey maps.
Year 2 (FY2023)
Perform research and analysis of actual end-users of our services, leveraging survey feedback from Year 2 (FY2023) strategic goal.
Year 3 (FY2024)
Create customer personas.
Share customer personas and integrate them into processes to better serve property owners.
Year 4 (FY2025)
Leverage customer personas to create customer journey maps.
Share customer journey maps and integrate them into processes to improve the experience for customers.