Maricopa County Assessor's Office Strategic Plan
PROCESS DEVELOPMENT & IMPROVEMENT
To maximize our quality of service, we will implement a robust framework to document, standardize, manage, measure, and incrementally improve business processes. This approach will optimize both quality and accuracy, increase process efficiency, and enhance services to our customers.
STRATEGIC GOALS & ACTION ITEMS
GOAL ONE: Become a process-focused agency.
Years 1-2 (FY2022-FY2023)
Begin to develop the strategy and build awareness for a process development framework.
Design the framework for an office document management process.
Identify process owners and their expected roles for all critical business processes.
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Year 3 (FY2024)
Implement an office document management system that provides the process for future creation of, retiring of, and revisions to SOPs and
Policies.
Establish a network of process leaders within workgroups for key business processes.
Create a macro-level, end-to-end blueprint of Assessor business processes.
GOAL TWO: Implement standard operating procedures (SOPs) and policies for critical business processes.
Year 2 (FY2023)
Begin identifying and prioritizing critical processes and key job functions.
Begin documenting appropriate SOPs.
Assess the baseline maturity level of each key business process.
Identify and inventory any current SOPs.
Identify and inventory any current policies.
Determine electronic platforms, standard formats, and methods to house and manage SOPs.
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Year 3 (FY2024)
Finalize prioritization of critical business process.
Begin documentation of all critical SOPs.
Begin documentation of all critical policies.
Create SOPs and add them to the glossary.
Begin to publish SOPs and Policies to the electronic library, receive acknowledgment, and communicate to the applicable workgroups.
Years 4-5 (FY2025-FY2026)
Finalize documentation, sign-off all critical SOPs and policies, and add to the electronic library.
Year 2 (FY2023)
Identify internal paper-based business processes.
Create an electronic filing cabinet.
Identify external taxpayer-initiated paper-based forms to determine opportunities for digital submission.
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Year 3 (FY2024)
Prioritize internal and external paper-based processes based on annual volume.
Coordinate/determine feasibility to explore digital options for DOR forms.
Identify current resources needed to internally process/scan incoming documents.
Establish document retention/purging protocol.
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Year 4 (FY2025)
Create electronic workflows and train team members on new workflows.
GOAL THREE: Determine opportunities to become a paperless office by offering internal and external
digital alternatives.
GOAL FOUR: Develop, track, and display operational performance metrics.
Year 2 (FY2023)
Identify critical success factors related to the strategic initiatives.
Develop performance metrics communication plan.
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Year 3 (FY2024)
Provide internal awareness and education on the benefits and purpose of meaningful performance metrics, and effective performance
communications.
Begin to develop and track operational performance metrics.
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Years 4-5 (FY2025-FY2026)
Finish the development and tracking of operational performance metrics.
Visually display operational performance metrics.