Maricopa County Assessor’s Office Strategic Plan
Message from Assessor Eddie Cook
Each year, the Maricopa County Assessor’s Office values over 1.8 million real and personal property parcels and accounts. The property values determined by our office serve as the foundation for fairly allocating more than $650 million in property tax revenue for Maricopa County and its cities, towns, and districts.
We take this responsibility very seriously.
We ensure that fairness, equity, and respect is present in every aspect of our operations to secure quality services for your property. To achieve this, we continue to innovate and anticipate the changing needs of the community and embrace the latest technology. We will also continue to create a workplace for our team that inspires and empowers them to perform at the highest level.
I am pleased to share our organization’s strategic plan for fiscal years 2027-2031. This plan is our roadmap for serving the residents of Maricopa County more efficiently and effectively to provide the best possible customer experience.
The strategic plan is a true reflection of our one-team approach. Our team overwhelmingly affirmed our vision, mission, values, and hopes for the future, and we look forward to bringing these improvements to you.
Eddie
Maricopa County Assessor’s Office Strategic Plan FY2027-FY2031
To ensure we maximize and stay true to our mission, vision and core values, we’re establishing four pillars to focus on to better our services to our constituents: Operational Standardization, Operational Intelligence and Optimization, Public Trust and Community Engagement, and One Team Culture and Workforce Excellence
Goal 1: All critical business processes documented in a universal standard operating procedure framework, stored in the controlled document index, and audit requirements established.
Goal 2: Each unit has implemented a standardized team-owned training plan ensuring all team members within the same function receive consistent skill development.
Goal 1: Analyze and report potential cost savings/efficiency gains of optimizing all intake processes with a focus on reducing manual processing and enhancing customer experience.
Goal 2: All teams are to have established a standardized and sample-based QC process to improve accuracy, consistency and quality.
Goal 3: All teams are to have standardized individual and team-based performance metrics with accompanying dashboards where appropriate, to support data informed decision making.
Goal 4: Ensure that all data and information adheres to the Maricopa County Data Classification policy, Records Retention/ Destruction schedules, and complies with ADA Accessibility requirements.
Goal 1: Establish a community outreach program with goal to improve public awareness and understanding department services.
Goal 2: Establish structured collaboration with external agencies/jurisdictions to improve communication, coordination and efficiency.
Goal 3: All customer facing touchpoints will have a mechanism to receive public feedback in order to improve service delivery.
Goal 1: Develop an office-wide cross functional training and knowledge sharing initiative to reduce dependency on single staff roles and to enhance collaboration across divisions.
Goal 2: Establish a leadership development framework that prepares supervisors, managers and emerging leaders with the skills and competencies needed to support the organization.
Goal 3: Strengthen our culture of collaboration, accountability, and employee engagement across all levels of the organization.
Strategic Planning Documents
Current Plan (2027-2031)Previous Plan (2022-2026)