The third year of operation as an Executive Agency saw the Register General’s Department achieving a 94% success rate. The fiscal year 2001/2002 was one, which saw mega efforts on the part of Management and staff to satisfy a greater number of persons. In order to do this, much emphasis was placed on quality customer relations through direct contact and via electronic methods. One challenge, which militated against our efforts, was our telephone system. This did not allow for persons to get through easily, if at all, to the facility. Much dialogue was held with the technicians and although not totally remedied, the situation has been positively addressed.
The RGD continues to function not only as a customer-driven and service-oriented organization but has also generated revenue to benefit its operation. Last year, based on its financial achievement, the Agency qualified for the “Model C” status a second time. This would allow it to keep all income generated and then make a return to the government. The Agency was not granted this status at that time.
The year began with fifty-four 54) Key Performance Indicators (KPIs) as targets. This was five (5) less than the fifty-nine (59), which were used in the financial year of 2000/2001 due to the achievement of some targets, which were set in 2000/2001. At year end RGD reported 94% successful achievement of these targets. Of the 49 positive (KPI's), 29 were surpassed and 20 were met. Targets not met still remain largely outside of the Agency’s control and include the rationalization of Local Districts Registrars (LDRs). The RGD continues to work with the legislative sub-committee of Parliament and the PSMP team to finalize the relevant legislation. We are also examining a change of the Births and Deaths Act to make “Adding of fathers particulars to the birth record” mandatory and are also working closely with the National Registration Unit (NRU) on this.
The Agency continued its innovative trend with the implementing of new ideas, while at the same time revisiting existing ideas and related modus operandi. Those, which were not working as envisioned, were discarded and new ones put in place. With the heavy demand for service as well as increased expectations, from our customers, our operation has to be a very dynamic one so that we can realize our motto of satisfying all our customers.
The Births, Deaths and Marriages computerized system (BDMS) project, was instrumental in supporting the Production and Customer Care Unit to create improved production levels of success for this year. Significant results were seen with 91% of applications received being satisfied. Other phases of this project will be implemented during the fiscal period 2002/2003. The BDMS team will also work at making data, which has been captured through the application process, available and more accessible to enhance the response time to customers.
Total customer satisfaction remains one of our focal points during this year. We have been able to achieve an average rate of 91% by the end of the year in terms of satisfying 185,704 of the 204,543 applications, which were received. The difference of 18,839 or 9% is lower as it includes 2.6%, for Ordinary and Seven-Day applications, which are for the 2-4 weeks and 7-days respectively, hence are not yet due. In addition, incomplete registration, inability to contact customers for queries, necessary repeat searches and difficult cases also contributed to this difference. Unfortunately, there have been customers who visit the locations for service and were unsuccessful. We are concerned about these customers and have addressed this by continuing the de-spining and repairing of records, re-aligning our limited vault space, and in general, working to enhance the computerization process. Concurrently we plan to implement point of sale facility, offering on-line payments for on-line applications and will be expanding our delivery service.
It was also recognized that power cuts would hamper production and in order to mitigate against this, a generator was installed. A Customer Service Improvement Project (CSIP) is also being undertaken with the cooperation of a Bills Payment service. This will allow for customers to make payment for our services at any of these outlets. These efforts are being made to create the facilities, which will allow the services of the RGD to be accessible as close as possible to customers, island-wide.
Prudent and effective financial management practices guided our financial operations. The Agency continued to produce timely financial statements, which reflected positive trends in particulars areas. At the end of the year, the Agency saw its expenditure of $222.9 within 2.9% of budget. The results, in the area of income were favourably over budget by 26.4%. All areas of services contributed to the income of J$220.7 million dollars recorded for the year. This resulted in an operating deficit of J$2.2m which was well below the J$42.0m which was the target.
The RGD realizes that satisfied and contented staff members will undoubtedly result in satisfied and contented customers and stakeholders. Our goal has always been to keep staff of all levels, empowered by regular updates on all relevant matters. The special emphasis, which has been placed on Human Resources is seen from efforts such as, regular newsletters and “Keeping in Touch” missives, refurbishing and upgrading the Canteen, arranging for uniforms, planning Fun Day, monthly “de-stressing” sessions, Cost of Living (COL) adjustments, Performance evaluations, Training and Incentive pay. We have also refurbished existing Registration centres and created a new one. Included in these efforts was the focus on internal and external training, improved benefits and recognition for long and outstanding service.
The majority of staff took all their leave during the year. Each year all persons are to take leave in keeping with the fact that a tired body and mind cannot be effective and efficient. Group Life Insurance is in place for all permanent staff members. Labour relations remained stable throughout the year. The Annual Awards Dinner was a success and the highlight was the presentation of awards to persons including Manager of the year Mr. Gregory Gordon and Employee of the year Mrs. Joan Bennett.
Our Customer outreach programme, maintained its buoyancy with over nine hundred and thirty (930) outreach meetings held during this year. We continue our good relations with the media houses and stakeholders to ensure adequate and correct transfer of information as well as to respond to the members of the public who choose to use the media for information and or to ensure satisfaction of applications. Additionally, the RGD continued to inform the public through its RGD and YOU Radio programme, which is aired on five stations locally as well as on two stations overseas. Overseas airing was not entirely as planned, but this will be boosted in the coming year. The CEO, as well as other members of the management team, further contributed to outreach activities through the dissemination of information as they made themselves available to be interviewed and to speak to schools and other groups, in relation to the Agency’s operations.
The last customer survey conducted showed that the outreach programme of the Department is estimated to reach approximately 580,000 persons per week during the financial year. Overseas outreach meetings undertaken this period, covered ten cities in the United Kingdom and hundreds of persons in Cuba. The efforts were appreciated and were used to sensitize many to the services being offered by the Agency. We look forward to the full impact of these efforts in the coming financial year.
The Island Record Office (IRO) continued to be successful in its core business, that of recording documents, by yielding a success rate of 98%. Other services including Genealogical Researches, Deed Poll, and Asset Lien verified, all saw an upswing in the last quarter of the fiscal year to yield over 110% success by the end of the year.
The RGD PSMP Implementation Unit monitored and produced achievement reports on the modernization project. The canteen upgrade was completed, much to the delight of the staff. Additionally this Unit undertook the refurbishing of five Registration centers and was instrumental in establishing one center in Kingston. The PSMP Unit worked with the Urban Development Corporation (UDC) as they have completed the refurbishing of the Duplicate Storage (Armoury) at the Rodney Memorial building in Spanish Town.
The Internal Audit Unit continued to do its part in monitoring the Agency’s KPI’s and individual performance targets. It also provided the critical function of ensuring the integrity of the new system of computer-generated certificates.
The RGD stands resolute in our efforts to satisfy the needs of all our customers by providing efficient, effective and economic service.