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Lloyd J. Jordan, Mayoral Nominee for Director
Department of Consumer and Regulatory Affairs
To the DC City Council Committee of the Whole and Committee on Consumer and Regulatory Affairs
July 29, 1998

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Dorothy Brizill’s article on Lloyd Jordan Testimony Résumé

Statement of Lloyd J. Jordan

GOOD MORNING, CHAIRMAN LINDA W. CROPP, CHAIRMAN HAROLD BRAZIL, CHAIRMAN KATHY PATTERSON, AND MEMBERS OF THE COUNCIL. I AM LLOYD J. JORDAN, ACTING DIRECTOR OF THE DEPARTMENT OF CONSUMER AND REGULATORY AFFAIRS (DCRA).

I AM PLEASED TO APPEAR BEFORE THE COMMITTEE TODAY ON THE OCCASION OF MY NOMINATION BY MAYOR MARION BARRY, JR., AS DIRECTOR OF THE DEPARTMENT OF CONSUMER AND REGULATORY AFFAIRS (DCRA).

I WELCOME THE OPPORTUNITY TO TELL YOU A LITTLE ABOUT WHO I AM AND WHY I AM UNIQUELY QUALIFIED TO LEAD DCRA AT THIS CRITICAL TIME. I AM EXCITED TO HAVE A PART IN TRANSFORMING THE DISTRICT OF COLUMBIA GOVERNMENT AND TURNING DCRA INTO A MODEL FOR THE NATION.

I AM HONORED TO BE NOMINATED TO SERVE THE RESIDENTS OF THE DISTRICT OF COLUMBIA IN THIS CAPACITY. I ACCEPTED THE NOMINATION TO BE DIRECTOR OF DCRA BECAUSE OF MY VERY STRONG INTEREST IN LOCAL GOVERNMENT SERVICE AND MAKING GOVERNMENT RESPONSIVE TO THE PEOPLE WE SERVE. LOCAL GOVERNMENT CAN OPERATE AT OPTIMUM EFFICIENCY WITHIN A REASONABLE AND RESPONSIBLE BUDGET.

I AM COMMITTED TO MAKING DCRA OPERATE AT MAXIMUM EFFICIENCY, PROVIDING OUTSTANDING CUSTOMER SERVICE, AND OPERATING WITHIN THE CONFINES OF DCRA'S BUDGET AND SPENDING PLAN.

I KNOW THAT THE QUALIFICATIONS, EXPERIENCE, AND ACCOMPLISHMENTS THAT I BRING TO THIS JOB CAN AND WILL HELP IN BRINGING ABOUT A RENAISSANCE AT DCRA.

I HAVE MORE THAN TWENTY (20) YEARS OF MUNICIPAL, ENTREPRENEURIAL, LEGAL, AND CORPORATE EXPERIENCE IN THE FIELDS OF FINANCE, SYSTEMS MANAGEMENT AND PROCEDURE CREATION.

I HAVE PROVEN CAPABILITIES IN ECONOMIC DEVELOPMENT, LEGAL AFFAIRS, FINANCIAL MANAGEMENT, STRATEGIC PLANNING, COMMUNITY DEVELOPMENT, PROJECT AND ORGANIZATION MANAGEMENT AND LABOR RELATIONS.

I BELIEVE THAT THE WEALTH OF EXPERIENCE THAT I BRING TO THE POSITION MAKES
ME EXTREMELY QUALIFIED TO LEAD THE MANAGEMENT AND REGULATORY REFORMS THAT ARE NECESSARY TO CHANGE THE PERCEPTION THAT YOU AND DISTRICT RESIDENTS, AS WELL AS THE BUSINESS AND ECONOMIC DEVELOPMENT  COMMUNITY, HAVE OF DCRA. MOREOVER, I HAVE THE ENERGY NECESSARY TO GET THE JOB DONE.

DOING THE JOB AT DCRA REQUIRES A MULTI-TASKED APPROACH TO ADDRESS THE MYRIAD ISSUES FACING THE DEPARTMENT TODAY. FOR EXAMPLE:

  • DCRA LACKS STRATEGIC DIRECTION AND PLANS;
  • THERE ARE NO MEASUREMENTS OF OUTCOMES;
  • THERE IS AN ABUNDANCE OF CUSTOMER DISSATISFACTION;
  • TECHNOLOGY IS LACKING;
  • EMPLOYEES SUFFER FROM LOW MORALE; AND,
  • ORGANIZATIONAL STRUCTURE IS OFTEN INEFFICIENT AND BUREAUCRATIC.

THE SUCCESS OF DCRA EFFECTS THE DISTRICT MORE THAN ANY OTHER DEPARTMENT IN THE DISTRICT OF COLUMBIA GOVERNMENT. DELAYS AND INEFFICIENCY AT DCRA CAUSE BUSINESSES AND RESIDENTS TO CONCLUDE THAT THE DISTRICT IS NOT THE PLACE TO DO BUSINESS, LIVE, WORK AND RAISE FAMILIES. IN TURN, THIS PERCEPTION CAN CONTRIBUTE TO THE OVERALL DOWNTURN IN RESIDENTIAL AND COMMERCIAL POPULATIONS.

YOU HAVE HEARD THE STATEMENT ALL TOO OFTEN BEFORE: DEVELOPERS DO NOT WANT TO TIE UP THEIR MONEY FOR MONTHS WHILE THEY FIGHT THEIR WAY THROUGH DCRA’S UNRESPONSIVE BUREAUCRACY. IN SOME INSTANCES, CITIZENS MAY PREFER TO TAKE THEIR CHANCES AND DISOBEY THE LAW, SUBJECTING THEMSELVES TO HEALTH OR SAFETY RISK, RATHER THAN FACE THE RUN-AROUND AT DCRA.

IT IS TIME TO END THIS PERCEPTION OF DCRA. FIRST, WE MUST QUICKLY GET OUR ARMS AROUND DCRA. WE MUST MAKE QUICK BUT PERMANENT IMPROVEMENTS. DCRA MUST DEVELOP THE STRATEGIC DIRECTION AND PLANS THAT EVIDENCE A WELL ORGANIZED, WELL RUN, AND FISCALLY RESPONSIBLE LOCAL GOVERNMENT AGENCY.

ALL DCRA MANAGERS AND EVERY DCRA EMPLOYEE MUST HAVE WELL ARTICULATED PERFORMANCE MEASURES. DCRA MUST FOCUS ON DEPENDABLE CUSTOMER SERVICE. WE MUST REVERSE THE PUBLIC PERCEPTION THROUGH A DIRECTED PUBLIC EDUCATION PLAN.

OF COURSE, IMPROVING EMPLOYEE MORALE IS CRUCIAL TO THE SUCCESSFUL TRANSFORMATION OF DCRA AND MUST BE HEIGHTENED. THE ANTICIPATED RELOCATION OF MOST OF DCRA’S OPERATIONS TO 941 NORTH CAPITOL STREET, N.E., WILL BE A KEY FACTOR IN IMPROVING MORALE. THE OPERATIONAL PROCESSES MUST BE STREAMLINED AND MADE FLUID. DCRA MUST BE RESTRUCTURED ALONG MANAGEMENT AND ORGANIZATIONAL LINES, WITH A CUSTOMER SERVICE FOCUS.

TECHNOLOGY ENHANCEMENT MUST OCCUR. THE LACK OF STATE-OF-THE-ART TECHNOLOGY HAS BEEN A MAJOR PROBLEM IN THE DEPARTMENT. NUMEROUS ROUTINE TASKS HAVE BEEN AND, IN SOME INSTANCES, CONTINUE TO BE PERFORMED MANUALLY. FOR THE DEPARTMENT TO FUNCTION AT OPTIMUM EFFICIENCY, ALL PROCESSES MUST BE AUTOMATED AND STAFF FULLY TRAINED TO USE THE NEW EQUIPMENT.

THE DEPARTMENT HAS ALREADY STARTED SOME OF THE IMPROVEMENTS THAT ARE NECESSARY FOR REENGINEERING AND THE MAYOR, THE CHIEF MANAGEMENT OFFICER, THE AUTHORITY AND THE COUNCIL HAVE MADE THE COMMITMENT TO CONTINUE AND BROADEN THESE EFFORTS.

IN THE COMING WEEKS AND MONTHS, I WILL BE FOCUSING MY EFFORTS AND THE DEPARTMENT’S EFFORTS TOWARDS NOTICEABLE IMPROVEMENTS IN THE FOLLOWING DCRA PROGRAMS AND FUNCTIONS:

  1. BUILDING AND LAND REGULATION ADMINISTRATION:
    BUILDING PERMIT PROCESS NEEDS DRAMATIC IMPROVEMENT THE PROCESSES IN PLACE NOW CAN GREATLY HINDER ECONOMIC DEVELOPMENT. THE ONE STOP PERMIT PROCESSING MUST BE STREAMLINED AND FUNCTIONS NOW PERFORMED MANUALLY MUST BE AUTOMATED. DCRA'S WEB SITE SHOULD BE EXPANDED TO INCLUDE FILINGS, BUSINESS FORMS/APPLICATIONS, AND PAYMENTS. EMPLOYEES MUST BE EMPOWERED TO MAKE DECISIONS IN A TIMELY MANNER AND MUST BE TRAINED ACROSS DISCIPLINES FOR MAXIMUM CUSTOMER SERVICE.
    THE ZONING PROCESS IS TRULY BUREAUCRATIC. THE HIRING OF A QUALIFIED ZONING ADMINISTRATOR IS CRUCIAL AND A HIGH PRIORITY. WHERE POSSIBLE, ZONING REGULATIONS AND PROCEDURES NEED TO BE UPDATED AND THE DEPARTMENT'S BACKLOG MUST BE ELIMINATED. THERE MUST BE AN INTER-AGENCY COORDINATION AND PLANNING WITH THE OFFICE OF PLANNING, THE ZONING COMMISSION, AND THE BOARD OF ZONING ADJUSTMENT (BZA) IN AREAS OF POTENTIAL DEVELOPMENT ACTIVITY.
  2. OCCUPATIONAL AND PROFESSIONAL LICENSING
    THE PROCESS OF OBTAINING AN OCCUPATIONAL OR PROFESSIONAL LICENSE IN THE DISTRICT MUST BE STREAMLINED AND THE TURN AROUND TIME FOR LICENSURE REDUCED. THE PROCESS MUST BE AUTOMATED AND MADE MORE USER FRIENDLY. WHERE POSSIBLE, THE BOARDS AND COMMISSIONS NEED TO REVIEW AND CONSIDER THE OPTION OF DELEGATING MORE OF THE STEPS IN THE LICENSING PROCESS TO DCRA. I SUPPORT THE OUTSOURCING OF LICENSURE TO CERTAIN PROFESSIONAL ASSOCIATIONS, WHILE MAINTAINING REGULATORY AUTHORITY AT DCRA
  3. BUSINESS REGULATION ADMINISTRATION
    ONE STOP BUSINESS IS A NECESSITY. IMPLEMENTATION OF THE REFORMS IN D.C. LAW 12-86, THE OMNIBUS REGULATORY REFORM AMENDMENT ACT OF 1998, AND THE REGULATORY REFORMS ORDER FROM THE AUTHORITY WILL HELP TO STREAMLINE THE PROCESS. AUTOMATION IS A PRIORITY IN THIS AREA ALSO. WE WILL ALSO LOOK AT ALTERNATIVE METHODS OF PAYMENT TO ENCOURAGE COMPLIANCE WITH BUSINESS LICENSING LAWS AND REGULATIONS.
  4. HOUSING REGULATION ADMINISTRATION
    HOUSING INSPECTORS NEED TO BE CROSS TRAINED AND THE TIME SPENT ON PAPERWORK MUST BE REDUCED. THE FIELD AUTOMATION PILOT PROGRAM, REMOTE ACCESS PROPERTY INSPECTION AND DISPATCHING SYSTEM (RAPIDS) IS A GREAT FIRST STEP. THE ACQUISITION AND USE OF GOVERNMENT VEHICLES FOR INSPECTORS WILL ALSO GREATLY ENHANCE EFFICIENCY.
  5. OFFICE OF COMPLIANCE
    REGULATORY COMPLIANCE MUST BE ENHANCED. THE FIRST STEP TOWARD IMPROVEMENT IS TO GIVE PROPER NOTICE AND SEEK REGISTRATION AND VOLUNTARY COMPLIANCE WHEREVER POSSIBLE. WE WILL REVIEW THE OPTION OF VOLUNTARY COMPLIANCE THROUGH AN AMNESTY INITIATIVE, WITH RANDOM CHECKS FOR FUTURE COMPLIANCE. ONCE AGAIN, THIS IS ANOTHER AREA WHERE AUTOMATION OF THE PROCESS IS ESSENTIAL.

I KNOW THAT THERE IS A GREAT DEAL OF WORK TO BE DONE TO TRANSFORM DCRA AND I TAKE ON THIS TASK WITH MY EYES OPEN. I KNOW THAT THE DEPARTMENT CAN BE AND WILL BE TRANSFORMED. EMPLOYEES CAN BE AND WILL BE ENCOURAGED AND EMPOWERED TO DO A BETTER JOB. THE DISTRICT GOVERNMENT AND OUR CUSTOMERS NEEDS MUST BE ADDRESSED SIMULTANEOUSLY.

TIME IS OF THE ESSENCE FOR DCRA AND THE DISTRICT OF COLUMBIA. TRANSFORMATION MUST BEGIN NOW AND I AM THE PERSON WHO WILL GET THE JOB DONE.

I LOOK FORWARD TO WORKING WITH YOU, MEMBERS OF THE COUNCIL, MAYOR MARION BARRY, DR. CAMILLE CATES BARNETT, THE DC FINANCIAL AUTHORITY, THE CHIEF FINANCIAL OFFICER, DCRA STAFF AND OUR CUSTOMERS AS WE TAKE STEPS TO MOVE THE DEPARTMENT TO THE TOP OF DISTRICT GOVERNMENT AGENCIES, KNOWN FOR DEDICATION TO EFFICIENT CUSTOMER SERVICE AS WELL AS FINANCIAL AND MANAGEMENT ACCOUNTABILITY AND RESPONSIBILITY.

THIS CONCLUDES MY FORMAL REMARKS. I LOOK FORWARD TO THE CHALLENGES IN THE COMING DAYS AND I AM FULLY COMMITTED AND CONFIDENT THAT I CAN BRING ABOUT THE MANAGEMENT STABILITY AND CUSTOMER SERVICE THAT ARE REQUIRED OF AN OUTSTANDING AND RESPONSIVE REGULATORY AGENCY THAT IS A CRITICAL PARTNER IN THE DISTRICT OF COLUMBIA’S PLANS FOR ECONOMIC REVITALIZATION.

I WILL BE HAPPY TO ANSWER THE COMMITTEE'S QUESTIONS AT THIS TIME.

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LLOYD JORDAN
4759 Westminister Place, St. Louis, Missouri 63108
Home: (314) 367-7000 Office: (314) 361-1600

CITY MANAGER

Dynamic and energetic, I am a city administrator that gets results. I establish realistic long- range financial plans while motivating employees to increase efficiency end effectiveness. As a creative and thorough manager, I generate innovative ideas-and solutions while improving the bottom line of the City.

Capabilities Profile..,

More than 15 years of entrepreneurial, legal, corporate and municipal experience in financing, and systems, procedures creation. Strong financial transaction background with real estate, public debt issuance, bond issuance, and creative financing methods Complementing municipal, real estate, corporate, and tort legal law expertise. Proven capabilities arc applicable in several areas, including.

Legal Affairs
Economic Development
Labor Relations
Complex Decision Making
Financial Management
Community Development
Government Affairs
Goal Establishment
Project Management Strategic Planning
Budget Analysis & Preparation
Organization Management

Key Career Accomplishments...

  • Created the municipal financial plan that led to the bail-out of Trans World Airlines (TWA), which generated $25 million per day in economic benefits and saved over 8,000 jobs in St. Louis.
  • Produced three consecutive years of cash surplus City of St. Louis, $11 million, $14 million, and $16 million respectively, by reducing the cost of operations and improving departmental efficiency.
  • Improved credit position of the City leading it to receive an unprecedented three-level credit increase from BBB- to A- within three years and the subsequent reduction in borrowing interest of 3% per year.
  • Served as an acquisition team liaison in the successful attainment of an NFL team far St. Louis which crested approximately $70 million in annual economic benefits.
  • Developed strategic and operational plans to convert cost centers to income-generating profit center. producing $1 million and reducing overall organizational cost to the City.
  • Managed a workforce of 8,000 public employees and reduced the cost of operations, saving $41 million within three years.
  • Reorganized the City’s disaster operation and managed the City through the great floods of 1993 without loss of life and with nominal property lost.
  • Participated in the creation, negotiation, management, or issuance of over $800 million public debt.
  • Managed the strategic, tactical, and operational plans of the City with a budget of $750 million
  • Created the St Louis Neighborhood Stabilization Plan to revitalize St Louis communities.

Employment History...

THE JORDAN LAW GROUP, St Louis, Missouri, 1996–Present
A municipal law and consulting

  • Principal

CITY OF ST. LOUIS, St. Louis, Missouri, 1993–1996
Municipal corporation with 8,000 employees

  • Chief of Staff/Chief Administrative Officer

ST. LOUIS DEVELOPMENT CORPORATION
A municipal economic & housing corporation

  • Chairman

ST. LOUIS MUNICIPAL FINANCE CORP.
A Public Finance Corporation

  • PRESIDENT

CNA INSURANCE COMPANIES, Chicago, Illinois, 1990–1993
The sixth largest insurance company in America.

  • Directing and Managing Attorney

CITY OF KINLOCH, Kinloch, Missouri, 1983–1990

  • Municipal Court Judge

  • City Attorney

  • Prosecuting Attorney

BUSSEY AND JORDAN, PC, St. Louis, Missouri, 1981–1990
A private practice law partnership.

  • Managing Partner

ST. LOUIS AGENCY ON TRAINING & EMPLOYMENT, St. Louis, Missouri, 1979–1981
Training and employment agency.

  • Assistant to Executive Director

Education/Certification...

HARVARD UNIVERSITY, Cambridge, Massachusetts
Certification, Senior Governmental Executive Program, 1994

ST. LOUIS UNIVERSITY SCHOOL OF LAW, St. Louis, Missouri
Juris Doctorate, 1981

WASHINGTON UNIVERSITY SCHOOL OF ENGINEERING, St. Louis, Missouri
Bachelor Of Science, Computer Science and Applied Mathematics,
1977

Licenses...

  • Missouri Bar License: Illinois Bar License, 1981

Professional Affiliations/organizations...

  • American Society for Public Administration
  • International City/County Management Association
  • National Forum For Black Public Administrators

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