Motorist Services Consolidation PRESENTATION FOR MANAGERS KPMG REPORT

Motorist Services Consolidation PRESENTATION FOR MANAGERS KPMG REPORT AND RECOMMENDATIONS JULY 22, 2009

Today’s Agenda 1 ü Introduction ü Study Overview ü Management Practice and Organizational Findings ü Organizational Realignment Recommendations ü Next Steps

Study Overview 2 • • Interviews JAQ Surveys Web Site Portal Benchmarking Information Gathering Analysis • Roles • Responsibilities • Functional Alignment • • Mgmt Practices Org. Structure SWOT Results Options Findings Recommendations • Mgmt Strategies • Align Responsibilities • Group Similar Functions

Findings ü 22 areas of duplicated responsibilities 3 ü Management layers w/less than five direct reports ü Change management not positively perceived ü Improve efficiency by consolidating or expanding IT system ü Tax Collectors and State Issuance Offices have varied perception of support from the Department ü Improve customer service and agency productivity through changes in management practices

Areas of Functional Overlap or Misplacement 4 • • • Help Desk Customer Contact Licensure Issuance Sanctions Quality Control Coordination (policy setting) Records Correspondence Facility Management Reporting • • • Data Entry Inventory Scanning Mail Room Contracting Technology Analysis & Research Budget Planning Project Management Office • Communications

Management Recommendations 5 ü Duplicated Responsibilities should be combined. ü Change Management should be improved. ü Management Techniques should be standardized. ü Technology Support needs improvement, both short and long term. ü Technology Integration should be improved at headquarters and with field offices. ü Workload Assessment should be conducted. ü Management and Coordination with field service delivery offices should be simplified and standardized.

Hierarchy of Internal and External Customers HSMV Responsibilities and Activities Executive Liaison with External Stakeholders and Internal Policy Direction and Executive Support (in Headquarters office) Administrative Services to Line – Support Line Support to Field Agents - Serve Internal Administrative Support (mostly in Headquarters office) Internal Technical Support (from Headquarters office to field offices) Direct Customer Contact and Service (mostly in field offices) Field Agents - Empower Public and Businesses - Enable Driver Licenses Issuance Activities General Public and Businesses Serving Motorists (deal primarily with field offices) Motor Vehicles Issuance and Business Support Activities Customer Service Requirements 6

Realignment Criteria 7 Improve Performance Efficiency Improve Customer Service Improve Service Effectiveness

Organizational Realignment - Overview 8

Organizational Realignment – Motorist Services Delivery 9

Organizational Realignment – Motorist Services Issuance Offices 10

Organizational Realignment – Motorist Services Support 11

Organizational Realignment – Tax Collector and Vendor Liaison; and Compliance 12

Organizational Realignment – Motorist Services Administrative Support 13

Next Steps 14 When What This week Communicate realignment proposal to all members August Appoint Administrative Services Support Leader and Project Office Manager to direct realignment plans/activities September Finalize implementation plan and timeline October Communicate implementation plan and key milestones October-December Begin filling key managerial positions

Questions? 15