Motorist Services Consolidation PRESENTATION FOR Managers KPMG Report and Recommendations July 22, 2009

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

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

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

Areas of Functional Overlap or Misplacement 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 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 Duplicated Responsibilities should be combined. Change Management should be improved. Management Techniques should be standardized. Technology Support needs improvement, both short and long term. Technology Integration should be improved at headquarters and with field offices. Workload Assessment should be conducted. Management and Coordination with field service delivery offices should be simplified and standardized. Duplicated Responsibilities should be combined to: Present executive management a clearer picture of scope of responsibility. Conduct workload assessments based on the consolidation of similar responsibilities. Allow a strategic view of service delivery to better understand the current state of service delivery. Improve Department communication between areas of responsibility that interact with each other. Create eight new organizational units that consolidate 22 overlapping responsibilities, with emphasis on service delivery. Change Management should be improved to: Incorporate early review, feedback, and formalized communication into the policy and procedure change management process. Simplify the relationship with Tax Collectors; and Reduce the possibility for errors. Management Techniques should be standardized to improve communication and expectation management by field offices. Technology Support needs improvement both in the short and long term. Technology Integration should be improved at headquarters and with field offices to enhance efficiency. Workload Assessment should be conducted to determine appropriate levels and capabilities of staff and management. Management and Coordination with field service delivery offices should be simplified and standardized.

Hierarchy of Internal and External Customers Customer Service Requirements General Public and Businesses Serving Motorists (deal primarily with field offices)

Realignment Criteria Improve Customer Service Improve Service Effectiveness Improve Performance Efficiency Improve Customer Service Align similar functional responsibilities Reduce entry points into the Divisions for inquiries Connect customer to the right person as quickly as possible Standardize responses to customers Reduce the number of communications sent to customers and coordinate their content Align technology to customer needs Improve Service Effectiveness Centralize administrative functions Define a core set of functional responsibilities per unit and improve focus on those Separate service delivery from service support Enable adequate/material quality review of transactions Align service delivery, quality control, and customer contact to provide feedback for improvement Emphasize strategic planning and actions over tactical responses Emphasize service outcomes over process Streamline procedure development and publication Improve Performance Efficiency Reduce duplication and fragmentation of functions Reduce management layers and maximize span of control Align technology to business needs

Organizational Realignment - Overview The recommended organizational structure for Motorist Services aligns service delivery and service support and provides a flattened reporting structure in comparison to the current environment. The realigned organizational structure consists of five units reporting to the Deputy Executive Director.

Organizational Realignment – Motorist Services Delivery

Organizational Realignment – Motorist Services Issuance Offices

Organizational Realignment – Motorist Services Support

Organizational Realignment – Tax Collector and Vendor Liaison; and Compliance

Organizational Realignment – Motorist Services Administrative Support

Next Steps 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?