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

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

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

Findings 3 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 4 Help Desk Customer Contact Licensure Issuance Sanctions Quality Control Coordination (policy setting) Records Correspondence Facility Management Reporting 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 Data Entry Inventory Scanning Mail Room Contracting Technology Analysis & Research Budget Planning Project Management Office Communications

Management Recommendations 5 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.

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

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

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 WhenWhat This weekCommunicate realignment proposal to all members AugustAppoint Administrative Services Support Leader and Project Office Manager to direct realignment plans/activities SeptemberFinalize implementation plan and timeline OctoberCommunicate implementation plan and key milestones October-DecemberBegin filling key managerial positions

15 Questions ?