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

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

3. 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

4. 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

5. 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

6. 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.

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

8. 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

9. 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.

10. Organizational Realignment – Motorist Services Delivery

11. Organizational Realignment – Motorist Services Issuance Offices

12. Organizational Realignment – Motorist Services Support

13. Organizational Realignment – Tax Collector and Vendor Liaison; and Compliance

14. Organizational Realignment – Motorist Services Administrative Support

15. 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

16. Questions?