An Analysis of the Driver License Issuance Process in the

State of Alabama  

prepared for the Alabama Department of Public Safety

Driver License Division

 

 

by the Alabama Training Institute CPM® Solutions Alabama

 

August 13, 2010

The members of the 2010 CPM® Solutions Alabama assigned to the Department of Public Safety (DPS) Project include:

• Ryan Adair, Alabama Real Estate Commission • Lisa Cole, Alabama Department of Environmental Management • Beth Dykes, Alabama Department of Human Resources • Brian Espy, Alabama Department of Environmental Management • Myra Frick, Alabama Department of Insurance • Barbi Lee, Alabama Ethics Commission • Renee’ Stewart, Alabama Department of Public Safety

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Acknowledgements The members of the 2010 CPM® Solutions Alabama assigned to the Department of Public Safety (DPS) Project wish to acknowledge the following that provided vital information and contributed to the success of this endeavor.

Ms. Debra Andrews, Driver License Specialist

Ms. Ruby Chappell, Driver License Examiner I, Selma Driver License Office

Corporal David Colston, Selma Driver License Office

Trooper Charles Dysart, DPS Public Information and Education

Ms. Martha Earnhardt, DPS Public Information Manager

Mr. Tommy Giles, DPS Photography Technician II

Ms. Gina Irvin, Driver License Supervisor, Opelika District Driver License Office

Sergeant Steven Jarrett, DPS Public Information and Education

Ms. Karen Kimball, DPS Photography Technician II

Captain T. D. Laird, Jr., Region B Commander, Birmingham District Driver License Office

Mr. Jack McDaniel, DPS Assistant Chief Financial Officer

Trooper Jeffrey McKitt, Selma Driver License Office

Ms. Carol Mensie, Driver License Supervisor, Montgomery Driver License Reinstatement Office

Mr. Glenn Mullis, DPS Plant Maintenance Supervisor

Lieutenant James Patterson, Driver License Division Planning and Operations Officer

Ms. Nona Short, DPS Information Technology Specialist

Captain Terry Tate, Assistant Driver License Division Chief

Mr. Curt Terling, DPS Information Services Director

Sergeant Jesse Williams, Opelika District Driver License Office

Birmingham District Driver License Office Personnel

Montgomery District Driver License Office Personnel

Montgomery Driver License Reinstatement Office Personnel

 

Opelika District Driver License Office Personnel

Selma Drivers License Office Personnel

Driver License Division Employees who wish to remain Anonymous

Mr. Clayton Harris, Prattville High School, Prattville, Alabama

Mr. Don Johnson, Alabama Training Institute

Mrs. Leslie Meadows, Alabama Training Institute

Mr. Jerry A. Pizet, Database Systems Corp.

Ms. Vicki Scott, Louisiana Driver’s License Division

Ms. Norma Taylor, State of Alabama Personnel Department, Office of Training

Mr. Ken Ward, Bureau Chief of Region I, State of Florida Driver’s License Division

State of Arizona Department of Transportation, Motor Vehicle Division

State of Arkansas Department of Finance and Administration, Office of Driver Services

State of Georgia Department of Driver Services

State of Indiana Bureau of Motor Vehicles

State of Kentucky Fayette County Circuit Clerk’s Office

State of Maine, Bureau of Motor Vehicles

State of Missouri Highway Patrol and Department of Revenue

State of New Mexico Motor Vehicle Division

State of Tennessee Department of Safety, Driver Services

State of Texas Department of Public Safety

State of Virginia Department of Motor Vehicles

State of Wisconsin, Department of Transportation, Division of Motor Vehicles

Table of Contents

Chapter 1 Introduction................................................................................................................1 Chapter 2 General Approach ......................................................................................................2

2.1 Interview ............................................................................................................................2 2.2 Site Visits ...........................................................................................................................2 2.3 Surveys ...............................................................................................................................2

2.3.1 Internet Research/ Correspondence with Other States ............................................3 2.3.2 Employee Surveys .......................................................................................................3 2.3.3 On-Site Customer Surveys .........................................................................................4

Chapter 3 Findings & Results ....................................................................................................5 3.1 Internet Survey..................................................................................................................5 3.2 On-site Employee Survey ................................................................................................20

3.2.1 What is your current classification?.........................................................................20 3.2.2 How long have you held this position? .....................................................................20 3.2.3 If you could change anything about your job, what would it be? Do you have any suggestions to increase the speed/efficiency of the current work process? .....................20 3.2.4 What is the most fulfilling part of your job? ............................................................21 3.2.5 What are your current work-related concerns, both internally and externally? ...21 3.2.6 Do you feel that you receive adequate training to perform your job duties? If not, what additional training might be beneficial?..................................................................22 3.2.7 - Do you feel that you have the proper equipment to adequately perform your job duties? If not, what additional equipment might be beneficial?.....................................22 3.2.8 What employee performance incentives would you like to see implemented in the DL Division? .......................................................................................................................22 3.2.9 How often do you have to redirect customers who arrive at the wrong location for their desired service(s) or have to address displeased customers that were not aware of all available options? What could be done to decrease the frequency of these issues? .23 3.2.10 Do you have any additional comments/suggestions that may be beneficial?.......23 3.2.11 Concluding Remarks ...............................................................................................24

3.3 On-site Customer Survey ................................................................................................24 3.4 Outside State Analysis ....................................................................................................29

3.4.1 Learner’s License/Graduated License ......................................................................29 3.4.2 Full operator’s license (standard).............................................................................31

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3.4.3 Communication of Information to Applicants .........................................................31 3.4.4 Miscellaneous Items..................................................................................................31

Chapter 4 Recommendations....................................................................................................33 4.1 Website .............................................................................................................................33 4.2 Interactive Voice Response (IVR) Phone System...........................................................34 4.3 Mobile Unit ......................................................................................................................34 4.4 Other Recommendations .................................................................................................35

4.4.1 Law Changes .............................................................................................................35 4.4.2 Management..............................................................................................................35 4.4.3 Technical Issues ........................................................................................................36 4.4.4 Training .....................................................................................................................36 4.4.5 Performance Incentives ............................................................................................36 4.4.6 Review of Practices....................................................................................................37 4.4.7 DPS Intranet Access .................................................................................................38 4.4.8 Office Facilities..........................................................................................................38

Chapter 5 Conclusion ................................................................................................................41

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Table of Figures Figure 3.1-1 Respondent Classification (Question 1) ................................................................6 Figure 3.1-2 Years at Position (Question 2)...............................................................................6 Figure 3.1-3 Type of Driver License Office (Question 3) ...........................................................7 Figure 3.1-4 Job Changes (Question 4) ......................................................................................8 Figure 3.1-5 Areas for Improvement (Question 5).....................................................................9 Figure 3.1-6 Most Fulfilling Aspect of Job (Question 6)..........................................................10 Figure 3.1-7 Work-Related Concerns (Question 7) ..................................................................11 Figure 3.1-8 Adequate Training Received (Question 8) ..........................................................12 Figure 3.1-9 Beneficial Additional Training (Question 9).......................................................12 Figure 3.1-10 Adequate Equipment (Question 10) ..................................................................13 Figure 3.1-11 Beneficial Additions to Equipment (Question 11) ............................................13 Figure 3.1-12 Employee Performance Incentives (Question 12).............................................14 Figure 3.1-13 Redirection of Customers (Question 13) ...........................................................15 Figure 3.1-14 Overall Satisfaction with Boss/Supervisor (Question 16) ................................16 Figure 3.1-15 Items Applicable to Immediate Boss/Supervisor (Question 17) ......................17 Figure 3.1-16 Boss/Supervisor’s View on Code of Ethics (Question 18) .................................18 Figure 3.1-17 Satisfaction with Job Related Topics (Question 19).........................................19 Figure 3.3-1 What service(s) did you receive today? ...............................................................25 Figure 3.3-2 Were you aware that road tests could be scheduled via the internet? ..............26 Figure 3.3-3 If you had been aware of the internet scheduling option, would you have utilized it? ..................................................................................................................................26 Figure 3.3-4 With regard to Customer Service, how were you treated?.................................27 Figure 3.3-5 How long were you here? .....................................................................................28

List of Appendices Appendix A - Driver License On-Site Examiner Survey Appendix B – Driver License Email Survey Appendix C – Email Survey Results Appendix D – Driver License Customer Exit Survey Appendix E – Mobile Unit Information Appendix F – IVR Information

Chapter 1 Introduction The Driver License Division of the Department of Public Safety (DPS) is charged with providing services to the public with regards to issuing Non-Driver Identification Cards, Class D Learner’s, Class D, Class M (Motorcycle), Vessel, and Commercial Licenses (CDL Class A, B, and C). The mission of the Driver License Division is “to administer and deliver graduated Learner’s, unrestricted, and commercial licensing services in various languages, in a timely and efficient manner.” The Division has set a goal of issuing two million licenses and administering 250,000 exams with a wait time of less than one hour by the end of Fiscal Year (FY) 2010. During FY 2008, DPS issued 1,304,789 driver licenses and identification cards and administered 227,075 driver license exams. During FY 2009, DPS had a decrease of 69,019 (5.29 percent) in licenses and ID cards issued and a decrease in driver license exams of 10,124 (4.46 percent). Staffing for DPS basically remained the same (five additional employees in FY 2009) for FY 2008 and 2009 although a hiring freeze has been in effect since December 15, 2008. According to the DPS Personnel Office, the Driver’s License Division of DPS had 361 employees in FY 2008 and FY 2009. The annual budget for DPS was $165,165,983 in FY 2008 and $175,018,130 in FY 2009. Of those amounts, $28,175,639 was allocated to the Driver License Division in FY 2008 and $31,229,603 in FY 2009. The challenge of this assignment was to design an issuance procedure or method that would help the Driver License Division personnel best provide the necessary services while still ensuring the security of the process and preventing fraudulent activity. We were immediately informed that there was no room in the budget to allow for additional staffing. This document is comprised of five chapters and appendices. Chapter One defines the assignment and gives statistical data regarding driver licenses issued, staffing, and budget information for the preceding two fiscal years. Chapter Two discusses the general approach to the problem. This will include interviews, site visits, outside state research of 13 outside states and surveys of appropriate personnel and customers. Chapter Three outlines the findings and results from the research presented in Chapter Two. Chapter Four delivers recommendations that would potentially assist the DPS Driver License Division in achieving the goal of improving Customer Service. Chapter Five outlines the conclusion for this project.

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Chapter 2 General Approach

2.1 Interview The DPS project team met with Captain Terry Tate and Lieutenant James Patterson on February 12, 2010. During this meeting, the Captain and Lieutenant provided a basic overview of the Driver License Division and its desire for a more customer friendly issuance process while maintaining the integrity and security of the final product. The project team made additional inquiries regarding existing procedures, clarification of commonly used terminology, and budgetary constraints.

2.2 Site Visits In an effort to obtain a more concise understanding of the current operations of the various Driver License and Reinstatement Offices, the project team scheduled site visits to various locations. The following locations were chosen based on their functionality, size, and volume: Selma, Prattville, Wetumpka, Opelika, Montgomery, Birmingham, and Montgomery Reinstatement. The Selma office is a multiple staff location. The single staff locations were Prattville and Wetumpka. Both the multiple and single staff offices provide issuance and renewal services for Non-Driver Identification Cards, Class D Driver Licenses, Class M Motor-Driven Cycle Licenses, Vessel (Boating) Licenses, and Learner’s Licenses. They also facilitate Out-of-State License Transfers. The District Offices were Opelika, Montgomery, and Birmingham. District Offices handle all of the services mentioned above. However, they are also responsible for Commercial Driver License (CDL) testing and processing Foreign Nationals. The final visit was to the Montgomery Reinstatement Office. Reinstatement offices assist drivers with recovering driving privileges lost due to reasons such as non-payment of child support, driving under the influence (DUI), and failure to pay fines. The site visits were conducted between March 4th and 17th. The visits were conducted in groups of two to three team members per location so that the flow of operations would not be interrupted while obtaining information. The visits usually lasted anywhere from two to four hours based on volume, office hours, and weather conditions. During the visits, team members observed daily processes, office efficiency, staffing, approximate wait times, informational signage, customer service, office safety, building conditions, and customer satisfaction. In addition to observations, team members also administered the on-site employee survey and the customer exit survey.

2.3 Surveys Throughout the survey development and information collection process, the project team utilized multiple research methods. These methods included internet research, correspondence with Driver License Division employees in Alabama and other states, and on-site and e-mail employee and customer surveys.

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2.3.1 Internet Research/ Correspondence with Other States

The internet research was driven by geographical proximity, comparable population, innovative issuance methods and processes, and the project team’s existing out-of-state contacts. Based on these criteria, the states of Arizona, Arkansas, Florida, Georgia, Indiana, Kentucky, Louisiana, Missouri, New Mexico, Tennessee, Texas, Virginia, and Wisconsin were selected for research and comparison. The project team utilized the internet to locate the agencies responsible for the issuance of each state’s driver licenses. These searches yielded results such as the Indiana Bureau of Motor Vehicles, the Texas Department of Public Safety, the Commonwealth of Virginia Department of Motor Vehicles, the Wisconsin and Kentucky Departments of Transportation, the Motor Vehicles Division of the Arizona Department of Transportation, the Arkansas Department of Finance and Administration, the Missouri Department of Revenue, State of Florida Driver’s License Division, State of Georgia Department of Driver Services, Louisiana Driver’s License Division, State of New Mexico Motor Vehicle Division, and the State of Tennessee Department of Safety.

Each website was reviewed for information such as the license classifications, endorsements, and fees; availability of appointment scheduling and other on-line transactions; age, experience, examination, education, and documentation requirements; and acceptable forms of payment. Any information not readily retrieved from the various websites was obtained through subsequent telephone conversations to the appropriate state agencies. The data collected from these groups served as a benchmark for where the state of Alabama is in comparison to other states and provided a resource of ideas that could be implemented in Alabama to create a better experience for driver license customers.

2.3.2 Employee Surveys

2.3.2.1 On-Site The employees were considered by the team to be the most valuable resource for this study. A large percentage of the team’s time and resources focused on the collection of information from Driver License Division employees. During the site visits, team members “shadowed” various Driver License and Reinstatement Office employees while they performed their daily duties. An on-site employee survey was developed to collect data that could only be captured in a one-on-one interview. When the employees were not working directly with customers, the team members asked them a series of 10 pre-determined questions. (Refer to Appendix A.) However, these 10 questions were merely a starting point. The respondent was able to expand on the question asked and provide any additional information that they thought might be useful to the team. As the visits progressed, follow-up questions were asked to clarify some of the responses. Some employees preferred not to respond to the questions based on a concern of being identified. The impromptu results from the inquiries afforded the project team a wealth of information, including ideas for additional areas of research. It was also during the on-site employee survey that the team was able to observe customers going through the process and make assessments based on that experience.

2.3.2.2 E-mail

In an attempt to obtain information from Driver License and Reinstatement Office employees who were unavailable during the site visits or based in locations not visited, the 10 question survey was expanded into 19 questions, loaded into the online survey tool Zoomerang® and e-mailed to all Driver License employees. The respondents were given approximately 12-days to complete and submit their responses. The response rate was approximately 50 percent1. The answers were tallied, graphed, and utilized as the basis for key areas of emphasis. All responses obtained during both the on-site and e-mail surveys were confidential.

2.3.3 On-Site Customer Surveys

The Driver License and Reinstatement Office customers were also shadowed throughout their visits to the various offices. Prior to their leaving, the customers were asked if they would be willing to answer a series of six pre-determined questions. (Refer to Appendix B.) Since team members were able to quickly ask and record the respondent’s answers, the majority of customers were not hesitant to respond to the brief surveys.

                                                            

1 Note that this percentage was developed based on the fact that the survey was sent to 300 individuals and 151 of those responded. This is different than what is shown in the raw data located in the appendix, which reflects that the survey was submitted to 312 individuals.

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Chapter 3 Findings & Results As indicated in the preceding chapter, in order to address the problem, it was determined that multiple sources with varying backgrounds and goals should be consulted. The research team felt that such an approach would be the most thorough way to capture information providing the team with the necessary information needed to accomplish the established goal. The goal was to design an issuance procedure or method that would help the Driver License Division personnel best provide the necessary services while still ensuring the security of the process and preventing fraudulent activity. In addition, the team cited items of interest that were noted on individual visits to facilities or during research of this topic area. These items are recorded in the Additional Findings section.

3.1 Internet Survey  

The internet survey provided the research team an opportunity to assess employee responses to a multiple choice survey on a statewide basis. The survey targeted 300 Driver License Division employees. Of the 300 employees e-mailed a link to the survey, 151 (50 percent) responded. With the exception of two classifications, Trooper Major and Clerk, all other Driver License Division employees were represented in the survey (ASA I/II, DL Examiner I, DL Examiner II, DL Specialist, DL Supervisor, DL Manager, Trooper, Trooper Cpl., Trooper Sgt., Trooper Lt., Trooper Capt., and “Other”). The team determined that such a response should be considered a representative data set and could be used to formulate a solution to the problem. A total of 19 multiple choice questions were included in the survey. Following the completion of the survey, results were generated in tabular form. The team used the results to formulate charts or graphs that were used to visually compare and contrast the results. An account of each question posed and the results are described below. The first question posed in the survey focused on the employee respondent’s classification. As indicated above, the team considered the response to be a representative sample of the whole. The following graph indicates that 45 percent of the respondents were of the Driver License (DL) Examiner I classification. This was expected by the team, since the largest contingent of employees in the Driver License Division is the DL Examiner I. It should be noted that the ‘Other’ classification consisted of a Social Worker, a retired/part-time DL Supervisor, two Warehouse Workers, an Account Clerk, and a DL Supervisor.

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 Figure 3.1-1 Respondent Classification (Question 1)

Question 2 posed in the survey provided the team with the range of experience levels. As the graph below indicates, the respondents had a wide range of experience. This provided the team with confidence that an acceptable range of experience levels were represented in the survey results.

 Figure 3.1-2 Years at Position (Question 2)

The third question was the final question that provided the team with information related to the characteristics of the sample collected. This question provided the team with a representation of the respondents who worked in a specific type of driver license office. As is indicated in the chart below, the highest percentage of respondents (60 percent) worked in the multi-person permanent exam office. The team was pleased with this result as the multi-person exam office was the primary office type of focus for offering the best necessary

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services while still ensuring the security of the process and preventing fraudulent activity. The three other secondary focuses of the team were the single-person permanent exam offices, the district offices, and the reinstatement office – all of which had adequate representation.

Type of Driver License Office

11%

60%

21%13%

0%10%20%30%40%50%60%70%

Non‐permanent

Single‐person perm

anent

Multi‐person Permanent

Reinstatement Office

Hearing/Fraud Office

Driver Improvement Unit

Headquarters

Saftey Responsibility

CDL

Medical

Accident Records

DL Records

SR Records Processing... Ot

her

Correspondant's Office Type

Percen

t

 Figure 3.1-3 Type of Driver License Office (Question 3)

Question 4 of the internet survey began the set of questions that would supply the information necessary to support providing a solution to the cited problem. This question asked the respondents to provide information regarding items that they would like to see changed about their job. As expected, the highest desired change is a pay increase; however, the team was tasked with solving the problem without the significant use of additional funds. The other two standouts also would require the use of additional funds from the Driver License Division – the addition of more staff and the provision of more promotional opportunities. The Driver License Division should consider using this information at such time that additional funding resources become available. Many of the remaining items (e.g., flexible hours, different uniforms, inclement weather gear, building condition improvement, improved supervision, arresting officer availability, cross training, etc.) could be provided at no or minimal cost and could provide a positive impact on worker morale resulting in an overall more pleasant experience for the customer. It should be noted that the ‘Other’ category included items such as equal application of the FMLA across the employee base, the ability of supervisors to perform the jobs that they manage, limitation of the days that foreign nationals can apply for a driver license, hazardous pay, provision of additional mobile examining equipment that is left in a particular location in the county where it will be used, automated phone answering system for outlying offices and a detailed explanation provided to assist in completing the SR-13 forms.

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Figure 3.1-4 Job Changes (Question 4)

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The fifth question focused on the areas that could be improved to increase the speed or efficiency of the current work process. The obvious area needing improvement is the addition of staff during high customer flows. This could also be partially accomplished by ensuring that all staff members on any given day were present during the typical high flow times and were not on break or at lunch. The other items of note that employees felt would improve the work process were the availability of a video detailing required documents, professional posters for each office providing current information for customers, better utilization of office space, additional work stations, an updated website, and additional scanners in all offices. (There is an indication that additional scanners are currently being requested in the form of a grant.)

Areas for Improvement

29%

64%

40%

32% 32%36%

0%

10%

20%

30%

40%

50%

60%

70%

Money Handling

Additional Scanners

Scheduling

Additional Staff During High Custo...

Required Documents Video

Updated Website

Express Lane

More Work Stations

Professional Updated Posters

Court Documentation

Foreign Nationals

Reinstatements

Simulation Videos

Adjustments to Kiosk

Other

Percentage of Respondents

Suggested Improvement 

Figure 3.1-5 Areas for Improvement (Question 5)

Question 6 did not focus on what the Driver License Division could alter, but instead asked the respondent to rank areas of the job from the most fulfilling to the least fulfilling. The team used a weighted average of the results in order to focus on the most fulfilling aspects of the job. This weighted average approach allowed the team to view the results in the context of the relative importance of each quantity (job aspect) on the average. Through use of this method, it was clear that the two most fulfilling aspects of the job are the leave benefits and helping customers. The team considered this valuable information that could be utilized to increase worker morale and provide a better working environment creating a more satisfied employee and a greater desire to provide extraordinary customer service.

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 Figure 3.1-6 Most Fulfilling Aspect of Job (Question 6)

The seventh question focused on the employee’s external and internal work-related concerns. The areas that concerned the employees the most were angry customers, the fact that examiners cannot review comments without taking the customer’s picture, the need for more examiners and less troopers/supervisors (i.e., staffing), the process that requires a signature each time the record is opened which consumes time (efficiency concerns), the need for security cameras, and the poor office security that is currently in place. Additional areas of concern are shown in the following table. Many of these concerns can be either fully corrected or improved upon with little, if any, additional funds. It should be noted that the ‘Other’ category included items such as a need for a better Systematic Alien Verification for Entitlements (SAVE) system, handicap parking improvement, the lack of a clean work environment, the lack of an available Immigration and Customs Enforcement (ICE) Officer, and appropriate sized vehicles to transport examination equipment.

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Figure 3.1-7 Work-Related Concerns (Question 7)

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Question 8 asked the Driver License Division employees to indicate whether they felt they had received adequate training to perform their job duties. The results indicated that most (88 percent) of the employees felt adequate training had been provided to them. The remaining 12 percent indicated that they had not received adequate training. This appears to be an area where the Driver License Division excels.

 Figure 3.1-8 Adequate Training Received (Question 8)

The ninth question focused on the additional training that would be beneficial to the employee. Three primary areas were identified including updated training on law changes that would impact the driver license process, management training, and technical training.

 Figure 3.1-9 Beneficial Additional Training (Question 9)

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Question 10 asked the Driver License Division employees to indicate whether they felt they had the proper equipment to adequately perform their job duties. The results indicated that most (71 percent) of the employees felt adequate equipment had been provided to them. The remaining 29 percent indicated that they had not received adequate equipment. This appears to be an area where the Driver License Division could still improve. The team considers slightly over a quarter of the employees to be a significant number of respondents who do not feel that they have the proper equipment to adequately perform their job duties.

 Figure 3.1-10 Adequate Equipment (Question 10)

The eleventh question focused on the additional equipment that may be beneficial to the employee. Three primary areas were identified including newer eye exam machines, updated computers and networks to reduce breakdowns, and an updated phone system.

 Figure 3.1-11 Beneficial Additions to Equipment (Question 11)

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Question 12 focused on what employee performance incentives the respondent would like to see implemented within the Driver License Division Offices. There were five areas that the team took special note of since the results were greater than 30 percent. Those areas were increased examiner promotions (the team noted that this is probably unlikely due to the potential high cost of implementation), appreciation awards, hazardous duty pay, provided lunch, and flexible leave scheduling. The team noted that there were only two of the five areas listed that could potentially be implemented and not create a significant financial burden. The two areas that the team feels should be considered for implementation would be the addition of appreciation awards (this would be an increase over the awards that are currently being presented by the Division on an annual basis) and a procedure to allow supervisors to implement a flexible leave schedule.

 Figure 3.1-12 Employee Performance Incentives (Question 12)

The thirteenth question in the survey focused on how often employees have to redirect customers who arrive at the wrong location for the desired service and also handling displeased customers who were not aware of the available options. This question was included because such activity slows the efficiency of the Driver License Office and creates an environment that does not please the customer. The survey indicated that generally (53 percent) such activity does not occur more than one to five times per day. The team considered this to be an acceptable rate. However, a large total percentage (33 percent) of respondents indicated that they had to re-direct customers at a rate of more than six times per day, and in some cases that number exceeded twenty times per day. Such a variation in responses led the team to theorize that this may be due to inconsistencies from office to office regarding the clarity of information provided to the customer. Other than creating a level of consistency among offices with regard to clearly providing the public with the necessary information, an updated webpage could cause the average redirection of customers to decrease.

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 Figure 3.1-13 Redirection of Customers (Question 13)

Question 14 provided the respondent an opportunity to provide general comments or suggestions that may be beneficial to the Driver License Division. A variety of responses were received, and Appendix C can be referenced to view the list of the comments in their entirety. Following the review of the comments and suggestions shown in the raw data located in Appendix C, the team was able to develop more of a sense of some of the root problems whose process(es) may be modified and benefit the Driver License Division. The fifteenth question provided the respondent an opportunity to provide general comments to the Driver License Division that indicated why they were not satisfied. Following the review of the comments shown in the raw data, the team was able to develop more of a sense of the dissatisfaction, and in some cases, satisfaction of the employees. This data was used by the team to develop a solution to the cited problem. Question 16 in the survey focused on the employees’ overall satisfaction with their immediate boss or supervisor. The team again used a weighted average of the results in order to focus on the overall satisfaction with the supervisor. This weighted average approach allowed the team to view the results in the context of the relative importance of each quantity (x-axis) on the average. Through use of this method, it was clear that the majority of respondents ranked their supervisors somewhere between the categories of “Neutral” and “Somewhat Satisfied.” The team considers a more appropriate ranking/goal for the Driver License Division to be somewhere between the “Somewhat Satisfied” and “Extremely Satisfied” categories. It is clear from the results of questions 14 and 15 that there is a significant amount of animosity among the employees and their supervisors. This issue was reviewed by the team and taken into consideration when developing the overall recommendations.

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 Figure 3.1-14 Overall Satisfaction with Boss/Supervisor (Question 16)

The next question focused on how six positive attributes selected by the team could be applied to the respondent’s immediate boss or supervisor. The attributes may be viewed in the chart below. The team again used a weighted average of the results in order to focus on the overall attributes of the supervisor as viewed by the employee. This weighted average approach allowed the team to view the results in the context of the relative importance of each quantity (x-axis) on the average. Through use of this method, it was clear that the majority of respondents ranked their supervisor somewhere between the categories of “Neutral” and “Somewhat Agree.” As with Question 16, the team feels that there is room for the Driver License Division to improve upon these results – especially with regard to the categories that do not require additional funds (e.g. knowledgeable about my work, takes time to listen, gives fair reviews, and has reasonable expectations). As was indicated in the previous data set discussion, it was clear from the results of Questions 14 and 15 that there is a significant amount of animosity among the employees and their supervisor. The issue of room to improve upon positive supervisory attributes was reviewed by the team and taken into consideration when developing the overall recommendations.

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 Figure 3.1-15 Items Applicable to Immediate Boss/Supervisor (Question 17)

The final direct question asked the respondents to indicate how well they believed their immediate supervisor lived up to the State of Alabama Driver License Division standard code of ethics. The majority of respondents indicated that their supervisor did extremely well in living up to the standard code of ethics. In fact, 66 percent of respondents indicated a rating of very well or better. Only a small percentage (11 percent) indicated that their supervisor operated at a level that would be considered unacceptable within most state agencies. Overall, the results appeared favorable towards the Driver License Division supervisors with regard to their compliance with ethics.

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 Figure 3.1-16 Boss/Supervisor’s View on Code of Ethics (Question 18)

The final question of the survey asked the respondents to provide their level of satisfaction with a number of work characteristics. Again, the team used a weighted average of the results in order to focus on their overall satisfaction with job related topics. This weighted average approach allowed the team to view the results in the context of the relative importance of each quantity (x-axis) on the average. This chart really speaks for itself and the team considers it to be one of the more enlightening bar charts developed from the internet survey. The team used many of the results coupled with those described above in their formulation of the recommendations.

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Figure 3.1-17 Satisfaction with Job Related Topics (Question 19)

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3.2 On-site Employee Survey The on-site employee survey provided the team with a unique opportunity to not only ask Driver License Division employees the same questions in order to compare and contrast the results but also provided the respondent the ability to expand on their replies and provide additional information to aid the team in their development of a solution. This is the reason the team has not provided graphs similar to those previously shown. The questions to the on-site survey were not consistently answered in such a manner to allow the team to place the answers into a visual representation. The on-site survey contained a list of ten questions. Respondents were encouraged to expound as much as they felt necessary and to provide any additional information as they saw fit. The following sections contain a summarized interpretation of the many different answers provided for these questions.

3.2.1 What is your current classification? The team received replies from many different classifications. As it was with the internet survey, the highest percentage of respondents was from the DL Examiner I position. Other job classifications (i.e., DL Supervisor, State Trooper Hearing Officer, Corporal, and DL Specialist) were represented in the on-site employee survey as well. As expected, this survey did not contain as many variations of job classifications; however, for this type of survey the team considered the representation to be adequate.

3.2.2 How long have you held this position? The range of answers for this question was large (from one year to 21 years), providing the team with an acceptable sample set to represent the population.

3.2.3 If you could change anything about your job, what would it be? Do you have any suggestions to increase the speed/efficiency of the current work process?

A wide variety of answers were provided for this question, In an effort to allow the Driver License Division to view the wide variety of answers provided, the major themes of those responses are provided below in a bulleted format:

• Improvement in site security. • Customer awareness of the documents required. • Additional staff is needed during peak times or at a minimum breaks and lunch

hours should be scheduled to minimize the impact on heavy flow times. • Appropriate clothing such as winter and spring uniforms. Also, inclement weather

gear available for use. • Improved parking. • Kiosks that allow test-takers to change answers after progressing to the next

question if they decide during some point of their test that they should have replied differently on a specific question.

• Additional scanners to expedite the foreign national driver license issuance process.

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• An express lane for those who only needing service for renewals and duplicates. • Cross-training provided so more individuals can process reinstatements. • Downloadable video on website documentation and a video placed in the offices

which covers all of the information that an individual trying to obtain a license would need. The video should run continuously and last no longer than 30 minutes.

• Minimize the number of desk changes that are made to eliminate the number of times that a money count must be conducted.

3.2.4 What is the most fulfilling part of your job? Many of the answers for this question were similar. In an effort to allow the Driver License Division to view answers provided, the major themes of those responses are provided below in a bulleted format:

• Communicating with the public and meeting new people from all over the world. • The expression on a teenager’s face when he receives his license – they are so

excited. • It is hard to find anything fulfilling about the job after being on the job for more

than 16 years. • The ability to take leave and have hours of work that are predictable • Helping people

3.2.5 What are your current work-related concerns, both internally and externally?

A wide variety of answers were provided for this question, In an effort to allow the Driver License Division to view the wide variety of answers provided, the major themes of those responses are provided below in a bulleted format:

• Office security – many times all officers are pulled from the offices for certain programs such as “Click It or Ticket”. At a minimum, security cameras should be installed.

• Working conditions. • There are no noise barriers available. Many times customers must relay

confidential information and there is not a way that someone can do this privately. • Additional assistance is needed for processing on Mondays, Fridays and holidays. • Once the money count begins to close the day out (typically at 4:30), customers

should not be allowed to enter into the testing areas. This presents a security risk. • The trip taken nightly to the bank drop box is not secure. The bank bag is too

obvious even when placed into a purse. • Difficulties occur when applicants do not understand English. • The eye machines need to be updated and cleaned. • Due to the restrooms being made available to the public, they can, at times, quickly

become unsanitary.

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3.2.6 Do you feel that you receive adequate training to perform your job duties? If not, what additional training might be beneficial?

An overwhelming number of participants in the on-site survey indicated that they had received adequate training to perform their job duties. However, a couple of concerns were identified. There was an indication that although they received adequate training to perform their jobs, there tends to be a lack of trust by the supervisor. The other primary concern was that it would be helpful to have additional training that would aid an examiner in handling a situation where an individual does not understand much English and a communication barrier is created.

3.2.7 - Do you feel that you have the proper equipment to adequately perform your job duties? If not, what additional equipment might be beneficial?

There was a pattern to the replies to this question. In general, the following is a list of the most common responses:

• The phone system is not adequate and should be replaced or updated. • The eye machines are not adequate and need to be replaced or updated. • Instructions should accompany the equipment that must be used. It should not be

assumed that all employees know how to properly use all of the equipment. • The computer system frequently fails and should be updated or replaced.

3.2.8 What employee performance incentives would you like to see implemented in the DL Division?

There were some similar but also some unique suggestions to this question. The list below contains the most significant suggestions:

• Of course, the primary thing requested was additional salary and/or leave time; however, the team realizes the constraints of this project are limited to no additional funding.

• Performance appraisal scores should be more heavily weighted for time in service rather than so much weighting on a State Personnel test for promotional purposes.

• Employees would like more advancement opportunities. • It would be nice to have a District Examiner of the Year award. As an incentive for

receiving this award, the examiner should receive first selection of leave for the following year. The District winners would be considered for the overall Examiner of the Year award.

• Additional feedback for job improvement and coaching from the rating supervisor would be welcomed to assist in continuing to improve upon the performance rating

• A Department picnic

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3.2.9 How often do you have to redirect customers who arrive at the wrong location for their desired service(s) or have to address displeased customers that were not aware of all available options? What could be done to decrease the frequency of these issues?

This is a two-fold question. The amount of time spent re-directing customers or addressing displeased customers was from five to 20 percent. There were a variety of suggestions made that the team considered valid options which could be instituted by the Driver License Division in order to decrease the frequency of customers arriving at the wrong location or not being aware of all of the available options. Those suggestions are captured below:

• Fliers could be sent to schools and also noticeably placed on a school’s website indicating all of the necessary information.

• Signs should be kept up-to-date with the proper information and fees required. These signs should be as uniform as possible across the state and very noticeable to all customers.

• A television could run a video continuously throughout the day. The video should be short, concise, and contain all of the necessary information.

• An update of the Driver License Division’s website would be helpful. • Special emphasis should be placed on making customers aware of where

reinstatement issues need to be handled. The team recognized that the Reinstatement Office was consistently mentioned as the location where individuals had to be re-directed to.

3.2.10 Do you have any additional comments/suggestions that may be beneficial? A wide variety of answers were provided for this question, In an effort to allow the Driver License Division to view the wide variety of answers provided, the major themes of those responses are provided below in a bulleted format:

• There are various programs that are funded by particular grants benefiting the Troopers. DL Examiners feel that they should receive some sort of benefit from such programs.

• The most appropriate individual to be eligible for the Chief Examiner position is someone who has been an examiner. The management of the Driver License Offices would be improved upon if someone who better understood the examiner position were in the Chief Examiner position.

• An online or on-site learning video focused towards teenagers as the audience that provides individuals with the information needed to pass the driver test. Special emphasis should be placed on the areas in which test-takers typically struggle on.

• Paper logs should be discontinued. These logs are just duplicating information that has already been captured in a computer file electronically. This would provide additional time and quicken the overall process.

• The Express Desk that is used on Fridays at the Coliseum Boulevard location is very helpful and could be used in other locations that are typically very busy on Fridays and/or holidays.

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• Some offices do not have e-mail or internet access. If these services were provided to staff, it would potentially expedite the process through the facilitation of information verification.

3.2.11 Concluding Remarks In conclusion, the on-site employee survey provided the team with similar information as that collected from the internet survey. The on-site employee survey allowed the team to more adequately substantiate the results collected. It also provided information that could not be asked or collected in the internet survey since respondents were encouraged to expand on questions asked and provide additional information that may not have been asked. The results from the internet survey and the on-site employee survey are critical data that will assist in the development of a solution to the problem posed.

3.3 On-site Customer Survey A Driver License Customer Exit Survey was developed in an effort to collect important information regarding the experiences of individuals requiring the use of various Driver License Offices in the state. Surveys were collected at locations including Montgomery, Opelika, Birmingham, Mobile, Wetumpka, Selma, and Prattville. These areas provided a good sample of offices considering the differences in size, days and hours of service, and customer frequency. The first item on the survey requested the service(s) in which the customer was to receive at the specific location. There are various services one can receive including a Class D Knowledge Test for a Learner’s Permit, a Class D Road Test, a CDL Knowledge Test, and a CDL Road Test. Other services include name changes, transfers, renewals, and duplicates. The other services were not included in the survey and, therefore, were not used in determining the total percentages of responses as included in the following figures. All figures represent the total percentages for all locations which include 62 surveys. Figure 3.3-1 displays the specific services that were received on the day of the exit survey. The four main services are represented in this chart. The highest percentage recorded involves the Class D Road Test. The second highest percentage involves the Class D Knowledge Test (Learner’s License). This will be displayed and explained in a later chart. The small percentages associated with the CDL license reflect the fact that all locations do not offer the CDL service. A smaller number of offerings results in a smaller percentage of results. As displayed in the figure below the two services of the Knowledge Test and Road Test will be used in the total results and reflected in later figures.

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Figure 3.3-1 What service(s) did you receive today?

Figure 3.3-2 identifies the awareness of internet services for the road test. There is a certain margin of error in these results because some customers may have answered this question while being at the office for another reason meaning they were not interested in scheduling the road test. However, it is obvious that there is a significant lack of knowledge associated with online scheduling of the road test at specific sites. This information is available on the website of the Department of Public Safety in a location that is easily accessible and recognizable. The homepage of the DPS contains an option entitled “Schedule Your Road Skills Test” with the following statement beneath the heading: “The Alabama Department of Public Safety is now accepting appointments for road skill tests”. A link is provided to click in order to schedule the test. A Driver License Division link is also available on the left side of the home page. Once an individual selects that option the Driver License Division page appears with the scheduling of road test option under Division Links. Therefore, any individual referring to the DPS website for driver license information has two opportunities to schedule the road test. However, 92 percent of customers surveyed were unaware the road test could be scheduled on the internet. There should be better ways of notifying customers of the option to schedule the road test online. All individuals are not going to look for this information on the Department of Public Safety website. There must be another means of advertising this option so more people will know it exists.

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 Figure 3.3-2 Were you aware that road tests could be scheduled via the internet?

Figure 3.3-3 identifies the actual use of the online scheduling for the road test based on the awareness of that option. The margin of error identified in the previous section is not a concern with this part of the customer survey. Even if the reason for visiting the Driver License Office did not concern the road test in any manner, the customers can still answer this question. As can be seen in figure 3.3-3, one half of the customers surveyed would utilize the online scheduling and one half would not utilize it. This questions the importance of the option. Even though 92 percent of the surveyed customers were not aware of the option, only half of them would actually take advantage of it. However, the importance of the online scheduling is obvious since at least half of the individuals needing the road test would utilize it. This confirms the statement associated with figure 3.3-1. There must be an effective means of advertising this option so more people will know it exists and have the opportunity to take advantage of it.

 Figure 3.3-3 If you had been aware of the internet scheduling option, would you have

utilized it?

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Figure 3.3-4 identifies the very important subject of customer service. All businesses are focusing on customer service in order to attract and maintain customers. Many companies rely on customers in order to survive. Although the Department does not face the threat of failing as a result of poor customer service they do not use that as an excuse to ignore the concerns of customers. It is understood that state agencies exist to both protect and serve the public. A large part of serving the public is addressing them and their needs in a manner that results in a satisfied and pleased customer. Instances of poor customer service were observed even though the majority of individuals surveyed considered the customer service excellent. The results of the survey show 90 percent of the customers considered their experience either good or excellent. However, as previously mentioned there were instances of poor customer service identified at various locations. The five percent of surveyed customers who rated the customer service as poor cannot be ignored. Even though this is a small percentage it should still be a concern. Customer service should always be at least fair. A poor rating for customer service is an important factor that should be addressed.

 Figure 3.3-4 With regard to Customer Service, how were you treated?

Figure 3.3-5 identifies a specific aspect of customer service. Individuals are very emotional when it comes to waiting for services. The population has grown increasingly impatient and that will not change. The survey reveals 61 percent of customers were served in less than 30 minutes. Another 19 percent were taken care of in less than one hour. That’s a total of 80 percent who were served in less than one hour. Understanding that different services will take various lengths of time, the hours of attendance will vary. The 13 percent of customers who were present for over two hours may have agreed that their services required that length of time. Once again, these are the customers who were surveyed. There are other customers who were not surveyed but were observed. There are some who were present for more than four hours. A customer in Opelika was observed still waiting for her service to be completed after four hours and still was not complete prior to the observation ending. In fact, she was still waiting in her vehicle for a road test as well as several others who were told to wait in their vehicles. This wait had reached one hour in the vehicle after a long wait in the lobby. This wait followed the satisfaction of her services attaining a driver license. Understandably, the majority of surveyed customers were

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pleased with length of time taken to complete their transactions. However, if there are a few who suffer a wait of several hours, that is enough to warrant attention and efforts to reduce that amount of time. There must be a solution to reducing the amount of time an individual must wait to be serviced. With the awareness that no new employees can be hired, an adjustment must be made to improve the time a customer must wait before being satisfied with the specific service needed.

 Figure 3.3-5 How long were you here?

The survey included two open-ended questions asking for desired changes based on this experience and any additional comments or suggestions that would be beneficial. The following are responses to these two questions.

Wetumpka • “The number system was slow and the long wait was inconvenient.” • “There needs to be a public restroom.” • “The examiner’s attitude made the parent and kids nervous.” 

Montgomery • “The lady in the back had great customer service.” • “Post in the office that you can schedule the road test on the internet.” • “Need an area outside to wait for the road test to be completed (for the

“accompanying licensed driver). • “Need more locations for the permit test (Class D knowledge test).”

Opelika • “Need more than one person in reinstatement.” • “Separate things like duplicate licenses and driver licenses. This will provide

quicker service.”

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• “Need better communication on both sides (employees and customers).” • “Need signs to tell people where to go.” • “Employees should not answer the phone while helping a customer.”

Selma • “Service was great.” • “Everybody was good to me.” • “They do a wonderful job.”

Prattville • “Need access to public phones”

Mobile • “The customer service representatives need to be more respectful of the customer’s

time. Even though I was only there for about 15 minutes, it would have been less than that if they would not have been laughing and talking with each other and waiting on the customers that were standing in line.”

• “I am glad I only have to go through this once every four years.”

These remarks address areas of customer service, facilities, communication, and the convenience or speed of service. With the exception of facilities, these are all items that can be improved. The customer service is an area that has been identified as needing improvement. Communication addresses both interpersonal communication and signage. The speed of service can be improved based on the location. Smaller offices with one employee are not considered in the request for speed of service. The larger offices that serve a large number of individuals must find ways to improve the speed of service and make it more convenient to eliminate the frustration of customers who have to wait longer than is needed.

3.4 Outside State Analysis The project team researched the driver’s license issuance process in several states in order to compare procedures and develop recommendations. The states evaluated include Arizona, Arkansas, Georgia, Florida, Indiana, Kentucky, Louisiana, Missouri, New Mexico, Tennessee, Texas, Virginia and Wisconsin. Our evaluation detailed the application process for all types of licenses, license reinstatement, communication of information to the applicants, and office functionality. A summary of the more informative findings is discussed below, however the entire analysis can be found in Appendix D. Because only limited information was available for licenses other than the standard operator’s license, this discussion only addresses the standard operator’s license.

3.4.1 Learner’s License/Graduated License Most of the states reviewed allowed a learner’s license or a graduated license at the age of 15, with some driving restrictions similar to those of the State of Alabama regarding allowed time frames for driving and age of occupants. Several states require a specific

number of supervised or instructed hours of driving in order to move to the next phase of licensing. Further, several states require that the applicants be enrolled in school to obtain/retain their learner’s license. Arkansas, Georgia and Kentucky further require that the applicant show proof of passing grades in order to obtain/retain their learner’s license. Most of the evaluated states had a two or three-tier approach to obtain a full operator’s license for all applicants under 18 years of age. For example, New Mexico has a three-tiered approach; an instructional license, a provisional license, and the full operator’s license. One can apply for an instructional license at the age of 15 and must fulfill certain requirements in order to move to the next phase. These requirements include:

• Pass a vision test • Pass a written test or provide a ‘Certificate of Completion’ from a state-approved

driver education school that includes a three-hour Driving While Intoxicated (DWI) component

• Pay an instructional license application fee • Once the teen gets the instructional license, the teen must:

o Hold the instructional license for at least six months; o Complete a state-approved driver education program; o Drive with an adult 21 or older who has been licensed for a minimum of three

years; o Complete 50 hours of supervised driving practice, including 10 hours at night

and maintain a Graduated Driver License (GDL) log; o Maintain a clean driving record for the 90 days preceding application for

Stage 2; and o Not drink and drive. Even a 0.02 percent concentration of alcohol – barely

one drink – could result in a six-month license revocation for drivers under age 21.

Once these requirements have been fulfilled, a provisional license can be applied for. The requirements for this phase are:

• Provide a ‘Certificate of Completion’ from a state-approved driver education school that includes a three-hour DWI component.

• Provide the GDL driving log that shows the teen has completed the practice driving component of 50 hours behind the wheel training, 10 of which are at night. The driving log must be signed by the parent or guardian.

• Pass a road skills exam. If the teen has taken a road skills exam with a contracted ‘Driver Education School,’ the teen must provide the ‘Certificate of Completion’ with the test scores.

• Once the provisional license is issued, the following conditions apply: o The teen driver must hold the provisional license for at least 12 months. o Unless a licensed driver age 21 or older is in the vehicle, a provisional license-

holder may not have more than one passenger in the vehicle under the age of 21 who is not an immediate family member.

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o The teen driver may not operate a motor vehicle between the hours of midnight and 5:00 a.m. unless accompanied by a licensed driver age 21 or older. Exceptions are permitted for school, employment, family and medical need, or religious functions (licensees must carry a statement from the appropriate school, or religious official, employer, doctor, or parent/ guardian).

To obtain the full operator’s license, the applicant must complete the first two phases or be 18 years of age.

3.4.2 Full operator’s license (standard) Five of the states evaluated allow applicants to obtain a full operator’s license at the age of 16 (Alabama, Arizona, Georgia, Indiana and Virginia,). In Louisiana, applicants must be 17 years or older and in Wisconsin, applicants must be 21 years or older. Each of the other states requires applicants to be 18 years or older before obtaining a full operator’s license. Each of the states maintains similar documentation requirements and applicants must complete a vision test along with a written and skills/road test. In all states surveyed, the written test is available electronically (kiosk or computer) and is given on a first-come, first-served basis. Most states surveyed had third party testers available for either the written test or both the written and skills/road test. The major variance among states is the renewal term. Alabama, Kentucky and Louisiana allow a four-year term, while Indiana and Texas allow a six-year term. Florida, Texas and Wisconsin allow an eight-year term. Georgia, Missouri and New Mexico allow applicants to choose between two renewal schedules. Arizona’s license is valid until the age of 65, but a new picture is required every 12 years.

3.4.3 Communication of Information to Applicants The on-site surveys noted that an applicant not having appropriate documentation was an issue. The out-of-state surveys sought to determine how the various driver license divisions notified applicants of appropriate documentation. Most states have this information on their websites and some stated that in-office signage also alerted applicants. While the State of Alabama does have this information on the website, it is not interactive and it is difficult to read. Most other states were much more interactive and descriptive on their website regarding the required documentation. New Mexico allows applicants to view examples of documents to provide clarity. The State of Florida runs an ad while applicants are waiting on the phone to speak to a representative. They also worked with Motor Vehicle Network to place large TV screens in driver license offices that have recordings on a rolling basis outlining pertinent and critical information to applicants. This was done at no cost to the State.

3.4.4 Miscellaneous Items For the most part, the processes among the states were very similar. In many states, an applicant can complete the application form online, print it, and then bring it to the office. All states offered the written test through an electronic method, but Florida also allows students under the age of 18 to take the test online as long as the parent/legal guardian serves as a proctor and certifies such once in the driver license office.

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Two issues that were brought to light during the on-site surveys were the availability of scanners and the call load. Many of the states utilize scanners to record documentation in compliance with Real ID. Florida used grant money from Homeland Security (for the purposes of implementing Real ID) to obtain enough scanners to have, at a minimum, one scanner for every two work stations. Sometimes there is one at every station and all offices have scanners. To address call load, it is worth noting that several states utilized either a call center or an interactive voice response system to prevent the call load from affecting examiners’ interaction with customers. Another item that is interesting to note is that some states, such as Florida, Louisiana, and Maine, have set up mobile units to make services more accessible throughout the state to communities that do not have a local motor vehicle office. They are multi-use units that are also employed to offer critical safety services such as emergency contact information registration and safety campaigns.

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Chapter 4 Recommendations As stated in the Introduction in Chapter One, the challenge of this assignment was to design an issuance procedure or method that would help the Driver License Division personnel best provide the necessary services while still ensuring the security of the process and preventing fraudulent activity. To accomplish this challenge the project team observed daily activities of Driver License Division employees in various offices in an effort to understand their responsibilities and the resources available to fulfill those responsibilities. The project team also developed surveys for customers and employees in search of answers to specific questions and employee’s comments and suggestions. The information found in the previous chapters is from the employee and customer surveys as well as website reviews and interviews with Driver License agencies in other states. The following are the three main recommendations based on the research of the project team and consultation with Division representatives.

4.1 Website The team reviewed the internet sites of 13 other states. The Alabama site, by comparison, could be more informative and user-friendly. Documentation requirements are not as prominent and readily accessible as on other sites. The page that currently provides this information is confusing and difficult to read. Recently a printer friendly option was added to this page on the site, but it is not the prominent link. As observed on the Georgia Department of Public Safety website, the descriptions for these required documents should be adjusted to make it absolutely clear that certified original documents are required. Many changes can be made to the Division’s website to make it more effective in communicating valuable information to the public and employees in a very clear and understandable manner. First of all, the team recommends that the Alabama website continually be reviewed and updated with changes made regarding fees and documentation requirements. Outdated information will only cause confusion and negative feelings toward the Division. The addition of mini-videos is a good way to capture the attention of the user in an interactive manner. Similarly, a scrolling marquee can accomplish the same goal and would be helpful in assisting the on-line user with road test scheduling. These two additions will prevent requiring users to search through various sections in an effort to find information. Their attention will immediately be captured as information is provided. Other options for the website would be to include links to secure sites to make an address change or request duplicate licenses. The Wisconsin website contains such funtionality. Also a link is available which allows clients to check their reinstatement eligibility, again using an encrypted secure site. Such additional services as found on other state websites would reduce the number of phone calls to the agency and assist clients in finding necessary information. The team also contacted several directors from other states and received critical information to assist with the assessment of each state’s website information. Information is available on other websites that allows customers to complete the Selective Services requirements and register to vote. The Florida website contains a link allowing students to take the knowledge test via computer with a parent or guardian monitoring the test.

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Changes such as those identified above will take considerable time and resources. Personnel possessing the time and talent may not be available for this task. However, this is such an important aspect of the success of any organization or agency, the team strongly recommends outsourcing this function and investing in a webmaster to update the Division’s website and make it as user friendly as possible. The result of such a change will be more rewarding than the Division may have ever realized.

4.2 Interactive Voice Response (IVR) Phone System One big complaint by the staff in larger offices was the interruption of their duties to answer frequent phone calls. This was also observed by team members during the site visits. Customers spent more time than needed at the desks as they had to wait for employees to answer the phone. In essence, customers who called took precedence over customers who sat at the desk. This is poor customer service and results in a bad impression. This problem can be alleviated by using an Automated Interactive Voice Response Phone System (IVR). The IVR uses a toll-free phone number for customers to request information. The toll-free phone number can be placed in every phone book in the state and on the DPS website to direct customers to that line instead of the office phone number. This will reduce the amount of staff required to handle phone calls and allow them to perform their duties assisting customers in the office. Several other states apply this concept, and when the team called these numbers they found a wealth of information available to them. In researching the cost of such a system, one company quoted a starting cost of $5,995 for an analog system with additional quotes available for digital systems. (Please see Appendix E for information from this company.) The applications for an IVR are virtually unlimited. It can be used to take information from clients, supply data, receive credit card payments, and if necessary, transfer the call to an agent to answer. DPS can also monitor the system activity from the various reports IVR supplies. Additional costs apply when setting up the application and for usage of the application. However, the time and stress the system saves staff will be well worth the investment. Current employees will be much more productive in their positions and customers will be extremely satisfied with the service they are provided when the automated system provides beneficial information.

4.3 Mobile Unit One of the major recommendations in this area involves the buildings that the Division uses for the one and two day a week visits. These should be reviewed for safety and serviceability. Often the data lines are not compatible with the equipment the Division uses and causes problems for the Examiner who must move equipment in and set it up each day. There are approximately 40 offices that are open only one or two days each week. Proper upkeep and security is not a priority at these buildings. The recommendation of the group is to cease use of some of these buildings and invest the funds required for their rental and upkeep in mobile units that could be used to travel to the various sites to serve individuals in those areas. Some states, such as Florida and Louisiana, have these sites set up in a mobile unit so that the office can be driven to the county site without staff having to transport the equipment themselves. The units can be of adequate size to house the employees, the customer, and the basic equipment required for the service. The mobile units can house the satellite hookups to transfer data to the home office resulting in equipment and data lines no longer being a problem. Generators could supply the power

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needed to run the equipment. The units can be stationed in areas where shelter from sun and rain is provided along with access to restrooms and adequate parking. An example of various locations would be churches, municipal buildings, public libraries and interstate rest stops. This will make the wait much more comfortable and acceptable for customers. The mobile units can also be used for functions in addition to driver license issuance and renewal. The mobile unit is a great means of transportation for employees of the Department of Public Safety to areas of concern within the state during times of crisis. A good example is the need for assistance at the Gulf Coast as a result of the oil spill. Other uses of the mobile unit may arise as well. Other states such as Florida, Louisiana and Maine have successfully implemented the use of mobile units serving multiple purposes, such as offering this service directly to industries and offices where a large number of employees may need to renew licenses. It can prevent the industry or office from losing productive work time while allowing for a large number of renewals during a specified and prepared for time. Researching other states will reveal beneficial information in determining advantageous use of these mobile units and the savings involved. The team further recommends the Division review the license activity at these sites to see if any can be eliminated. This could make it easier for the staff to perform their duties in these locations.

4.4 Other Recommendations The Division may also want to consider the following recommendations resulting from the team’s research.

4.4.1 Law Changes As identified in Figure 3.1-9 of the internet employee survey, employees of the Division feel that law change updates are the most important training need. This seems to be an easily satisfied problem. All law changes affecting the operation of Driver License Division office operations can be communicated to employees in a variety of ways to guarantee receipt. The changes are already communicated in writing but it is recommended that this process be more formalized in an effort to be more effective. A legislative newsletter is a good way to accomplish this. Another way of communicating law changes is through postings on the Division website. Law change updates can also be reiterated in person through the Division office supervisors. These individuals should be very knowledgeable of these changes since they are responsible for the effective operation of the various offices.

4.4.2 Management Another concern identified by employees was management issues. This includes management skills of supervisors. The state of Alabama’s State Personnel Department Training Division offers training courses for state employees free of charge. The Alabama Training Institute (ATI) also offers management training as well as training in many other areas. It is understood that management training has been provided by the Department of Public Safety. However, it appears from the employee surveys that more training may need to be offered.

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4.4.3 Technical Issues The third request from the online employee survey involved technical issues. Employees obviously are not comfortable with the equipment they are required to use. Employees completing the survey indicated frequent problems with the computers and network breaking down during work hours. An upgrade of the network could prevent these problems. The team is aware of the Department of Public Safety receiving a “Driver License Security Grant” from FEMA that will be applied toward a network upgrade and the purchase of scanners. The additional scanners will help the department become REAL ID compliant, prevent frequent desk changes for the Examiners, and prevent customers from having to wait until a scanner-equipped desk becomes available. This grant will allow the location of scanners to be expanded to at least one for every two desks with each single examiner office having a scanner. The grant should satisfy the concern expressed by employees in the survey.

4.4.4 Training Employees want to know more than just the job at their desk. Even though they are limited by job classifications and responsibilities, they are interested in assisting customers with locating the correct office and arriving with the proper documentation. Employees also would like access to Reinstatement training procedures and other procedures within the Division. This cross-training would benefit the Division when staff shortages occur in the office allowing employees to provide more information and better service. Another training requested through the survey is to improve the coordination of services between the courts and the Reinstatement Office. Employees indicate that the courts are not providing customers with the correct documentation statement needed by the Driver License Division such as the DI-12 letter and the DI-46/DI-46A Information or Reinstatement Request. Customers are told that the cash receipt they received for paying the fine is enough for reinstatement. Making this document accessible on the DPS website may improve its use and notify the public of its requirement.

4.4.5 Performance Incentives Another recommendation is performance incentives. Employees in all organizations need occasional incentives to break the monotony of the job and provide a change that can re-energize. Of course, employees would like to receive annual raises and be eligible for promotions, but the cost of these incentives eliminates them as options. The Driver License Division employees are vital to the success and reputation of the Department. The public encounters these employees more often than they may encounter a State Trooper. Appearance is important to the Department, as it is to the employees. One recommendation the employees have made is to change the uniform to one more comfortable and affordable to maintain than the current one. A suggestion is to allow washable and affordable slacks to be worn with a collared shirt with the Department of Public Safety logo embroidered on the pocket area. This meets the “business casual” look that is growing in popularity today. However, this option may not be feasible due to concerns regarding the durability of the suggested material. Some Examiners also requested inclement weather gear such as a rain coat and winter/summer uniform options. One way to accomplish this is to provide long sleeved shirts during the winter months. This

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will not completely satisfy the need created by inclement weather but will at least provide more comfort in cold weather. Some other suggestions from employees include:

• Allow an occasional casual day where they could wear blue jeans along with a collared shirt.

• Permit more flexibility with leave scheduling instead of letting seniority dictate who can take leave.

• Encourage or allow potluck lunches among employees. • Have appreciation lunches for all employees. • Provide sincere appreciation awards such as certificates or pins for jobs well done

and/or quotas made. • Publish in the agency newsletter accomplishments of fellow employees. This could be

as simple as identifying examiners each month and providing information regarding job responsibilities and personal interests.

• Empower staff to make improvements and explain how they can accomplish this. So many Examiners do not know why someone received the Examiner of the Year award. What can they do to receive this recognition? What are the criteria for the award?

Even though the team understands that all of these requests will not be able to be satisfied it is important to know the desires of Division employees.

4.4.6 Review of Practices Fifty percent of Driver License Division employees are Examiners I and II. According to the Job Announcement for Examiner II, these individuals have the same job responsibilities as Examiner I but with additional supervisory duties. Staff should assist each other in times of greatest need such as Christmas and Spring break when more students are out of school and during tax season when adults receive tax refunds and can pay fines. Having Examiners II and Examiner Supervisors step in to help with the high work load will show the public that the Division is committed to providing swifter service. Providing assistance to the Examiner I positions will also expose the supervisors to the duties performed by their staff and allow them to better evaluate their performance. Twelve percent of the Driver License Division employees are the Trooper, Trooper Corporal and Trooper Sergeant classifications. The survey indicates that the arresting officers within a district office go to lunch at the same time leaving the office unmanned for that period. The monitoring of such occasions can prevent this from happening. The staggering of lunch schedules will optimize the often busiest time of the day. The Immigration and Customs Enforcement agreement is one of the Division’s most successful initiatives. However, the survey comments indicate that ICE agents are often unavailable. Staff members always need to know the locations of ICE agents so that foreign nationals requiring assistance do not have to wait for an officer to appear. Promoting the use of Third Party testers could save time for the public and the Examiners, as well as promoting the Drivers Education classes at the local schools. These venues can

37

be used to promote the website, its tools, the required documents for testing, and test preparation instructions.

4.4.7 DPS Intranet Access An employee’s use of an intranet can be just as important as the public’s use of the internet. The employees of the Division should have online access to the department manuals and the Examiner Guide. This can easily be accomplished by creating an online Word or Adobe document and making it available on the Department’s intranet (Safety Net). Placing training videos on this site could be a useful tool. Employee newsletters and important informational updates can also be posted on the intranet. A Question and Answer (Q&A) or Frequently Asked Questions (FAQ) area on the intranet to allow employees to get answers to common problems is an effective way for management to communicate. Allowing employees to submit questions and have the management provide responses is a great way to show employees that they have a voice. These are huge steps toward improving employee morale.

4.4.8 Office Facilities There are several areas that can be addressed in the office locations to improve conditions for employees and customers.

4.4.8.1 Cleanliness The appearance of office facilities makes a lasting impression on customers. The team observed several items in this area needing attention. Unclean locations provide a poor image to the public and affect employee morale and health. A review of current custodial services and other possible contracting agencies will assist in making a decision in accomplishing the goal of adequately maintaining each office to keep them clean and free of pests. One office was observed to have holes in the roof, holes in the back doors, mold along the walls, and a musty smell throughout. It is questionable whether these facility buildings meet health and safety standards for a public meeting place. The customers that have to wait hours at this site were inconvenienced by this environment and by the fact that there were no public restrooms in the facility or any nearby vicinity.

4.4.8.2 Security Staff members are also extremely concerned with the security of their offices. Rearranging offices to provide a table between the Examiner and the public is recommended. Examiners have to count money at the end of the day while still attending to customers. There is not a security camera in the locations to monitor the waiting areas or outside facilities. In the office locations where an examiner is alone, there should be a means of recording transactions for verification of customer encounters. As part of meeting the REAL ID compliance requirements for security of the ID cards and the mandatory computer hardware and software for these requirements, the Division supervisors should review all facilities to make sure they are safe and secure for the equipment housed therein.

4.4.8.3 Customer Information We recommend that information placed in the offices be updated and posted whenever changes occur. The project team noticed several secondary pages to amend the large poster in each office bulletin board area. These secondary pages would update the fee required

38

and change the school documentation requirements. This made some of the locations look unorganized and sloppy. Also, not many clients were observed actually reading the posters. The project team visited many offices in the state and observed confused clients attempting to determine where to go for services. Directional signs indicating where to go at each office site would alleviate much of this confusion. A review of the layout of the office will allow an easy designation of where each type of service should be best located: reinstatement, testing, license changes, and foreign applicants. The Department’s ORID grant, the Driver License Security Grant Program, for Real ID compliance will allow for four kiosks to be placed in the waiting rooms of major customer sites. These kiosks will provide important applicant information and directions, which should lessen the time standing in lines for applicants and inform them of the next step in the process. Some states play an informative video in the waiting rooms for clients. Florida has a contractual agreement with a private contractor for a video set-up in the waiting rooms that presents information regarding required documents and other important DPS instructions in exchange for approved advertisement time. Another state used a grant they received when they converted to a graduated driver license program to provide a required documentation video. The grant was for promoting the graduated driver license but they were also able to add other information to the video. Alabama can use a collective effort among state agencies to realize the same informative use of waiting time. The Department of Public Safety can collaborate with the Department of Economic and Community Affairs, the Department of Tourism, and the Department of Transportation to display information regarding traffic safety, tourism, road closures, and other important and beneficial facts for individuals who are waiting to be served. It was discovered that a display monitor system would be set up in the eight major Alabama Driver License Offices across the state as part of the ORID grant. There are 76 Driver License Offices across the state, 40 of which are sites open only one or to two days each week. Of the remaining 36 offices, the ORID grant will set up a Display Monitor System in eight of them. This leaves only 28 offices needing informative video installation.

4.4.8.4 Other Suggestions • Some larger offices do not have assigned desks for each Examiner or Service.

Constantly changing desks to have a better environment or to do another type of service lacks efficiency, especially when Examiners have to count the money at their desk before they change desks. Assigned desks will help improve the efficiency of the operation at offices.

• With the license fee at $23.50, the Examiners are required to keep change for cash transactions. Establishing an even dollar amount for fees will eliminate the need for retaining change at stations, reduce the number of interruptions of other Examiners to get change when Examiners do not have enough and raise additional revenue to get some of the suggested equipment.

• Constructing cubicles or workstations to suppress noise and enhance privacy during the interview is recommended. A requirement for family members to remain in the waiting area so as not to distract customers and Examiners at work will greatly reduce the noise and violations of privacy.

39

• The eye exam machines are out-dated but also used by clients several times during the day without being sanitized after each use. The accuracy of this form of testing is questionable and should be reviewed. Several Examiners expressed concern over the accuracy of the machines and would like to see them replaced with newer machines. A simple cleaning regimen (i.e. Sani-Wipes) should also be implemented.

• Several surveyed staff members were concerned with the parking availability at their locations. Sometimes there is not enough parking available and the parking lot is in poor condition. The Division should consider repaving parking areas and expanding if possible.

40

41

Chapter 5 Conclusion As stated in the Introduction, the challenge of this assignment was to design an issuance procedure or method that would help the Driver License Division personnel best provide the necessary services while still ensuring the security of the process and preventing fraudulent activity. The Project team invested time and resources in an attempt to gather enough information to evaluate the current state of the Division and make recommendations that will possibly improve the process of license issuance as well as the satisfaction of the employees responsible for the success of the process. The site visits were very informative, as team members observed employees fulfill their responsibilities and interact with customers. The on-site interviews and surveys provided a great deal of information. The internet survey and research of other states’ procedures allowed the Project team to gather more information in an effort to make beneficial recommendations. The areas of training, performance incentives, facilities, technical equipment/support, and Division practices were analyzed as the Project team determined the recommendations that will assist the Department’s Driver License Division to improve its service to employees and customers. Many items were identified in the surveys and addressed in this paper. The Project team understands that all areas of concern will not be able to be addressed. However, the following three areas were identified as offering the most benefit to the Driver License Division of the Department of Public Safety.

1. An improved website with more information presented in a manner that is easier to access and identify. This will benefit customers as they search for information and also make a great impression on those who visit the website.

2. An improved phone system that provides information to callers without requiring staff members to answer each call. This will allow staff to serve customers on location in a more efficient manner while callers still receive the information needed.

3. Mobile site units will replace the small offices in rural areas that are open one or two days. This will eliminate maintenance of the small sites and result in a more advantageous use of Division funds in serving state residents.

It is the wish of this Project team that the Driver License Division will take advantage of these recommendations in an effort to become a more productive and efficient state agency.

Sources DPS Driver License Division Statistical Data DPS Public Information and Education Division FY 2008 and FY 2009 SMART Quarterly Performance Reports and SMART Plans (www.smart.alabama.gov) State Personnel Department of Alabama 2009 Annual Report Alabama Department of Public Safety Drivers Manual State of Arizona Department of Transportation, Motor Vehicle Division (www.azdot.gov/mvd) State of Arkansas Department of Finance and Administration, Office of Driver Services (http://www.asp.state.ar.us/divisions/hp/hp_drivers.html) State of Georgia Department of Driver Services (http://www.dds.ga.gov/) State of Indiana Bureau of Motor Vehicles (http://www.in.gov/bmv/) State of Missouri Highway Patrol and Department of Revenue (www.dor.mo.gov/mvdl/drivers) State of New Mexico Motor Vehicle Division (http://www.mvd.newmexico.gov/) State of Tennessee Department of Safety, Driver Services (http://www.tennessee.gov/safety/dlmain.htm) State of Texas Department of Public Safety (www.txdps.state.tx.us/DriverLicense) State of Virginia Department of Motor Vehicles (http://www.dmv.state.va.us/) State of Wisconsin, Department of Transportation, Division of Motor Vehicles (http://www.dot.wisconsin.gov/drivers/drivers/apply/index.htm) State of Maine, Bureau of Motor Vehicles (http://www.maine.gov/sos/bmv/index.html)

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Appendix A Driver License Examiner Survey

 

Driver License Examiner Survey

1. What is your current classification?

2. How long have you held this position?

3. If you could change anything about your job, what would it be? Do you have any suggestions to increase the speed/efficiency of the current work process?

4. What is the most fulfilling part of your job?

5. What are your current work-related concerns, both internally and externally? (i.e. office security and/or conditions, work space requirements, L-1 Software, etc.)

6. Do you feel that you receive adequate training to perform your job duties? If not, what additional training might be beneficial?

7. Do you feel that you have the proper equipment to adequately perform your job duties? If not, what additional equipment might be beneficial?

8. What employee performance incentives would you like to see implemented in the Driver License division? (i.e. “Examiner of the Year” receives first choice of leave scheduling, “atta-boy” awards, peer recognition, etc.)

9. How often do you have to re-direct customers who arrive at the wrong location for their desired service(s) or have to address displeased customers that were not aware of all available options? What could be done to decrease the frequency of these issues?

10. Do you have any additional comments/suggestions that may be beneficial?

A‐1 

Appendix B Driver License Email Survey

 

Employee Satisfaction

As part of the Certified Public Manager (CPM) program offered through AUM’s Alabama Training Institute, this survey is designed to collect information in an attempt to improve employee motivation and customer service in the Driver’s License Division of the Alabama Department of Public Safety. All individuals who respond to this survey will remain anonymous. The results will be presented to the appropriate personnel who have the ability to enact the suggested changes. Your response is very important. We ask that you complete this survey and submit it by Friday, April 9th. Your assistance is appreciated as we work toward our goal of realizing improvements in the conditions and operation of the various Driver’s License Offices. We thank you for your assistance.  

1 What is your current classification?

ASA I/II

DL Examiner I

DL Examiner II

DL Specialist

DL Supervisor

DL Manager

Trooper

Trooper Cpl.

Trooper Sgt.

Trooper Lt.

Trooper Capt.

Trooper Major

Clerk Other, Please Specify

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2 How long have you held this position?

Less than 6 months

More than 6 months but less than 1 year

More than 1 year but less than 3 years

More than 3 years but less than

More than 5 years but less than 7 years

More than 7 years but less than 10 years

Greater than 10 years

Survey Page 1

Employee Satisfaction

3 What type of driver's license office do you work in?

Non-permanent Exam office

Single-person permanent Exam office

Multi-person permanent Exam office

Reinstatement office

Hearing/Fraud office

Driver Improvement Unit

Headquarters

Safety Responsibility

Microfilm/Telephone

CDL

Medical

Accident Records

DL Records SR Records Processing/Correspondence Other, please specify

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4 If you could change anything about your job, what would it be? Please mark all that apply.

Flexible Hours

Different Uniforms

Cleaning allowance for uniforms

Updated Equipment

Inclement weather gear

Improve security

Additional staff

More space

Building condition

More promotional opportunities

Additional scanners

Improved Supervision

Improved Supervisor Support

More work stations

Have arresting officer available

Pay increase

Cross-training for other job opportunities

Updated Website

Updated DL exam qualifications

Obtaining feedback from employees Other, please specify

5 What areas could be improved to increase the speed or efficiency of the current work process? Please mark all that apply.

Money handling process

Providing additional scanners

Scheduling road tests & appointments

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Additional staff during high customer times such as holidays, school breaks, tax time

TV to display required documents video

Updated Website information

Express lane for renewals/duplicates

More work stations

Professional updated posters/notices providing current information

Improved consistency with court documentation

Improved processes for working with Foreign Nationals

Ability to process reinstatements at local offices

Provide simulation video and/or games to teenagers who repeatedly fail driving tests

Allow kiosk test takers to go back and change answers during the test (cannot change answer once “yes” is answered to “are you sure” question) Other, please specify

6 Please rank the most fulfilling aspects of your job in the order of their importance to you, utlizing a 6-point scale, with 1 being the most fulfilling to you and 6 being the least fulfilling to you.

1 2 3 4 5 6

Giving licenses to happy teenagers

Helping customers

Not having to travel

Meeting public

Small town environment

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Having state job with leave benefits

7 What are your current work-related concerns, both internally and externally? Please mark all that apply.

Parking availability

Poor parking conditions(potholes/lighting/width)

Poor office security

No arresting officer at this location

Security when handling money

Need Metal Detector

Need Security Cameras

Poor Office conditions (mold, dust, bugs)

Need cubicles to lesson noise/provide privacy

Need adequate work space

Language barrier

Access to public restroom(pro/con) L-1 Software

Hardware not explained to Examiner

Additional Clothing for winter Angry customers

Process requiring signature each time record is opened consumes time

Examiners cannot review comments w/o taking customer picture

Need more examiners and less troopers /supervisors

Doorways not handicap accessible Other, please specify

8 Do you feel that you receive adequate training to perform your job duties?

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9 What additional training would be beneficial? Please mark all that apply.

Customer service training Technical training

Extended CDL training to two weeks

Updates on law changes

Provide Tuition reimbursement

Provide time off for training

Training on “How to Deal with Difficult Customer”

Management training Other, please specify

10 Do you feel you have the proper equipment to adequately perform your job duties?

11 What additional equipment might be beneficial? Please mark all that apply.

Rain gear

Newer eye exam machines

Updated posters and Web site

Dedicated fax line

More scanners

More stations with computer equipment

Mobile printers

Newer cars for those with extensive travel requirements

Updated printers to prevent time-consuming paper jams

Updated phone system

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Updated computers and network to reduce breakdowns Other, please specify

12 What employee performance incentives would you like to see implemented in the Driver's License offices? Please mark all that apply.

Flexible leave scheduling

Employee recognition awards such as Examiner of the Year and Hearing Officer of the Month

Free lunch provided for employees

Free coffee & donuts

Allow for prior military experience credit for seniority

Issue hazardous duty pay

Peer recognition in newsletter

Feedback for job improvement/coaching employees

Increased promotions in the examiner section

Issue Certificates or Pins of Appreciation Other, please specify

13 How often do you have to re-direct customers who arrive at the wrong location for their desired service(s) or have to address displeased customers who were not aware of all available options?

I have not encountered this problem.1-5 per day 6-10 per day11-20 per dayMore than 20 per day

14 Please provide any additional comments or suggestions that may be beneficial.

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Survey Page 2

Employee Satisfaction

15 Please let us know why you are not satisfied.

Survey Page 3

Employee Satisfaction

16 Please rate your overall satisfaction with your immediate boss/supervisor.

5 Extremely Satisfied

4 Somewhat Satisfied

3 Neutral

2 Somewhat Dissatisfied

1 Extremely

Dissatisfied Your overall relationship with your boss/supervisor

Your boss/supervisor's management capabilities

Communication with your boss/supervisor

Recognition received from your boss/supervisor

Your boss/supervisor's active involvement in your career development

17 Tell us how well the following statements apply to your immediate boss/supervisor.

2

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5 Strongly Agree

4 Somewhat Agree

3 Neutral

Somewhat Disagree

1 Strongly Disagree

My boss/supervisor is knowledgeable about my work

My boss/supervisor takes time to listen to me

My boss/supervisor gives me fair reviews

My boss/supervisor has reasonable expectations of my work

My boss/supervisor is willing to promote me

My boss/supervisor makes sure I have sufficient training

18 How well do you believe your boss/supervisor lives up to the company's standard code of ethics?

Extremely well Very well Sometimes does, sometimes doesn't

Not very well Doesn't abide by company's ethics at all

Survey Page 4

Employee Satisfaction

19 Please rate your level of satisfaction with the following

5 Extremely Satisfied

4 Somewhat Satisfied

3 Neutral

2 Somewhat Dissatisfied

1 Extremely

Dissatisfied Salary

Benefits

Frequency and amount of bonuses

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Connection between pay and performance

Security and administration of your 401(k)/stock

Options/pension plans

Workload

Flexibility of work hours

Physical working environment

Opportunity for advancement

Job security

Ability to influence decisions that affect you

Ability to influence day-to-day company success

Opportunity to use new technologies

Opportunity to work on interesting projects

Access to company sponsored training and seminars

Your relationship with your peers

Your relationship with customers/ clients/end users

Your understanding of the business mission

Thank you again for your feedback.

Survey Page 5

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Appendix C Email Survey Results

 

Zoomerang Survey Results

Employee SatisfactionResponse Status: CompletesFilter: No filter appliedApr 12, 2010 7:05 AM PST

As part of the Certified Public Manager (CPM) program offered through AUM’s Alabama Training Institute, thissurvey is designed to collect information in an attempt to improve employee motivation and customer service inthe Driver’s License Division of the Alabama Department of Public Safety. All individuals who respond to thissurvey will remain anonymous. The results will be presented to the appropriate personnel who have the ability toenact the suggested changes. Your response is very important. We ask that you complete this survey and submitit by Friday, April 9th. Your assistance is appreciated as we work toward our goal of realizing improvements in theconditions and operation of the various Driver’s License Offices. We thank you for your assistance.

C‐1

ASA I/II 12 8%DL Examiner I 68 45%DL Examiner II 7 5%DL Specialist 21 14%DL Supervisor 4 3%DL Manager 1 1%Trooper 9 6%Trooper Cpl. 6 4%Trooper Sgt. 8 5%Trooper Lt. 5 3%Trooper Capt. 4 3%Trooper Major 0 0%Clerk 0 0%Other, Please Specify 6 4%

151 100%Total

1-social worker2-Retired DL Supervisor/Parttime3-warehouse worker4-Warehouse Worker5-Account Clerk6-DL SUPERVISOR

1. What is your current classification?

C‐2

Less than 6 months 5 3%More than 6 months but less than 1 year 3 2%More than 1 year but less than 3 years 40 26%More than 3 years but less than 25 17%More than 5 years but less than 7 years 24 16%More than 7 years but less than 10 years 25 17%Greater than 10 years 29 19%

151 100%

Non-permanent Exam office 21 14%Single-person permanent Exam office 17 11%Multi-person permanent Exam office 90 60%Reinstatement office 31 21%Hearing/Fraud office 16 11%Driver Improvement Unit 5 3%Headquarters 11 7%Safety Responsibility 6 4%Microfilm/Telephone 0 0%CDL 19 13%Medical 3 2%Accident Records 3 2%DL Records 3 2%SR Records Processing/Correspondence 1 1%Other, please specify 4 3%

1-none2-don't work in a driver's license office3-Mailroom4-Regional Commander

2. How long have you held this position?

Total

3. What type of driver's license office do you work in?

C‐3

Flexible Hours 34 23%Different Uniforms 39 26%Cleaning allowance for uniforms 51 34%Updated Equipment 46 30%Inclement weather gear 29 19%Improve security 43 28%Additional staff 85 56%More space 46 30%Building condition 48 32%More promotional opportunities 78 52%Additional scanners 45 30%Improved Supervision 42 28%Improved Supervisor Support 35 23%More work stations 29 19%Have arresting officer available 51 34%Pay increase 122 81%Cross-training for other job opportunities 51 34%Updated Website 16 11%Updated DL exam qualifications 12 8%Obtaining feedback from employees 30 20%Other, please specify 17 11%

2-FMLA is not being applied equally. Some employees are made to fill out FMLA forms and are charged leave and others employees are not being required to fill out forms/nor are they being charge FMLA leave.

4. If you could change anything about your job, what would it be? Please mark all that apply.

1-none

3-nothing4-A new scanner!5-no complaints6-Supervisors do not know their employee's jobs (and some do not know their own jobs).7-limit days that foreign nationals can apply8-Hazardous pay

C‐4

Money handling process 19 13%Providing additional scanners 44 29%Scheduling road tests & appointments 16 11%Additional staff during high customer times such as holidays, school breaks, tax time 97 64%TV to display required documents video 60 40%Updated Website information 48 32%Express lane for renewals/duplicates 38 25%More work stations 49 32%Professional updated posters/notices providing current information 55 36%Improved consistency with court documentation 28 19%

Improved processes for working with Foreign Nationals 31 21%Ability to process reinstatements at local offices 33 22%Provide simulation video and/or games to teenagers who repeatedly fail driving tests 17 11%Allow kiosk test takers to go back and change answers during the test (cannot change answer once “yes” is answered to “are you sure” question) 37 25%Other, please specify 21 14%

14-I would like to wear a uniform. Pay increase because I do not receive performance appraisal raises since I have been at top pay, I would at least like to have a day off or half-day off with pay as recognition.

17-promotions is hard to get. At should be done on what you know, time of service and not completely on who you kiss up to. We always know who will get promoted its never a secret.

13-automative phone answering system for outlying offices

5. What areas could be improved to increase the speed or efficiency of the current work process? Please mark all that apply.

9-we need an arresting officer available at all times.10-Building condition- only in outlying office11-Have extra mobile examining equipment to leave in outlying counties.12-this office has arresting officers but they are rarely here

15-Detailed explanation of filling out SR-13 forms16-*Uniforms-something less hot during summer months.

C‐5

1-none

11-not having to answer incoming calls, don't have enough money(quarters) sometimes for complete day; having to be bothered by the examinersfor change

16-Updated SR-13 Form17-EXPRESS LANE FOR ACCIDENT RECORD AND MVRs.18-Pick the skipped questions that they want to answer first

21-need exam II in all district offices

3-not applicable4-None of these apply to my work tasks5-more team work by current employees6-n/a

8-Better Chain Of Command7-do not do renewals and duplicates, make them go to the probate

9-ABILITY TO PROCESS MVR AND CRASH REPORTS AT LOCAL OFFICES

13-Reception desk-disruptions from DL customers

10-automated phone system with specific options would cut down the number of calls that should go to another dept

2-Payment of reinstatement Online

20-Posters are a waste of money because people will not read them - I would suggest reinstatement offices in every Post Office within each District

12-Make the DL fee a even amount and increase the cost of a DL to $30.

14-having to leave your station to get quarters from supervisors or other examiners is very time consuming15-leaving both examiners assigned to the same office to reamain only in those offices/stop traveling and covering for other office w/o permanent examiner

19-More personnel to handle to workload and be able to work flex hours, 4 day work weeks or have additional DL location in our county.

C‐6

Top number is the count of respondents selecting the option. Bottom % is percent of the total respondents selecting the option.

1 2 3 4 5 6

18 10 17 32 31 4312% 7% 11% 21% 21% 28%

35 57 26 9 18 623% 38% 17% 6% 12% 4%

10 21 21 35 27 377% 14% 14% 23% 18% 25%

4 26 57 36 20 83% 17% 38% 24% 13% 5%

5 18 14 35 41 383% 12% 9% 23% 27% 25%79 19 16 4 14 19

52% 13% 11% 3% 9% 13%

6. Please rank the most fulfilling aspects of your job in the order of their importance to you, utlizing a 6-point scale, with 1 being the most fulfilling to you and 6 being the least fulfilling to you.

Giving licenses to happy teenagers

Helping customers

Not having to travel

Meeting public

Small town environment

Having state job with leave benefits

C‐7

Parking availability 20 13%Poor parking conditions(potholes/lighting/width) 29 19%Poor office security 48 32%No arresting officer at this location 23 15%Security when handling money 23 15%Need Metal Detector 42 28%Need Security Cameras 53 35%Poor Office conditions (mold, dust, bugs) 47 31%Need cubicles to lesson noise/provide privacy 41 27%Need adequate work space 46 30%Language barrier 26 17%Access to public restroom(pro/con) 11 7%L-1 Software 20 13%Hardware not explained to Examiner 15 10%Additional Clothing for winter 37 25%Angry customers 69 46%Process requiring signature each time record is opened consumes time 58 38%Examiners cannot review comments w/o taking customer picture 62 41%Need more examiners and less troopers /supervisors 61 40%Doorways not handicap accessible 17 11%Other, please specify 26 17%

7. What are your current work-related concerns, both internally and externally? Please mark all that apply.

C‐8

11-Please assign/rotate daily ICE officer to handle all state save/close calls with foreign nationals. Many times, no ICE officer is available, and customer has to wait two hours or even come back another day after traveling out of town to one of the few district offices that can handle foreign national issuances.12-Having supervisors that continuously harrass and belittle their subbordinates. There needs to be additional ways of talking to administrative without having backlash from supervisors.

14-Supervisors should not evaluate an Examiner based on jealousy and personal feelings. An Examiner should not have to tell the supervisors their personal business when they are taking annual leave.

25-We need cleaning service to properly maintain the office with the amount of public that comes into this office daily. We do need arresting officer and ICE officer's available at all times for numerous reasons. The number of supervisor's to DL examiner's is almost 1 supervisor to every 1-2 examiner's. Having supervisor's that are actually helping with the actual processing and examining work would be a great help since we are so shorthanded. Having someone to answer the phones and do reports would be an improvement because these are time consuming and take time away from helping customers in the office.26-need more examiners in the field not supervisors

13-having to be bothered by examiners for change all the time while processing our own customers

15-parking space marked for employees only.16-need additional employees and custodian17-*Reinstatement office setup is not conducive to smooth operation18-Automated phone system not functioning and the public is not able to get through to an examiner for informantion.

10-lack of cleaning crew/laborer leaves bathrooms dirty

19-let the applicant review their whole written test20-If we can't leave examining equipment in outlying counties, we need larger vehicles to transport equipment.21-needed more examiners, troopers and supervisors22-need more examiners23-Updated computers that run faster24-Road testing a person that has had a license and had it suspended or revoked. These applicants know how to drive..

7-improved work habits by current employees

3-Making Handicap people park in the lot instead of the parking deck where there in protection from bad weather.2-Need better SAVE system, on call Trooper1-none

4-Very little room for advancement.5-Not applicable6-None of these apply to my work tasks.

8-n/a9-none

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Yes 133 88%No 18 12%

151 100%

Customer service training 29 19%Technical training 52 34%Extended CDL training to two weeks 34 23%Updates on law changes 86 57%Provide Tuition reimbursement 44 29%Provide time off for training 43 28%Training on “How to Deal with Difficult Customer” 44 29%Management training 56 37%Other, please specify 21 14%

20-Many want to learn Spanish - we would like timeoff or time back to do this21-allow to go to more classes in or out to state

9-Many customers have have questions about other sections in our department (Reinstatement/Accident Records/etc). I would like to learn more about these sections (visit for a couple of days to see what they do), so I could answer customer questions here.

6-N/A7-The update on laws should have the ones who deal with the customer have some say in these things before they are made.8-WE NEED NO ADDITIONAL TRAINING

10-How to count time in reinstatement11-more reinstatement training12-Foreign National training13-Foreign National

5-n/a

14-Anger Mangement/Conflict Resolution Training15-more training on how to read dhist page and foreign national16-DL Specialist training17-N/A18-foreign applicant processing19-Retraining on the APW systems.

Total

9. What additional training would be beneficial? Please mark all that apply.

8. Do you feel that you receive adequate training to perform your job duties?

1-none2-Train all Examiners on Reinstatement3-Not applicable4-I feel that the training is adequate.

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Yes 107 71%No 44 29%

151 100%

Rain gear 32 21%Newer eye exam machines 81 54%Updated posters and Web site 54 36%Dedicated fax line 28 19%More scanners 54 36%More stations with computer equipment 42 28%Mobile printers 9 6%

Newer cars for those with extensive travel requirements 29 19%

Updated printers to prevent time-consuming paper jams 44 29%Updated phone system 63 42%

Updated computers and network to reduce breakdowns 70 46%Other, please specify 17 11%

7-Updated Computers8-copy machines in outlying stations

6-our testing computers keep going down

4-Not applicable5-A updated scanner.

1-none2-Make every phone line digital instead of analog.3-FASTER COMPUTERS

10. Do you feel you have the proper equipment to adequately perform your job duties?

Total

11. What additional equipment might be beneficial? Please mark all that apply.

9-Need scanners at all desks.10-Faster network lines in outlying offices

12-able to look at old id/ dl pictures to compare with an applicate

11-SEPERATE PHONE LINE FOR REINSTATEMENT AND NEED ASA TO ANSWER PHONES AND GREET CUSTOMERS TO ENSURE THEY HAVE PROPER DOCUMENTS

13-Supplies to be more accessible.14-Updated phamplets and handouts.15-really need more work stations16-connect computer test tablets with apw17-Replacement of Clerical Staff/Field Supervisors

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Flexible leave scheduling 53 35%Employee recognition awards such as Examiner of the Year and Hearing Officer of the Month 36 24%Free lunch provided for employees 50 33%Free coffee & donuts 24 16%Allow for prior military experience credit for seniority 19 13%Issue hazardous duty pay 57 38%Peer recognition in newsletter 22 15%Feedback for job improvement/coaching employees 32 21%Increased promotions in the examiner section 86 57%Issue Certificates or Pins of Appreciation 62 41%Other, please specify 16 11%

12. What employee performance incentives would you like to see implemented in the Driver's License offices? Please mark all that apply.

1-none2-Pay increase3-Not applicable4-Perfect attendance rewards would be nice also.5-n/a6-More Promotions7-MORE IN HOUSE MEETINGS TO BOOST MORALE8-not in d/l office- n/a9-The examiner of the year award include examiners only not specialist.10-None of the above-I don't need "incentives"to do the job to the best of my ability11-If an Examiner gets an arrest the Examiner should get credit not the DL Supervisor.12-a 4day-10hours work week, off day monday or friday13-Customer Service recognition for DL Specialist who answer the phone as well as see customers.14-A raise!15-pay for uniform cleaning and money for travel less than 6 hrs16-Any/all recognition is appreciated of course.

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I have not encountered this problem. 21 14%1-5 per day 80 53%6-10 per day 26 17%11-20 per day 13 9%More than 20 per day 11 7%

151 100%

13. How often do you have to re-direct customers who arrive at the wrong location for their desired service(s) or have to address displeased customers who were not aware of all available options?

Total

14. Please provide any additional comments or suggestions that may be beneficial.

43 Responses

1-none at this time2-CDL site moved from present location to the Dothan District Office.3-I am a social worker for the Department of Human Resources and am unsure as to why I received this survey. THANKS!

6-none, i love my job.7-I would lik for this department to stop showing favoritism having picks and choices when it comes to promotions.

4-I would like for DPS to change policy on preferred Vacation / Holiday leave choices to alternate annually among all employees instead of granting every holiday time off to seniority person. I am one of two employees in my classification in my location and I have job service less than 8 months of my partner and would like to have holiday time shared; to alternate (every other year) with my partner; instead of her getting same holidays off year after year. I am a loyal employee and work equally as hard; I like my partner but feel this policy should be changed. Thank you for considering this suggestion. I am sure there are many other offices and employees with same situation.5-There are almost no promotional opportunities for Examiner I unless you want to work in Montgomery. Supervision in Mobile office is lacking. Many times you need some help and ALL of the supervisors including the troopers are OUT of the office at the same time. This leads to very poor customer service when you have a problem that requires a supervisor's assistance. Some of our outlying offices are in poor condition. Probate offices constantly give out bad information even after being asked not to.

9-we need LESS SUPERVISOR and more examiners please!!!!

8-The Trooper uniforms are fine, but the Examiners should be allowed to wear a polo shirt with embroidered name and patch. The shirt should be paired with utility pants. A dress uniform could be provided for court, but the work uniforms would be more comfortable, wear better, and save the department money.

11-The reinstatement section needs a phone bank where dedicated specialists answer the phone. Every day, multiple customers complain that they cannot get through at all and end up calling our office saying we are the only ones who will answer the phone. But since we do not know reinstatement procedures, we cannot help them. This is mostly the fault of the thousands of irresponsible drivers out there who don't pay tickets and get DUIs; but that section is so jammed up that it affects our job of testing--because we answer over twenty calls a day regarding reinstatement,

10-It would be helpful for supervisors to stagger lunch and breaks instead of all leaving at same time. We need more SAVE officers available, even through lunch.

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12-THIS IS A GOOD START. Q #6 won't allow you to get same number rating so it make you alternate. THANKS13-THIS IS A GREAT PLACE TO WORK AND WE ARE VERY THANKFUL FOR OUR JOBS, HOWEVER THE EXAMINING UNIT EMPLOYEEDS HAVE NOT HAD A SALARY EVALUATION OR INCREASE SINCE I WAS HIRED IN 1990.

14-Our uniforms are awful, we really need something like a navy & beige pant (like dickies) and a polo shirt with our state emblem embroidered on it with our current name tag. This would look professional but nothing like the troopers and we would not be assumed to be troopers in the public eye. Also I believe that the employees appearance and attitude would be enhanced with this change. It would be less constraining at cdl and would be easier to clean. It wouldn't require us to have them dry cleaned either. I also believe if the department furnished our pants the examiners would be willing to purchase the shirts. The shoes wouldn't be an issue we could restrict it to be black with the navy pants and brown with the beige pants. This is of course has been an issue since I became an examiner 8 years ago. All examiners in my area really do not like the uniforms.

16-Training for supervisors in how to be one.How to conduct themselves with other examiners and the public.Need communication in the cars/trucks we give road test in.

18-better wages

17-Field offices should be closed and services provided at larger District Offices. Leave time would have less of an impact overall when not having to field slots in field offices. Employees can be better monitored and a supervisor would be available to deal with difficult situations and allowing employees to continue with the testing process.

19-dl examiner II's should be made to process applicants and conduct road tests especially during times of high volume of customers and employee shortages20-I don't feel it's fair to be in an office where only you and the other specialist know your job and be graded by someone that has little knowledge of what you do. And at the same time, can't sit down to your computer and do your job but is your supervisor.

26-Supervisors who treated you like humans and not talk to you like you were kindergardners or dogs.

28-In-service could be put on a dvd and played at each location, to prevent examiners from traveling. This will also save the state money.

21-Too many chiefs and not enough Indians

23-Pay increase would give more incentive.

22-The supervisors should be watched also. The supervisors should get more training on how to treat their employees when they are doing what they are suppose to do. The supervisor should not criticize the Examiner I in front of applicants when the Examiner is right. The supervisors should treat everyone fairly not only their favorites.

24-I think that being able to process reinstatement in outlying offices would be a tremendous savings for applicants who have to travel to district offices to get processed.

15-None

25-I really enjoy my job but i was disappointed when I was the build that I work in, most of the outer office building are run down, old and do not represent the state very well. Proof of homeschool is to shallow, why not ask for the charter school that they are assign under. I wish that the whole state would process the same documents and be on one accord with the road testing, start charging for road test for the regular DL

27-I have to re-direct customers all day...they do not know where to go when entering the office. They see me at the back of the room in reinstatement and thats where most of them come. Of course they get angry when they have to stand in my line and then find out they are in the wrong place. The help desk needs to be where the customers can see/find them.

30-Seniority should play a VERY huge role in recognizing employees and supervisors should not be allowed to play favorites. We examiners provide an important function in issuing DL's and we are not recoginzed, appreciated or paid enough for the dangerous work we do. Thanks for the survey, I can only hope we will see some results!

29-We need better communication with supervisor's, and they need to work better with examiner 1 to properly serve the public such as assisting

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31-need more examiners and less troopers / examiners have no where to go in this job and thats the truth every thing is given to the troopers/ examining is a dead end job with no where to go and ran by the troopers who do less of the work load for much more pay and a better retirement.32-Several examiners have quit or retired and they haven't been replaced. Some of the examiners in this office have health problems and can't do their jobs as efficiently as examiners who aren't having health issues. This is putting a great strain on those who aren't having problems and perhaps even encouraging them to look for another job. The troopers assigned to this office are rarely ever here. This is a big office and I fear, eventually, there will be some act of violence against the examiners in this office. It would also be nice when they are both here, if they wouldn't take 2 hour lunches and be gone at the same time. Hazard pay would be great. I've been involved in an accident and I know a couple of other examiners who have been in accidents. We needed to have hazard pay. Our job is dangerous and we are not treated fairly in that aspect.33-Why does theHuntsville DL office not answer the telephone but these one man office are expected to it all. We even have to provide out own toliet paper/paper towels to clean windows and vacuum cleaner to vacuum the carpet. This is wrong!.

35-I feel like the janitors should be trained longer and supervised thoroughly so that cleaning is done properly. Also the janitors should have good hygiene habits and practice it at all times while on duty. It seems one cleans tables, monitors, and the outside of trash cans with the same rag. The same individual eats off of her cart and apron.

42-military time should be affordable. More incentive and43-need more examiners in the field and district offices/ not supervisors or troopers/ we need laborers please to run these offices

37-N/A38-It would be nice to be able to bring a drink to your desk especially during the summer months.

34-Have all state offices work in the same way and use the documents in the same way.

36-Credit either time or compensation for comp time worked and not recognized. Vacation leave time changed to alternate all employees, disallowing seniority person to be the only one using vacation time for major holidays year after year.

40-1. Management There is a delicate balance in any organization between the number of managers and the number of workers. Since 2006 Driver License has more than doubled its budget in management salaries. Let's say that our budget is $100,000. In 2006 the ratio of management salaries was $20,000 to $80,000 in worker salaries. The public loved us. There was a short wait for any service. We were complimented all day long by the public. Our jobs were fulfilling because we were meeting the expectation for service from the public. Stress levels were low among the workers. Morale was high among the workers. In 2009, the ratio of management salareis is now at $45,000 and worker salaries at $55,000. There are long wait times. The workers are met with angry and dissatisfied customers all day. Stress levels are high among workers. Morale is low among workers. Workers are leaving for other jobs. This is very costly when it takes almost a year to get a worker fully trained. The justification for management promotions is that it is cheaper to promote someone than it is to hire a new person. So, with that kind of thinking how will we ever have money to hire? Each of our managers is paid $70,000 to $100,000 per manager. If we have more than doubled the number of managers that we pay from our b41-I feel that driver license employees are for gotten about. The offices and the equipment needs to be up date and we need more room. I feel that nothing will be done to help us.

39-Equipment is adequate but desperately needs updated, like the eye machines. Rotation of positions is more difficult due to lack of personnel.

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15. Please let us know why you are not satisfied.82 Responses

1-satisfied2-job is good3-Need more equal treatment of employees.4-Because the ones who is making the decisions ae not in the field.

6-Overall I am satisfied.7-I am satisfied i work with an easy to get along with group and enjoy being here every day

5-I am satisfied with my job itself. It would be nice to have a phone unit to help with the large volume of telephone calls that come to headquarters. Also training to those people who help customers so that the correct information is given the first time to prevent customers from having to call over and over. As employees, we should be kept abreast of changes being made in a timely manner. That is not the case here; at times it is months before we know a law or policy has changed. The process for promotions should be examined to make sure the candidate is honestly the best for the position not just the manager's favorite. There should be a committee made up of employees of different ranks so that the process is fair not just one-sided. It would be nice to have a "casual" day every once in a while where the employees can wear jeans. This would boost morale and comfort among employees.

8-Pay Scale has not been adjusted as promised due to lack of funds. Not enough employees due to hiring freeze. Little or no room for advancement with decent rate increases. Too much travel.

10-I do not work in the Driver's License Division.11-Over all I am extremely satisfied with my job and DPS. Please review comment on #14.

9-I think we as department staff deserve to receive a raise when we have our evalustion. To place a freeze on our raises is not fair to us as we come in everyday and work hard to keep the department operationing on a daily bases and it makes it hard to make ends meet when the price of everything continues to rise and you don't recieve the pay to equal what you have going out each month.I have missed 3 raises since being employeed with the department and feel as though I continue to work hard and do not gain anything from it.

12-I am satisfied with my job. However, our pay is low for the extended duties we perform including serving warrants, repairing computer problems, cleaning offices, etc.

14-My only concern is that some co-workers don't do their job

16-i am very satisfied.

13-I am satisfied with my job overall,It would have been nice if the scanner that was no longer working could have been fixed or replaced, it certainly could make my job more fast,efficient and less painful for my neck!

15-Unsupportive supervisors, My supervisor does not know my job or her own job, so why does she evaluate me on my job? Some supervisors make their own work schedule and do not follow state guidelines on work hours. They take extra time at break and lunch and come and go when they please because they are "supervisors." High ranked Troopers get NEW cars all the time, but DPS does not have money to buy good computers or supplies. I wont go into anymore of my issues with DPS because I do not feel like my opinion matters.

17-Preferential treatment.18-The issuance system and the need to hyphenate or combine last names due to programming commands causes a lot of headache when processing foreign nationals. Change in the program would help.

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19-Examiners see arresting officers promoted with no driver license experience, and little assistance is provided by the arresting officers. Examiners feel they are just in driver license to make their life miserable.20-Not being able to move up after being with the state almost 10 years. Getting tired of people moving up from who you know. When is should be how well you do your job.21-I am mostly satisfied with my job but I need my pay raise to keep my standard of living.

23-TO MANY SUPERVISORS AND NOT ENOUGH EXAMINERS WHO DO THE REAL WORK...24-Too many executive sessions where supervisors are in meetings and not available when needed

22-No promotion and no salary increase. I only got a 2step raise when I was promoted to an Examiner II and have not gotten any increase since.

25-I'm satisfied;but, conditions and training could always be better.26-I am very very satisfied27-driver license examiners receive no respect they are at the bottom of the total pole and are rearly ever noticed. We are one of the first state representatives that new residents to this state encounters remember first impression is a good thing28-I DIDN'T SAY IM' NOT SATISFIED WITH ANYTHING.I FEEL EVERY OFFICE NEEDS TO HEAR THEIR EMPLOYEES VOICE THEIR CONCERNS.29-Uniforms30-I'm satisfied!!!!!!!! Things could be improved in any work place but, things are O.K. here!31-I am not dissatified. I am thankful to have a good job with good benefits.32-***33-I am happy and satisfied with my job34-LOVE MY JOB/NO COMPLAINTS35-I am satisfied.36-n/a37-we need room for advancement in examining

40-I would like to see more supervisory involvement in the work that i do as far as them learning more about my position.

38-security is nil in outlying offices, equipment is shabby and outdated, all offices need to be following the same procedures and guidelines because it varies from District to District39-Overall I am extremely proud to have the job I do. We can always improve. For the most part, the greatest need is for more personnel, equipment, better pay for the Examiners and advancement opportunities for thoes examiners. This would address retention concerns and provide for more efficient customer service to the public.

43-No step raises in 15 yrs, No promotion opportunites, No career path, No respect for non-arresting personell44-The Dl Supervisor need more training on how to treat the Examiner's.

41-We have lots of supervisors, who do not know your job, but have lots of input on what you should be doing. They should have to watch us process someone, open in the morning, and close in the evening. If they are supervisors, at least one, should know what I do.42-I do not like the way supervision is handled. You have to follow a chain of command and it seems that the supervisors are always right when an employee trys to address issues they may have.

45-I am satisfied but it would help employee morale to think about some of the things suggested.

47-We need adequate staffing and pay raises for personnel.

46-My salary is my only dissatisfaction. However, I hope that when the economy turns around, that the salary survey that was completed for examiners, will finally increase our salary. I would like more advancement opportunities.

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48-I AM SATISFIED THAT I EVEN HAVE A JOB DURING THIS HARD ECONOMIC TIME; HOWEVER, ADDITIONAL JOB DUTIES AND THE STRESS OF DEALING WITH THE PUBLIC AND LONG LINES HAS MADE IT REALLY NECESSARY TO INCREASE OUR PAY SCALE VERY SOON AND GIVE BACK OUR ANNUAL RAISES. WHILE APPRECIATION SPOKEN FROM SUPERVISORS IS NICE, NO MONETARY INCREASES FOR YEARS AT A TIME MAKES MORALE VERY LOW.49-Need additional examiners and do not have a custodian to keep office or bathrooms clean or cut grass/maintenance50-I love my job but the promotion process leaves a lot to be desired.

52-I love the job, I just hate the way supervisors talk to you and treat you.

51-I like my job but I feel that improvements could be made to many offices. Our office runs pretty smoothly but I feel that we have a bad reputation to the public and a lot of that is because of some examiners and supervisors lack of customer service skills. We have all been through the training but many employees are still not implementing what they learned in these classes. Another reason customers get upset (in our office) is because they are directed to the wrong department and it takes forever to get in touch with who they want to speak with. If we had an automated system to direct them to the correct dept. it would be very helpful. Another thing I feel strongly about is that we haven't gotten a raise in a long time and none of the examiners in our office have been promoted (even though we don't have an examiner II and have been needing one for several years) however, we have a Sergeant, a Lieutenant and a Corporal. It seems that many of the troopers are being promoted to these positions, even though our office needs the Examiner II position to be filled much more than we need another supervisor. Whenever we inquire about this, we are told that since we hav

53-Poor supervison54-Mainly that seniority means nothing and no matter how much you do you are not rewarded in any way. Also that supervisor's show favortisim to certain employees.

55-Supervisors are allowed to play favorites and new employees are treated with more respect than those who have put in years of hard work and dedication. Seniority means nothing and should mean everything. We should be given more opportunities to advance in pay FAIRLY.56-Satisfied with the job itself. Not satisfied that we were approved for pay upgrade based on our incresed job tasks and told there was no money to provide this. Even though a State Personnel Salary Survey shows that we are grossly under-paid. Especially first-line D L Examiner II positions. Also not satisfied with higher supervision in some cases. Examiner shortage is another concern. Would like to see UNIFORMITY in procedure among ALL D L Offices.57-I do not get PROFESSIONAL TRAINING from my immediate supervisor on doing employee appraisals. It shows on my appraisal that I need to work on employee appraisals. My supervisor does not show me how to correct the mistakes while doing a employee appraisal. I have asked for help so many times and I still am not getting help. I have even purchased books and still my supervisor does not like what I write. Also Montgomery changes the way appraisals are done all the time. We never know what they want. I would most appreciate for both of these problems to be resloved. I would like to have a 3 or 4 on my appraisal for doing employee apprasials.58-examiners have no where to go in there job / job is a dead end / more examiners less troopers/ troopers get all the pay and great retirement and examiners get all the work load/ everything goes to the troopers / examiners have no one to represent them in montgomery for pay and retirement/ troopers represent us and they are only represent the wants of the troopers not the examiners59-Main unsatisfaction is working in a 2 man office and one man is always sent to another office for whatever reasons/ leaving one to cover a very very busy office.60-Positions unfilled leaving examiners double duty with no extra pay increase!!! More work, no pay. Security for examiners in single offices are NONE.Our offices are in bad locations with no parking and no secure way of leaving building.

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61-More consistency from one office to another

64-Conditions of this office building.

63-I am satisfied with my job just not with not receiving some type of incentive with my performance appraisal, such as a day off or half day off with pay or gift certificate, etc. I have been at top pay for years and do not receive a raise at performance appraisal time.

62-We need more examiners . The public does not care if you are working hard they just want what they want in a timely fashion. You cant do it without people.

65-we need more examiners, more cross training in all areas, opportunities for promotions on the examiner level.

67-No pay raise.68-Very much under paid for the technical job we do. Rude supervisors that will not put stuff in writing and forget they told you to do it.

66-I'm not satified with my janitor cleaning habits or the computers that we have. They run slow, stall for a few seconds, or freeze up too often. Lastly, I'm unsatified with freeze on our raises. It's hard to get out of debt without a raise.

69-Overall, I am a satisfied DPS employee.70-supervisor need to learn tact

72-The lack of communication, being one of the lowest paid with one of the most important jobs in relation to security and protection of the issuance of legal documrnts.

71-No fairness in the promotional exams with this department. The majors and colonels have to much control over who is promoted and ranked on the lists.

75-Some supervisors in our office have poor management skills.

74-The stress of this job can be physically and mentally draining and when we are as shorthanded as our office it is magnified. Also coworkers do not get along with each other and this causes unnecessary problems in the workplace. Things would be smoother if everyone cooperated and could get along together. The Trooper's and Officer supervisor's are more concerned with getting on the floor and actually helping with processing and helping when we are short handed that the DL Examiner Supervisor's. They have to be made to help processing and waiting on customer's. When we are working as hard as we do sometimes, it just seems like that would be the thing to do.

76-I enjoy my job. However, when we don't have the workers to meet the expectations of the public, this job is stressful, tiring, depressing. I understand that the economy affects our staffing. However, decisions made by this department (ex promotions of high paying management

73-We should be able to stop processing at a reasonable time to allow us to close down at the end of the day. I would like to be able to bring a drink to my desk.

82-I am satisfied in my position.

77-Because we are over worked and under paid. Everyday something else is add to us. We need bigger offices,more people and cars.78-I am satisfied with my job. I am grateful with the economy the way it is that I have a job. I do wish there was not a freeze on the raises.79-working area need to be larger. need an examiner II to make our office run easlier.80-no recognition,promotional opportunities are poor.81-need more examiners in the field and district offices / not supervisors or troopers/ we are in great need of more laborers examiners please help us!!!!!!!!

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Top number is the count of respondents selecting the option. Bottom % is percent of the total respondents selecting the option.

Extremely Satisfied

Somewhat Satisfied

Neutral Somewhat Dissatisfied

Extremely Dissatisfied

74 22 32 18 549% 15% 21% 12% 3%

63 24 30 19 1542% 16% 20% 13% 10%

74 21 23 21 1249% 14% 15% 14% 8%

59 31 34 11 1639% 21% 23% 7% 11%

47 20 36 15 3331% 13% 24% 10% 22%

16. Please rate your overall satisfaction with your immediate boss/supervisor.

Your overall relationship with your boss/supervisor

Your boss/supervisor's management capabilities

Communication with your boss/supervisor

Recognition received from your boss/supervisor

Your boss/supervisor's active involvement in your career development

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Top number is the count of respondents selecting the option. Bottom % is percent of the total respondents selecting the option.

Strongly Agree

Somewhat Agree

Neutral Somewhat Disagree

Strongly Disagree

66 33 31 11 1044% 22% 21% 7% 7%

76 17 28 22 850% 11% 19% 15% 5%

74 34 23 11 949% 23% 15% 7% 6%

75 27 31 13 550% 18% 21% 9% 3%

55 18 39 13 2636% 12% 26% 9% 17%

63 29 40 11 842% 19% 26% 7% 5%

Extremely well 64 42%Very well 36 24%Sometimes does, sometimes doesn't 34 23%Not very well 12 8%Doesn't abide by company's ethics at all 5 3%

151 100%

My boss/supervisor makes sure I have sufficient training

18. How well do you believe your boss/supervisor lives up to the company's standard code of ethics?

17. Tell us how well the following statements apply to your immediate boss/supervisor.

My boss/supervisor is knowledgeable about my work

My boss/supervisor takes time to listen to me

My boss/supervisor gives me fair reviews

My boss/supervisor has reasonable expectations of my work

My boss/supervisor is willing to promote me

Total

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Top number is the count of respondents selecting the option. Bottom % is percent of the total respondents selecting the option.

Extremely Satisfied

Somewhat Satisfied

Neutral Somewhat Dissatisfied

Extremely Dissatisfied

11 41 20 35 447% 27% 13% 23% 29%59 51 20 14 7

39% 34% 13% 9% 5%4 6 33 31 77

3% 4% 22% 21% 51%11 21 44 25 50

7% 14% 29% 17% 33%27 26 66 9 23

18% 17% 44% 6% 15%35 37 58 8 13

23% 25% 38% 5% 9%19 43 45 25 19

13% 28% 30% 17% 13%32 37 49 21 12

21% 25% 32% 14% 8%27 42 52 16 14

18% 28% 34% 11% 9%16 19 30 33 53

11% 13% 20% 22% 35%51 61 29 7 3

34% 40% 19% 5% 2%19 35 43 27 27

13% 23% 28% 18% 18%25 44 44 18 20

17% 29% 29% 12% 13%20 40 59 25 7

13% 26% 39% 17% 5%18 33 61 20 19

12% 22% 40% 13% 13%26 29 57 25 14

17% 19% 38% 17% 9%62 55 26 6 2

41% 36% 17% 4% 1%65 69 14 1 2

43% 46% 9% 1% 1%89 46 15 1 0

59% 30% 10% 1% 0%

Frequency and amount of bonuses

Connection between pay and performance

Security and administration of your 401(k)/stock

Options/pension plans

19. Please rate your level of satisfaction with the following

Salary

Benefits

Workload

Flexibility of work hours

Your relationship with your peers

Your relationship with customers/ clients/end users

Physical working environment

Opportunity for advancement

Your understanding of the business mission

Job security

Ability to influence decisions that affect you

Ability to influence day-to-day company success

Opportunity to use new technologies

Opportunity to work on interesting projects

Access to company sponsored training and seminars

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Appendix D Driver License Customer Exit Survey

 

 

Driver License Customer Exit Survey

1. What service(s) did you receive today?

Class D Knowledge Test (Learner’s Permit) CDL Knowledge Test Class D Road Test CDL Road Test

2. Were you aware that road test could be scheduled via the internet?

Yes No

3. If you had been aware of the internet scheduling option, would you have utilized it?

Yes No

4. With regard to Customer Service, how were you treated?

Poorly Good Fair Excellent Neutral

How long were you here? Less than 30 mins. 2 hrs. – 3 hrs. 30 mins – 1 hr. 3 hrs. – 4 hrs. 1 hr. – 2 hrs. Greater than 4 hrs.

5. What would you change about today’s experience? 6. Do you have any additional comments/suggestions that may be beneficial?

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Appendix E Mobile Unit Information 

 

ALABAMA DEPARTMENT OF TRANSPORTATION 2009/2010 STATE CONTRACT VEHICLE PRICES

VEHICLE TYPE

CONTRACT STATUS

CONTRACT NUMBER

BASE PRICE

VENDOR/MANUFACTURER

MnV

Expired

4010036

$33,759

NATIONAL BUS/GOSHEN

SV

Expired

4007962

$33,344

NATIONAL BUS/GOSHEN

CV

Active

4010896 (T897)

$41,051(Gas) $47,373(Diesel)

NATIONAL BUS/GOSHEN

SV 13 PASSENGER (Raised Roof)

Active

4010799

(T898)

$36,115(Gas) $43,298(Diesel) $38,789(G)(HapOS/2B) $45,974(D)(HapOS/2B)

NATIONAL BUS/BRAUN “ “ “ “ “ “ “ “ “

MV

Active

4010860 (T899)

4010861

$42,428(Gas) $48,774(Diesel) $44,827(G-Hap1) $45,005(G-Hap2) $52,671(D-Hap3) $49,280(G-ADA-Hap2) $55,626(D-ADA-Hap2) $50,919(D-Hap2) $45,673(G-Hap3 Option-Flat Floor)

TRANSPORTATION SOUTH,

INC. STARCRAFT STARLITE NATIONAL BUS/GOSHEN “ “ “

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CCB (METAL BODY) 25 PASSENGER (3rd yr) 25 PASSENGER (3rd yr)

21 PASSENGER (3rd yr) 17 PASSENGER (3rd yr)

Active

4009048 (T903)

4009048

4009048

$51,778(Gas) $54,547(Hap/OS-1B) $55,175(Hap/OS-2B) $60,175(ADA/OS-2B) $57,571(Hap/OS-SP) $65,813(Diesel) $68,908(Hap/OS-1B) $69,237(Hap/OS-2B) $74,067(ADA/OS-2B) $72,134(Hap/OS-SP) $50,701(Gas) $53,670(Hap/OS-1B) $53,998(Hap/OS-2B) $59,028(ADA/OS-2B) $57,348(Hap/OS-SP) $48,669(Gas) $52,316(Hap/OS-1B) $53,144(Hap/OS-2B) $57,974(ADA/OS-2B) $55,639(Hap/OS-SP)

NATIONAL BUS/GOSHEN NATIONAL BUS/GOSHEN NATIONAL BUS/GOSHEN

NATIONAL BUS/GOSHEN “ “ “ NATIONAL BUS/GOSHEN “ “ “ “ “ “ “ “ “ “ “ “ NATIONAL BUS/GOSHEN “ “ “ “ “ “ “ “ “ “ “ “ NATIONAL BUS/GOSHEN “ “ “ “ “ “ “ “ “ “ “ “

CCB/HD (HEAVY-DUTY) 30 PASSENGER

Expired

4007961

$68,419

NATIONAL BUS/GOSHEN

NOTE: MnV = Minivan (17’): 6 PASS.

SV = STANDARD VAN (17’): 15 PASS. CV = COMMUTER VAN (21’): 15 PASS.

MV = MODIFIED VAN (21’): 15 PASS. CCB = CUTAWAY CHASSIS BUS (26’):17 – 25 PASS. CCB/HD=CUTAWAY CHASSIS-HEAVY DUTY BUS (31’): 30 PASS. NUMBERS = DESIGNED SEATING CAPACITY CHASSIS NOT AVAILABLE

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Examples of Mobile Units

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Appendix F IVR Information

Interactive Voice Response (IVR) is a technology that allows a computer to detect voice and dual-tone multi-frequency signaling (DTMF) keypad inputs. IVR technology is used extensively in telecommunication, but is also being introduced into automobile systems for hands-free operation. Current deployment in automobiles revolves around satellite navigation, audio and mobile phone systems. In telecommunications, IVR allows customers to access a company’s database via a telephone keypad or by speech recognition, after which they can service their own inquiries by following the instructions. IVR systems can respond with pre-recorded or dynamically generated audio to further direct users on how to proceed. IVR systems can be used to control almost any function where the interface can be broken down into a series of simple menu choices. In telecommunications applications, such as customer support lines, IVR systems generally scale well to handle large call volumes.

It has become common in industries that have recently entered the telecommunications industry to refer to an Automated Attendant as an IVR. The terms Automated Attendant and IVR are distinct and mean different things to traditional telecommunications professionals, whereas emerging telephony and VoIP professionals often use the term IVR as a catch-all to signify any kind of telephony menu, even a basic automated attendant. The term VRU, for Voice Response Unit, is sometimes used as well.[1]

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Database Systems Corp.  1118 East Missouri Avenue Phoenix, AZ 85014 Call Center Technology 602‐265‐5968 

Call‐Center‐Tech.com 

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Chapter 1 IVR Software Interactive Voice Response Systems

1.1.1 Interactive Voice Response Solutions

Database Systems Corp. is a leading provider of call center technology including IVR phone systems and auto dialer software.   DSC provides (IVRS) Interactive Voice Response systems including our wizard IVR development tool for creating phone answering applications. This wizard guides you through each step when defining your custom interactive voice response 

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applications. Informational phone applications can be developed quickly. Simply record your phone prompts and fill in the blanks. Phone surveys can be put together in a logical and simple For more complex IVR applications, DSC provides a complete IVR Software Development Toolkit that allows programmers to create complex IVR applications from LINUX, Unix or Windows servers that control the IVR phone system. This "Open" approach to 

 fashion.  

interactive voice response (IVR) development provides maximum flexibility when creating phone applications.   Contact Database today to learn more about our Interactive Voice Response Systems.  

1.1.2 Let Our Wizard Be Your Guide

The IVR Wizard guides you through a step by step process to develop your interactive voice response application. You tell the wizard what you wish the phone system to do whenever a caller presses any key or set of keys. Callers can be prompted for surveys, responding to each question by pressing a key (or keys) on a touch phone. Call responses can be recorded and saved. The caller can be transferred to another phone system or to a group of operators standing by. By simply filling in information collected by our Wizard, your phone system application can be developed quickly and tested in an orderly and logical fashion.  

1.1.3 Define Phone Key Responses

By simply filling in the blanks, you can create IVR phone applications is just minutes. Call routing for simple scripts and surveys can now becreated and maintained in a simple and visual manner.   Maintaining existing 

 

Interactive Voice Response applications now can be managed by clerical and administrative staff, rather than by your telecommunications or phone system consultants and programmers.   Our Interactive Voice Response Solution creates a simple, portable script that can be transferred to any WIZARD or PACER IVR system. Thus your IVR software investment is not lost as your organization grows from a small analog IVR phone system to the larger digital 

PACER series. Flexibility and growth ‐ keys to business success.  

1.1.4 Interactive Voice Response Development

Our IVR software provides the developer with a complete visual approach to defining phone applications. Developers see the application from a project perspective, viewing the 

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high level objects and components as they are defined and created. A logical step by step approach can be employed allowing the developer to see the entire project visually on one screen.   Each object in the IVR application can then be selected and further defined. Object properties can be named and modified. Development in this manner provides a structured and self documenting process.   Interactive voice response technology is provided by Database Systems Corp. for both phone systems as well as outsourced IVR services.  

1.1.5 IVR Software Features

The following are just a few of the DSC interactive voice response software features:  

IVR Software Reports  

• IVR Client/Server Architecture  • Digital T1 800 Number Support  • Analog Phone Line Support  • Linux, Unix, and Windows API libraries  • DNIS Controlled  • Multiple Concurrent IVR Scripts  • IVR Play Message and Prompt  • Interactive Voice Response Phone Key Input  • Play Music On Hold  • Call Outside Line and Transfer IVR Call  • Call Outside Line and Prompt for Input  • Connect Caller to Outside party  • Record IVR Caller Message and Store  • User Navigation and Selection  • IVR Voice Mail  • Route Caller to Selected IVR Agent Groups  • C or C++ IVR library  • IVR EZTRAN Flow Control  • Database Access and Update  • IVR Text To Speech Software (TTS)  • Mix IVR Messages and Text  • IVR Response Logging and Reports  

1.1.6 Interactive Voice Response Systems

Contact Database to learn more about our IVR Software and interactive voice response systems. 

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In telephony, an automated attendant (also auto attendant or auto-attendant, or sometimes autoattendant or AA) allows callers to be automatically transferred to an extension without the intervention of an operator (typically a receptionist). Many AAs will also offer a simple menu

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system ("for sales, press 1, for service, press 2, etc.). An auto attendant may also allow a caller to reach a live operator by dialing a number, for example '0'.

1.2 [edit] Feature Description 

On a purely technical level it could be argued that an automated attendant is a very simple kind of IVR, however in the telecom industry the terms IVR and Auto Attendant are generally considered distinct. An Automated Attendant serves a very specific purpose (replace live operator and route calls), whereas an IVR can perform all sorts of functions (telephone banking, account inquiries, etc).

An AA will often include a directory which will allow a caller to dial by name in order to find user on a system. There is no standard format to these directories, and they can use combinations of first name, last name, or both.

The following lists common routing steps that are components of an automated attendant (any other routing steps would probably be more suitable to an IVR):

• Transfer to Extension  • Transfer to Voicemail  • Play Message (i.e. "our address is ...")  • Go To a Sub Menu  • Repeat Choices  

In addition, an Automated Attendant would be expected to have values for the following

• '0' ‐ where to go when the caller dials '0'  • Timeout ‐ what to do if the caller does nothing (usually go to the same place as '0')  • Default mailbox ‐ where to send calls if '0' is not answered (or is not pointing to a live person)  

1.3 [edit] Time­based routing 

Many auto attendants will have options to allow for time of day routing, as well as weekend and holiday routing. The specifics of these features will depend entirely on the particular automated attendant, but typically there would be a normal greeting and routing steps that would take place during normal business hours, and a different greeting and routing for non-business hours.

1.4 [edit] See also 

• IVR  • Line hunting  • Call Whisper  

Retrieved from "http://en.wikipedia.org/wiki/Automated_attendant"  

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