DMV’s Service Transformation Program

AASHTO Auditor’s ConferenceTom McClellan, DMV Administrator and Dawn Farr, Interim STP Lead

Oregon Department of Transportation, Driver and Motor Vehicle Services DivisionJuly 22, 2015

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Presentation Overview

Auditor’s Points of Interest Business Case Goals of Service Transformation Approach to Transformation Challenges Ahead Audit Considerations Questions

DMV’s Service Transformation Program

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Auditor’s Points of Interest

• Goals and Metrics• Internal Controls• Transparency• Documentation• Risk Mitigation• Leadership• Collaboration with Internal

Audit Team

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Business Case for Transformation – VideoDMV’s current business processes

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Key Drivers of Change Business systems

difficult to use Limited online services Error prone, paper-

centric business processes

Inadequate financial and fee reconciliation tools

Antiquated document management

Expensive to adapt to legislative changes

DMV’s Business CaseNot a matter of if, rather when

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DMV System Limits Enterprise-wide ImprovementsSTP benefits more than just DMV customers

Record Purchasers

Oregon Courts

ODOJ

Law Enforcement

SOSElections

Insurance Providers

Financial Institutions

DEQ

State and Federal

Government

Car Dealers

DMV

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Limited & Inflexible Functionality

Opportunity to reinvent DMV

Technology is an Enabler of Business Transformation

From To

Multiple & Adaptable Functionality

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DMV of the FutureWhat our customers might experience

FROM TOMore services online

Real-time automated systems

Adaptable systems

Real-time records access

Enabling business partner innovation

Culture of continuous improvement

Waiting in-line

Paper-centric, error prone transactions

Inflexible systems

Limited, manual records access

Constraining our business partners

Limited ability to continuously improve

• Improved customer services• More efficient business

processes• Increased flexibility• Enhanced fraud protection,

business security and controls• Real time access to data

information

Service Transformation Program Benefits

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Efficiencies example: Vehicle Title and RegistrationToday’s business process

No Yes

Customer does not respondNo Yes

Customer responds

No Yes No

Transaction rec'd @ Field Office

Requirementsmet?

Title issuedin error

Transaction rec'd @ Headquarters

Transactionprep'd for entry

Address verified& updated

Data entry completed

Titleproduced

Memoproduced

Transactionpaired w/ memo

Letter writtento customer

Transactionprep'd for entry

Transaction reviewed

Contact needed?

Requirementsmet?

Data entry completed

Requirementsmet?

Memoproduced

Transactionpaired w/ memo

Titleproduced

Corrected title produced

Title mailed to happy customer

Transaction archived or returned

Titleproofread

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Vehicle Title and Registration Vision for the future – Phase I

Electronic Application

Data Verified Electronically

ElectronicRequirements

Check

Immediate Correction

Title Ordered

Title Accurate

Fix

Ok

Paper Title Mailed Out

Approach to Service TransformationPhased deployment across key business areas

Readiness Planning

Data management, imaging, point of sale, website (DMV2U) and other interconnected systems

Vehicle Title and Registration

Driver Licensing

Records

Biennia: 2015-17 2017-19 2019-21 2021-23 2023-25

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Key Deliverables: Complete readiness

planning activities Procure Vehicle Title and

Registration system Launch online transaction

center—DMV2U Procure Point of Sale and

Dealer Systems

Approach to Service Transformation2015-2017 approved budget, $30.4 million

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Approach to Service Transformation

Technology enabled business transformation

Rigorous project management

Communications and Transparency

Effective Governance

STP pillars of transformation

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Technology Enabled Business TransformationEnsure business and technology are aligned

Establish Vision for DMV of the Future

Document Current/Future Business Processes

Prepare Leaders Define Future Staffing Plan Develop Organizational Change

Management Plan

Benchmark against others Follow best practices Use third party quality assurance Manage contracts/vendors Transparent reporting on risk,

schedule and budget Control scope Develop organizational change

management plan

Rigorous Project ManagementBe Disciplined, Follow Proven Practices and Standards

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Communications and TransparencyBe persistent and consistent

Goals: Awareness Building Program Support Feedback Educate

Target Groups: Policymakers Stakeholders Customers Employees

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Effective GovernanceCommit to transparency and accountability

ODOT Executive Steering Committee

DMV Management TeamWeekly Meetings

User Council Ad Hoc Meetings

Oregon Transportation CommissionODOT Director

DMV AdministratorLegislative Work

Group

State CIO, LFO and Independent QA

DMV Office of Transformation

Manager

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Challenges Ahead

Coordination Participation Pace Focus Constraints

Identifying risk

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Challenges Ahead

Learn from others Use proven tools and processes Establish an empowered STP

leadership team Define clear lines of authority

and accountability Recover from missteps Hire the right experts

Mitigating risk

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Recap of Audit Considerations

Goals and Metrics

Internal Controls

Transparency

Documentation

Risk Identification Mitigation

Leadership

Collaboration with Internal Audit Team

Goals defined, metrics under development

Governance, Stage Gate, adherence to P.M. best practices and existing policies

Governance, Communications Plan

Planning docs., Project Management Plan, QA reports

Project QA vendor, program advisor

Governance, leadership development

Inclusion in ODOT Internal Audit Plan

STP Approach

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DMV Service Transformation Program

Questions?

Tom McClellanDMV AdministratorThomas.L.MCCLELLAN@odot.state.or.us503-945-5100

Dawn FarrInterim STP LeadDawn.E.Farr@odot.state.or.us503-945-5353