dmv’s service transformation program aashto auditor’s conference tom mcclellan, dmv...
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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
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• 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
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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
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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 [email protected]
Dawn FarrInterim STP [email protected]