In an effort to drive a market-oriented and customer-focused business model for the state’s motor vehicle regulatory activities, the legislature removed a stand-alone Department of Motor Vehicles (DMV) independent of the Department of Transportation. In pursuit of the legislature’s intent, the newly appointed chairman of the Motor Vehicle Board directed the engagement of an independent management consulting organization to conduct an objective assessment of the DMV organizational culture and operations and to make recommendations for creating a “retail-oriented” business model, as contrasted with the traditionally rigid and bureaucratic approach that previously characterized this state function.
Baker Tilly solution
A multi-disciplinary team was assembled to conduct the organizational assessment. The scope of the analysis included:
- A detailed assessment of the agency’s legacy organizational structure and business processes
- Extensive research on best practices for motor vehicle regulatory service delivery, including the facilitation of a panel workshop of national industry innovators and the DMV’s management
- Assessment and documentation of the current state organizational structure and the definition of the desired future state culture
- Extensive engagement and involvement of the various stakeholders in the success of the new DMV, including representatives of the motor carrier industry, new and used car dealers and county clerks
- Development and review of multiple deliverable documents including an industry landscape report of current and emerging best practices, a preliminary assessment report of key observations and tentative improvement concepts, draft and final reports of findings and recommendations and a comprehensive presentation of results to DMV management and the board
The project team identified a range of improvement opportunities to transform the culture of DMV. These opportunities and recommendations covered seven topical areas, using a widely known organizational analysis framework, including strategy, systems, structure, staffing, skills and shared values. Among the most significant of the team’s recommendations were:
- Create a board-level office of Strategic Planning and Policy Analysis
- Ensure executive ownership and accountability for strategic results
- Create and staff a DMV Program Management Office to manage a large portfolio of structural, process and technology initiatives integral to the successful transformation
- Provide “accelerators” to drive the process and systems transformation effort on an aggressive time frame
- Reorganization of the organizational structure to reduce the executive director’s span of control and to create a “C level” structure to provide overall leadership and direction to the new agency
- Create an account-management organizational model to strengthen the relationship between the agency and its key customer groups
- Commit to a long-term program of managed cultural change
The report provided a road map for the board of directors and newly appointed agency leaders to successfully transition to its new, independent and responsive status.
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