State of Arizona Project S.L.I.M. report on the Department of Transportation

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STATE OF ARIZONA
PROJECT S. LI. M. REPORT ON THE
DEPAR~ ENT m TRANSPORTATION
Jajy 2, 1992
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DEPARTMENT OF lRANSPORTATION
MOTOR VEHa. E DIVISION
PROJECT SUM
TABLE OF CONTENTS
EXECl1IlVE SlJI.~. RY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
RECOMMENDATIONS
Driver License Application and Issuance . . . . . . . . • . . . . . . . . . . . • . . . . . . . . . . . . . . . . . . . . . . . 26
Vehicle Title Application and Issuance 44
Fuel Manifests . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Reel BOling and Renewal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Streamlining Motor Carrier Reporting 88
Ledger ReconcUiation 101
Bankllnk Rfj, concUiatlon 108
Ehrenburg Port of Entry Banking 110
DPS Transport of Funds 113
Generic Cash Processing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 115
Unpostecl Batch Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
Centralizing Title and Registration Bank Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 135
Vehicle Registration Renewal Process 141
Driver License Renewal by MaD 154
Title and Registration and Driver Ucense Field Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 160
Driver Ucense Cash Receipts , 179
Title and Registration Cash Receipts 184
Port of Entry Cash Handling 188
Motor Carrier Revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 193
DEPARTMENT OF TRANSPORTATION
MOTOR VEHIQ. E DIVISION
PROJECT SUM
TABLE OF CONTENTS
( ContInued)
RECOMMENDATIONS
Non- Cost Effective Ports of Entry . • . . . . . . . . . . . . . . . . . . . . . . . . . . • . . . . . . . . . . . . . . . . . .. 195
Weight Enforcement ..................•...........•.......................... 198
Safety Enforcement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 200
Central Permitting Unit 203
Port of Entry Consolidation of Resources .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 213
Audit Revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219
cargo Tanker 222
Records Requests and Retrieval 231
Management of the MVD FacUlties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 239
Title and Registration Enforcement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 243
Alignment of Administrative Missions 249
The MVD Reorganization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 254
Special Support Reorganization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 261
Vehicle Title and Registration In the State of ArIzona . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 273
APPENDIX
ole II: T & R Transaction Processing ( Based on 1991 Stats) Appendix A
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DEPARTMENT OF TRANSPORTAllON
MOTOR VEHIQ. E DIVISION
PRO. ECTSUM
TABLE OF CONTENTS
( ContInued)
EXHIBITS
Executive Summary
1 Interview list 10
2 ADOT Summary of Savings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . • . . . . . . . . . . . . . 15
3 Present Organization Chart, Motor Vehicle Division 16
4 MVO Present FTE by Function. .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
5 Proposed Organization Chart, Motor Vehicle Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
6 MVO Proposed FTE by Function. . . . . . . . .. 19
7 Summary of Position Changes . . .. 20
8 Present and Proposed Span of Control. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 22
9 Present and Proposed layering . . . . . . .• ........•....•.................... 23
10 MVO Implementation Schedule ( preliminary) . . . . .. .............•............. 24
Driver Ucense AQR! lcatlon and Issuance
11 Current Driver Ucense Application Process 32
12 Proposed Driver Ucense Application Process 37
13 Turnaround- Time Goals for Revised DL Process 42
14 Annualized Savings from Revised Driver Ucense Process 43
Vehicle Title APplication and Issuance
15 Current Process for Obtaining or Transferring an
ArIzona Vehicle Title 51
16 Revised Process for Obtaining or Transferring an
ArIzona Vehicle TItle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
17 Summary of Cost Savings and Benefits for Title
and Registration . . . . . . . . . . . . . • . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Fleet Billing and Renewal
18 Permanent Fleets Annual Biling Process - Current . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
19 Allocated Fleets Annual Renewal - Current . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
20 Permanent Fleet Renewal Process • Current va Proposed . . . . . . . . . . . . . . . . . . . . . . . . . 79
21 Allocated Fleet Annual Renewal Process - Current va Proposed 80
22 Rental Car Fleet Annual Renewal Process - Current va Proposed 81
23 Fleet Annual BIUng and Renewal . . . . . . . . . . . . . . . . . . . . . . . . . • . . . . . . . . . . . . . . . . . 82
24 Rental Car Fleet Renewal Costs • extrapolation 83
25 Permanent Fleets Annual Biling Process - Proposed ....•.•••..•..•..••......... 84
26 Allocated Fleets Annual Renewal • Proposed . • . . . . . . . . . . . . . . . . . . . 85
27 Fleet Processing Modifications - Industry Savings 87
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DEPARTMENT OF TRANSPORTAllON
MOTOR VEHlQ. E DIVISION
PROJECT SUM
TABLE OF CONTENTS
( ContInued)
EXHIBITS
Streamlining Motor carrier Reporting
28 Cash Handling - Receipt Processing 93
29 Current and Proposed StaffIng - Motor carrier Processing .........•......•... 97
30 Interest Lost Due to Motor C8rr1er Processing Backlog . . . . . . . . . . . . . . . . . . . . . . . 98
31 Lock Box - Cash Handling Process .........................•........... 99
Ledger ReconcUiatlon
32 TARGATS Maintenance . . • . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 105
33 Cost of Employee Time Due to Ledger ReconcUiation Problem . . . . . . . . . . . . . . .. 107
Ehrenberg Port of Entry Banking
34 Ehrenberg Interest Lost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 112
Generic Cash Processing
35 cash Handling - Generic Non- Bankllnk 118
36 Generic Cash Handling - Streamlined 122
37 Receipt Control Breakdown of Generic Processing Functions . . . . . . . . . . . . . . . .. 124
Unposted Batch Report
38 Unposted Batch Report - 1987 Entries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 132
39 Unposted Batch Report - Analysis by Selected categories 133
40 Unposted Batch Report - Recommendation Benefits . . . . . . . . . . . . . . . . . . . . . . .. 134
Centralizing Title and Registration Bank Accounts
41 T& 6 Cash Handling ActIvtties 138
42 CentraJ T& R Refund Process ...•..............•...................... 139
43 Central T& R NSF Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 140
Vehicle Registration Re! 19' N8l Process
44 Renewal by Man Comments 148
45 Proposed Central StaffIng . . . . . . . . . . . . . . . . . . . . . . . . . . .. 150
46 Renew by Mag - savings Summary ....................•..........•.... 151
47 Title and Registration FTE by Function ............•......•..•........... 152
Driver Ucense Renewal by Mall
48 Driver LIcense Renewal Processing Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 159
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DEPARTMENT OF TRANSPORTAllON
MOTOR VEHIClE DIVISION
PROJECT SUM
TABLE OF CONTENTS
( Continued)
EXHIBITS
Title and Registration and Driver LIcense Field Operations
49 TItle and Registration Present .......•................................ 165
50 Driver LJcense Present ..........•....•.....•........•............... 166
, 51 Driver LJcense and Title and Registration Proposed ...•..•................. 167
52 Supervisorial and Managerlal Regions .....•............................ 168
53 Proposed and Present StaffIng ..................•.•.................. 169
54 Title & Registration and Driver LJcense Program
Implementation Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178
Driver Ucense Cash Receipts
55 Unacknowledged DaAy Driver Ucense Balances · TARGATS 182
56 Unacknowledged DaUy Driver Ucense Balances • Non- TARGATS 183
Title and Registration Cash Receipts
57 T& R Accounting FTE by Function 187
Port of Entry Cash Handling
58 Port of Entry Cash Handling Time .. . . . . . . . . . . . . • . . . . . . . . . . . . . . . . . . . . .. 190
59 Fractional FTE Savings at Ports of Entry 192
Motor Carrier Revenye
60 Port of Entry Operations · Large Ports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 194
Non= Cost Effective Ports of Entry
61 Port c: A Entry Operations · Small Ports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 197
safety Enforcement
62 Proposed Port c: A Entry System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202
Centra! Pennltting Unit
63 Centra! Permitting Supervisory ResponsibUlties • Current 206
64 Current Organizational Structure ...•...............•.•..•...... . . . . . . . 207
65 Centra! Permitting · Workload .......•...............•••.............. 208
66 Proposed Organizational Structure 209
67 Centra! Permitting - Current and Proposed StaffIng . . . . . . . . • • • . . . . . • • . . . . • . . 210
58 Central Permitting - Proposed Staff Raduet1or. s 211
69 Centra! Permitting - Proposed Reclassiflcations .....................•..... 212
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DEPNmENT OF TRANSPORTATION
MOTOR YEHa. E DIVISION
PRO. ECTSUM
TABLE OF CONTENTS
( ContInued)
EXHIBITS
Port of Entry Consolidation of Resources
70 Port eX Entry - Span eX Control 215
71 Port eX Entry Staffing Proposal ............•..........•............•...... 216
Audit Reyenue
72 MVD Audit Production 221
Cargo Tanker
73 Cargo Tanker Processing . . . . . 228
74 Cargo Tanker Program - Current and Proposed Staffing . . . . . . . . . . . . . . . . . . . . . . . . . 229
75 Industry Savings - Fee Reduction 230
Records Reguests and RetrieyaI
76 Records Retrieval - Staffing Breakdown by Organizational Unit . . . . . . . . . . . . . . . . . . . . 236
77 Records Service Section - Task Analysis eX Selected Functions 237
78 Records Service Section - Proposed Staff Reductions ............•............. 238
Title and Registration Enforcement
79 Title & Registration Enforcement. Remaining
Positions to be Moved .........................................•..... 247
80 Title & Registration Enforcement, Summary of Savings . . . . . . . . . . . . . . . . . . . . . . . . . . 248
The MVD Reorganization
81 MVD Program vs Function Orientation 258
82 MVD - Present and Proposed Spans of Control and layering . . . . . . . . . . . . . . . . . . . . . 259
83 ADOT Reorganization • FTE Saved and Established . . . . . . . . . . . • . . . . . . . . . . • . . . . . 260
Special Suoport B99rJW1l2IIt1on
84 Current Organizational Chart - Director's OffIce ...•........................... 269
85 Special Support Group · Current Organizational Structure ..............•........ 270
86 Proposed Organizational Chart · Director's OffIce 271
87 Special Support Group - Proposed Organizational Structure . . . . . . . . . . . . . . . . . . . . . . 272
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July 2, 1992
Mr. Charles E. Cowan
Director
Department of Transportation
206 South 17th Avenue, Room 100A
Phoenix, ArIzona 85007
Dear Mr. Cowan:
We have completed the Governor's Statew1cle Long term Improved Management ( SUM) review
of the Motor Vehicle Division ( MVD) and the Administrative Services DMsJon as It relates to the MVD, and
are pleased to present you with this summary of our findings and recommendations. Our analysis was
conducted from November 1991 through March 1992.
In this summary, we wUl describe the objectives and goals of the study, the approach we used
throughout our analysis, and a summary of the major changes we are recommending. We have quantified
the potential benefits which these recommendations wUl provlcle to your agency, the Industries which interact
with your agency, and the general pUblic. In addition, we will summarize the key Implementation actions
and legislative support needed to cor. vert the potential Into actual benefits. Our detaUed findings and
recommendations follow this summary.
In total, the recommendations identify approximately $ 7.3 mUlion In benefits for your agency and
an additional $ 1.2 mUlion In benefits for the related Industry members, for a total benefit to the citizens of
ArIzona of approximately $ 8.5 million.
OBJECTIVES AND GOALS
The overall objective of this study · was to evaluate the Motor Vehicle DMsJon ( MVD) and the
Administrative Services DMsion as It relates to the MVD of the ArIzona Department of Transportation ( ADOT)
using various business analysis and total quality management tools to identify changes which wUl improve
the MVD's ablity to provide services and products. Our goal was to streamline processes, eliminate rework
and unnecessary work, improve systems and procedures, - dehassle- the work place for employees and
customers. and align groups with slmOar missions so that the MVD can provide Improved service at a lower
cost. In addition, our goal was to establish organizational structures that wUl support the long term goal of
continuous improvement.
Mr. Charles E. Cowan
Department of Transportation
Page 2
We approached this study by taking an Integrated view of the organization. For each area we
reviewed. we studied the area's mission and strategic focus, the product/ service delivery process, the
process technology, methods used for using and managing Information. performance measurements, quality
and service Issues and measurements, organizational structure. and the logistics and physical assets used
by the organization to deliver products and services.
We began by reviewing the shelf data provided to us by ADOT to become famUlar with the
mission, size, structure, and responslbUltles of the major areas within the Department. We then conducted
Interviews with all levels of supervision, selecting technical and line personnel to enable us to focus on areas
which could be Improved. Where appropriate, we used Interviews to develop detaUed process flows which
enabled us to identify non- value added elements of the flows so that these elements can be eliminated.
After these Interviews, we finalized the process flows and then reviewed these flows In detail with the line
supervision level to ensure their accuracy. Exhibit 1lists the 220 individuals we contacted dUring the review.
In addition to developing process flows, we employed the following analyses:
• Quantification of cost to provide a quality service or prodUct where It appeared the cost
could be reduced
• Identification of preventive ( upstream) aetlv. tles to reduce more costly faUures further In the
process ( downstream)
• Identification of areas where root cause analysis can be used to assess the Incipient cause
of faHures
• Assessment of the organizational structure Including consideration of the following Issues:
Span of control
Managerial layering
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Mr. Chartes E. Cowan
Department of Transportation
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Alignment of missions
Distribution of responsibilities
Fragmentation of duties
Overlapping or duplicative functions
Centralization versus decentraJization.
Ourfirst step in analyzing the organization was to streamline the processes or modify procedures
or approaches to improve the performance provided by the varlous units. Once this streamlining was
completed, we reviewed the remaining units to assess their organizational placement and structure. Finally,
we butt up the organization to achieve alignment of missions, appropriate spans of control, reduced layering
to achieve organizational flexibility and empowerment at the laNer layers of the organization, and elimination
of duplicative and fragmented duties.
In order to quantify the effects of making changes, we obtained time estimates for each task from
Interviewees. In some instances we observed and measured the work activities. In addition, we used
statistics provided by the MVD interviewees to assess the numbers and types of transactions processed by
an area.
As we developed our recommendations we reviewed the proposed changes with appropriate
managerial levels to determine If we missed an Important element of the Issue which would prevent It from
being successful. In addition, we met with you on a bimonthly basis to discuss with you our findings and
recommendations as we proceecled with our study.
SUMMARY RNDINGS & RECOMMENDATIONS
Potential cost savings, Increased revenue, and improved customer service can be realized by the
MVD of ADOT by streamlining the major and some minor processes and modifying procedures and
approaches to providing services. Additional savings can be achieved by reorganizing the units to align
missions, reduce duplicative efforts, develop appropriate spans of control, and reduce layering. exhibit 2
shows the summary of savings for each of the analyses we performed.
Mr. Charles E. Cowan
Department of Transportation
Page 4
Streamlining Processes and Modifying Procedyres and Approaches
Twenty- four of the thlrty- three recommendations we have made relate to streamlining processes
and modifying the procedures and approaches to providing servlces. In addition, seven of these twenty- four
recommendations Include both cost savings and improvements In customer service either In turnaround time
or reductlon · ln their cost to obtain services. Examples of some of these recommendations wDl be described
brlefty.
The driver license application and Issuance process Involves many quality control steps and
unnecessary steps relating to record storage and retr1eval. By emphasizing error prevention at the beginning
of the process and reducing the number of quality control steps ( reducing the cost of quailiy) and by
eliminating unnecessary records related steps, we were able to estimate a savings of $ 269,600 and reduce
average turnaround time for delivering permanent driver license from 19 days down to 6 working days, a
68% reduction in cycle time.
The vehicle title application and Issuance process also Involves unnecessary quality control steps
performed In the middle and end of the process. By emphasizing error prevention at the beginning of the
process, we were able to eliminate many steps at the end of the process. As a result, we estimated a
savings of $ 437,970 and a reduction of tumaround time for delivering a title from seven to ten days to
Issuance at the counter at the time that the transaction Is completed, a 99% reduction In cycle time.
The vehicle registration renewal process Is handled throughout the State on a distributed basis.
Thus, all renewals, whether processed by maH or In person, Involve a manual process that Is performed by
clerks in the field offices. By making vehicle registration ren8IN8Is a - mal- In- process and processing all
registrations centrally, we can automate the process using optical character reader technology. The
resulting estimated savings would be $ 1,286,949.
We recommended that the Title and Registration and Driver Ucense Field OffIce functions be
combined with one management structure presiding over the operation. By combining these two functions
we recommend the creation of 13 new full- time full service offices without adding any additional FTE. In
addition, we estimate a savings of $ 713,852.
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Mr. Charles E. Cowan
Department eX Transportation
Page 5
In the commercial Motor Carrier tax payment process we recommend that monthly and quarterly
tax reporting be reduced to the remittance of estimated payments along with bar coded coupons for 11
months or three quarters a year and the filing of a tax report one time per year. This results in an estimated
savings of $ 207.359 for the MVD and estimated savings to the Motor Carrier Industry of $ 874,600.
Reorganization of Units
Currently, the MVD Is organized by program area ( see exhibit 3 for the current organizational
structure). This means that In most Instances, the Motor Carrier, Title and Registration, and Driver Ucense
Programs handle transactions and issues relating to their program. exhibit 4 shows the personnel by
function within each of these programs. This exhibit shows that both the Driver Ucense and the Title and
Registration Programs have administrative, field services, records. processing, licensing, and public service
units. In addition. the Motor Carrier Program has administrative, field services and licensing functions and
an accounting function for the Division.
This type of structure has led to dUplication of management In the field and centrally,
fragmentation of processing activities which has resulted in the duplication of automation systems centrally,
fragmentation of records storage and retrieval activities requiring a separate unit to coordinate records
retrieval for the Division, and a lack of coordination with respect to communications with the public. In
addition, several areas duplicate administrative functions being performed In the Department's Administrative
Services Division.
We recommend that the Division be reorganized Into functional programs of Field Services,
Central Processing, and Customer Service. The proposed organization chart is shown In exhibit 5 and the
proposed FTE by function is shown In exhibit 6. In addition. the Summary of Position Changes shown In
exhibit 7 shows the positions and their location before and after the streamlining recommendations and
reorganization.
The field services group combines the program oversight for all TItle and Registration, Driver
Ucense and Motor Carrier pUblic field services. The head of this area can concentrate on face- ta- face
customer services issues.
Mr. Charies E. Cowan
Department of Transportation
Page 6
The central processing area Includes the processing, licensing, and records functions. By
combining these functions, we are able to recommend the elimination of the records coordination group.
In addition, the head of this function can concentrate on streamlining this central processing operation and
leveraging new automation technology across all processing functions.
The customer service function focuses on both the internal and external customer service and
wli enable synergies to occur between the policy, procedures, training, and assistance areas. The
assistance areas wli consist of groups responding to public Inquiries and Internal employee Inquiries. By
having employees In this assistance group tracking questions and concerns about service, the major
problems or Issues can be tracked and directed to the training group. The training group can then
Incorporate this Information Into their curriculum to prevent future problems from occurring. The policy
group wli play a key role by informing the training and assistance group of new legislation and changes to
policies and procedures within the DMsion so that these changes can be incorporated Into training and can
be disseminated to the public.
We estimate that $ 640,787 can be saved and $ 148,503 can be avoided through this
reorganization. Additional potential savings of $ 172,911 wUl result from moving duplicative support functions
within the MVD to the Department's Administrative Service DMsion.
CONCLUSION
The result of our streamlining and reorganization recommendations Is that the organization can
provide Improved services at a reduced cost to the citizens and taxpayers of ArIzona. In addition, our
recommended organizational structure aligns missions, reduces fragmentation of duties. eliminates
duplication of effort, and provides what we feel to be appropriate spans of control and managerial layering.
exhibits 8 and 9 show the spans of control and managerial layering before and after
reorganization of the units within the MVD. The spans of control of 1: 2, 1: 3, 1: 4, and 1: 5 have been reduced
significantly. In addition, the eighth layer from the line function to the Director has been eliminated and the
seventh layer has been reduced significantly.
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Mr. Charles E. Cowan
Department of Transportation
Page 7
GENERAL OBSERVATIONS
As this team commenced Its study of the Motor Vehicle DMslon of the Department of
Transportation, we learned that you have been planning for many changes to occur. In particular, we are
aware of your Total Quality Management approach and the new automated system for the entire DMslon
called Enterprise. We have attempted to work with you to avoid as much dUplication of effort as possible
and to create as much synergism as possible between Project SUM and all of your ongoing efforts.
The Team's recommendations, and the accompanying exhibits which describe them, are based
on the situation as It existed at the time of the Interviews and analyses. Some of the recommendations may
need to be altered due to changes which have occurred since the Initial analysis.
Implementation leadership will determine the achievement of maximum savings by putting In place
the concepts proposed In this document, and resolving any differences which exist due to Interim changes
In the organization.
Our effort In the diagnostic phase of this project was greatly assisted by the cooperation of the
MVO employees. Their willingness to provide documents, Interview with us ( several times In some cases),
and provide Input with respect to recommendations enhanced our effort.
IMPLEMENTATION
Implementation is the critical step In the process of achieving savings and Improved customer
service. Potential savings are often identified but not achieved when the Implementation process Is
distracted by day to day activities and managers who may shy fNiay from the necessary reduction In staff.
Successful Implementations are marked by two things: a Bt!' 0ng commitment from senior management to
achieve as much of the savings and service Improvement as possible; and designation of Implementation
team leaders with the requisite mental toughness to see the task through to completion.
The Implementation process is best carried on soon after the diagnostic process. This maintains
momentum while the topics are fresh In everyone's mind. We estimate that most of the recommendations
contained In this report can be Implemented within a period of 12 months. Some recommendations,
Mr. Charles E. Cowan
Department of Transportation
Page 8
however, may require up to 20 months and one recommendation requires legislative approval ( Fuel
Manifests).
Our recommended Implementation Plan in Exhibit 10 shows a preliminary implementation
sequence and approximate duration for each recommendation. A detailed plan can be established at the
outset of the Implementation process. Individual recommendation Implementation requirements are shown
with the recommendation in the detaU section of this report.
OTHER ISSUES
During the course of the Project SUM revl9YI, Issues have come to the Team's attention where
further Improvements may be achieved.
• Commercial Services - reduce error rate/ quality control Issues/ dealer refunds
• Revenue - Simplify allocation methodology for Highway User Revenue Fund ( HURF)
distribution
• Service Counter in the MVD BuDding - Streamline cash transmittal process
• Ehrenburg Port of Entry - Relocate " dog house" facility to maximize utDlzatlon of resources
• Driver Ucense - Eliminate duplication of Identification card and driver license
• Budget - Revl9YI every fund and account and determine which should be separate and
which should be consolidated
• Explore alternatives for one visit Issue of driver licenses
• Port of Entry - Pre- permit using third party vendors prior to entry of commercial carriers
Into the State.
* * * * *
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Mr. Charles E. Cowan
Department of Transportation
Page 9
We wish to thank you as the Director of ADOT and your entire staff for their complete
cooperation. participation, suggestions and comments. and support of our efforts during this study.
We appreciate the opportunity to be of service to the Governor and the SUM Steering Committee
in this endeavor. Should you have any questions regarding this report, please feel free to contact the
project executive or any member of your Project SUM Team:
• Dave Edwards. Department of Public Safety
• Denise Stravla, Department of Corrections
• Sandy Williams, Department of Revenue
• Bonnie Tucker, Coopers & Lybrand
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I INTERVIEW LIST
Exhibit 1
ADOT
g
DOT - 10
9
Name Title/ Department Date
Charles Cowan Director, ADOT Nov. 5,91
Gary Adams A. D. Aeronautics Nov. 6,91
Rex Hammock A. D. Motor Vehicle Nov. 7,91
Jim Creedon Deputy Director Nov. 8,91
Suzanne Sale A. D. Admin. services Nov. 8,91
Harry Reed A. D. Trans. Planning Nov. 12,91
Gary Robinson A. D. Highways Nov. 13.91
Cliff Williams Project Director, Enterprise Nov. 14,91
Mike Pavlik Supervisor, MCO Nov. 18, 91
Jim Gentner Prgm Admin, RMC Nov. 22, 91
Carol Morales Supv, Error Resol, RMC Nov. 25, 91
Jerry Zehrbach Mgr, Taxpayer Audit, RMC Nov. 25. 91
Cy Blanton JLBC Nov. 26, 91
Bernard Dean Team Supervisor, Taxpayer Audit Nov. 26, 91
Ben Silas Auditor ( Trainer) Nov. 26, 91
Peter Burns Dep Prg Admn, RMC Nov. 27, 91
John Bogert Chief Auditor Nov. 27, 91
Skip Rice Fscl Svc Sp III, Accnt Control, RMC Nov. 27, 91
Carmen Autera Exam Tech II, Error Resolution Nov. 27, 91
Arlene Rojas Supv, Recpt Control Unit, RMC Dec. 2,91
Larry Burstyn Fscl Svc Sp, Air Quality Unit Dec. 2,91
Frank Hernandez Supv, Collections, RMC Dec. 2,91
Jim Douglas ASO II, Motor Carrier Sves Dec. 3,91
Janice Wilkins Collections Supv, RMC Dec. 3,91
Jim Lloyd Collections Supv, RMC Dec. 3,91
Peggy Alexander Collector II, RMC Dec. 3,91
Rene Canita Collections Exam Tech, RMC Dec. 3,91
Ann Donahoe Supervisor. Licensing, RMC Dec. 3,91
Nancy Brown MVD User Support Liaison Dec. 4,91
Sarah Clark Collector II, Collections Dec. 5,91
Jeff Knight ASO II, Permitting, RMC Dec. 6,91
Harold Kennedy MV Field Offer, Permitting, RMC Dec. 6,91
Cathy Martinez State Examiner II, Licensing Unit Dec. 6.91
Caryn Meron Manager, Fiscal Svcs & Support Dec. 11,91
Herb Uphoff Accountant. Fiscal Planning, ASD Dec. 12,91
Joseph Stowers President, Sydec Dec. 18,91
Brian Munson Statistician, DEQ Dec. 18.91
John Semmens Planner, Transportation Planning Dec. 19,91
Tom Burch ASO II, Trans safety Dec. 19,91
Terry Digman Prog & Proj Sp II, Trans safety Dec. 19,91
Ray Ellis Exec. Staff Assist. Director's Office Dec. 19.91
Jan Johnson Acctg. Admin, State Treasurer Dec. 24, 91
Larry Dirrim Manaer, DL Pro ram Dec. 26. 91
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INTERVIEW LIST
Exhibit 1
ADOT
Name TitieIDepartment Date
Isabelle Batista Accounting Tech., Accounting DL Dec. 27, 91
Rod Ravinius Supervisor, Accounting, UST Dec. 27, 91
Craig Hildebrand AZ. League of Cities and Towns Dec. 27,91
Elizabeth Dube Unit Manager, Fiscal Svcs Dec. 27,91
Harold Smith Regional Manager, Ehrenberg Port Dec. 30, 91
Don Carson MV Field OIC, Ehrenberg Port Dec. 30,91
Chuck Curle MV Field Officer, Ehrenberg Port Dec. 30,91
Anita Campbell MV Field Officer, Ehrenberg Port Dec. 30, 91
Leo Lumer MV Field Officer, Ehrenberg Port Dec. 30, 91
Art Hernandez Supervisor, Agric. Inspect. Dec. 30, 91
Joyce Smedley ASO I, Phnx Program, T& R Jan. 3,92
Donna Brock Adm S Spvr II, Title Prd, T& R Jan. 3,92
Sherwood Spencer Regional Manager, San Simon Port Jan. 6,92
Bill Kelley Management Consultant, MCO Jan. 10,92
Jill Bean EDP Auditor, Spec Spt Jan. 13,92
Steve Singleton Consultant, CACI Jan. 13,92
Penny Martucci Deputy Administrator, TaR Jan. 14,92
Herb Weaver Project Leader, ISG, ASD Jan. 15,92
Don Miles Administrator, Driver License Jan. 15,92
George Bays MV Zone Manager, RMC Jan. 15,92
Pat Patterson Area SuperviSvr, Encanto DL Jan. 16,92
Joe Carbajal MV Field Officer, Encanto DL Jan. 16,92
Robert Hernandez MV OIC, Encanto DL Jan. 16,92
Carlton Hili MV Zone Manager, RMC Jan. 16,92
Jimmy Parks MV Area Supervisor, Yuma Jan. 17,92
Frank Bartels MV Area Supervisor, Topock Jan. 17,92
Deroy Bulloch MV Area Supervisor, St. George Jan. 17,92 I
Janet Milner MV Area Supervisor, Parker Jan. 17,92
Wilfred Connolly MV Area Supervisor, Kingman Jan. 17,92
Richard Nayman MV Area Supervisor, Page Jan. 17,92
Richard Saspe MV Area Supervisor, Nogales Jan. 17,92
John Tisdale Business Analyst, Enterprise Jan. 17,92
Capt. Connel Special services Div., DPS Jan. 20,92
Bonnie Canez MV Ops Clerks, DL Renew Jan. 21,92
Irene Rodriguez MV Cps Clerks, DL Renew Jan. 21,92
Delila Peters MV Cps Clerks, DL Renew Jan. 21,92
Shirley Verilla MV Cps Clerks, DL Renew Jan. 21,92
Richard Larson EDP Auditor, Special Support Jan. 21,92
Tom Vincent State Board of Equalization Jan. 21,92
Mario Montesano St Weighmasters Office, Oregon Jan. 21,92
John Merris DOT, Oregon Jan. 21,92
Bill Frank St of New York Jan. 21,92
Mary Jane Egger Fed of Tax Admnstrtors Jan. 21,92
Ron Snell Assoc of St Legislatures Jan. 21,92
Carol DeFazio Fiscal Service Unit, DOA Jan. 21,92
DOT - 11
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INTERVIEW LIST
Exhibit 1
ADOT
Name Title/ Department Date
Bill Tegan AA III ( Forms Mgr), MVD Jan. 23,92
Alex Carrillo ASOII, T& R Jan. 23,92
Irene Acuna Area Manager, Tucson, T& R Jan. 23, 92
Brian Bryans Zone Manager, Drivers License Jan. 23,92
Gloria Gutierrez T& R Clerk, Tucson T& R Jan. 23,92
Joann Pohl Accnt Tech, Tucson, T& R Jan. 23,92
Carolyn Mills Accnt Tech II, Tucson, T& R Jan. 24,92
Julie Berryhill , Supv., Tucson, T& R Jan. 24,92
Betty Curry Accnt Tech II, Tucson, T& R Jan. 24,92
Jessica Rosales Adm Spt Sup, T& R Renewal Jan. 24,92
Pat Wldugiris Area Manager, Tucson, DL Jan. 24,92
Debra Koukalik MV Field Officer, Tucson, D~ Jan. 24,92
Debbie Garrett General Ledger Jan. 28,92
Diane Washer Accounts Payable Jan. 28,92
Wilma Berdine UP Tech, Central Permitting, RMC Jan. 28,92
Carol Wiles Supervisor, Communications Support Jan. 29,92
Roy Bunting Mail Clerk, ASD Jan. 30,92
109 Interviews Constitutents, DL and T& R Jan. 31,92
John Sunderland Adm Spt Supv II, Commerc. Svcs, T& R Jan. 31,92
Ron Lee MV Area Supv, Tucson East/ North - DL Jan. 31,92
Karen Woody Supervisor, QC'Communicllnsp T& R Jan. 31,92
Irma Thurlow Adm Spt Suprv I, Commerc Svcs, T& R Jan. 31,92
Carmen Camacho MV Ops Clerk II, Commerc Svcs, T& R Jan. 31,92
Lupe Garcia Prog & Proj Sp 11- COL Feb. 4,92
Tony Walker Manager, Systems Dev, CA MVD Feb. 5,92
Dan Raines Manager, NBS Imaging Systems Feb. 5,92
Alex Monsegur Northern Zone Manager, DL Feb. 6,92
Cathy Medoff Officer In Charge, Prescott, DL Feb. 6,92
Bea Horlacher Exam Tech I, Licensing Unit, RMC Feb. 6,92
Connie Nelson Exam Tech I, Licensing Unit, RMC Feb. 6,92
Jean Walker Program Manager, Northern Zone, T& R Feb. 6,92
Arlen Doughtery St Examiner II, Licensing Unit, RMC Feb. 6,92
Russ Jakes Unit Manager, licensing Unit, RMC Feb. 6,92
Shaun Smith APS Feb. 6,92
Wendy Olsen Ryder Truck Rental Feb. 6,92
MaryAnn Lenau Area Manager, Prescott, T& R Feb. 6,92
45 Interviews Constituents, Prescott, DL and T& R Feb. 6,92
Sam Lee Supervisor, Mail Room, ASD Feb. 7,92
Margaret Muniz Manager, Driver Records, DL Feb. 7,92
Jeanine Soto Chief, DL Svcs, DOR, New Mexico Feb. 7,92
Sandy Foster Admin Assist, Strategic Ping, NY DMV Feb. 7,92
Pam Ice Manager, DL Program, SD MVD Feb. 7,92 IJ." Po" USWESI FeD. l, l: U
Roberta Holmes U- Haul Feb. 7,92
Elaine Schiller Penske Rentals Feb. 7,92
DOT - 12
INTERVIEW LIST
Exhibit 1
ADOT
Name Title/ Department Date
Betty Threewich Ryder Feb. 7,92
John McDowell Manager, lnfo Svcs Group, ASD Feb. 7,92
Jack SChubert Programmer, lnfo Svcs Group, ASD Feb. 7,92
Diana Minton Manager, Yuma Area, T& R Feb. 7,92
Nick Blombardini Manager, Sierra Vista Area, T& R Feb. 7,92
Joyce Ford Manager, Safford Area, T& R Feb. 7,92
Enid Johnson Manager, Kingman Area, T& R Feb. 7,92
Cheryl Williams Manager, Prescott Area, T& R Feb. 7,92
Phyllis Turner Accounting Clerk, Navajo Co. T& R Feb. 7,92
Phil Thornycraft NBS Sales Rep, NBS Imaging Systems Feb. 10,92
Mary Williams Supervisor, Dealer Svcs, T& R Feb. 11,92
Terry Warnock Supervisor, Flagstaff T& R Feb. 13,92
Sherill Tuba Supervisor, Parker, T& R Feb. 13,92
Terry Predovich Revenue Control Tech., Recpt Control Feb. 13,92
Fran Zea Accounting Tech, Prescott, T& R Feb. 13,92
Lenor Stewart Manager, Special SVCS, T& R Feb. 13,92
James McCuliay Accounting Tech, RMC Feb. 13,92
Lorraine Ansley ASO II, Headquarters Ops, DL Feb. 18,92
Kevin Halcik Prog & Proj Sp II, Trans Safety, DL Feb. 18,92
Sarah Wuertz DOT Proj Specialist, Trans Safety, DL Feb. 18,92
Linda Arvizu Prog & Proj Sp II, Trans Safety, DL Feb. 18,92
Steven Hancock Hwy Safety Spec II, Trans Safety, DL Feb. 18,92
Steve Abney Program Manager, Enforcement, T& R Feb. 19,92
Charlene Knapp Program Director, Supt Services, MVD Feb. 19,92
Cynthia Woods Haz Mat Specialist, Trans Safety, DL Feb. 19,92
Claudia Harper Supervisor, Abandoned Veh, T& R Feb. 20,92
Capt. Groshhans Dept. of Roads, NE Feb. 20,92
Mary Parker IRP, CA Feb. 20,92
Sgt. Wineinger Highway Patrol, CA Feb. 20,92
Joe Domiano Ops. Manager, Transcom Feb. 20,92
Jim Collins Bessel Transfer Co. Feb. 21,92
Marie Lenze Supervisor, Office of Public service Feb. 24,92
Victor Ruiz Supervisor, Spec Investlg, Supt Svcs Feb. 24,92
Dorothy Pitchford Supervisor, Records File, DL Feb. 25,92
Aurora Enriquez MV Ops Clerk II, Records File, DL Feb. 25,92
Michelle Kelley Clerk Typist I, Records File, DL Feb. 25,92
Fred Irelan Supervisor, Records Response, T& R Feb. 26,92
Frank Johnson Prog & Proj Sp II, Trans Safety, DL Feb. 27,92
Linda Davidson Computer Ops., Info Svcs Group, ASD Feb. 28,92
Richard Thompson Records Admin., ASD Feb. 28,92
Connie Nelson Exam Tech I, Licensing Unit, RMC Feb. 28,92
Jeff Post Training Manager, Support Svcs Mar. 2,92
Guy Johnson Supervisor, Apache Jnct, T& R Mar. 3,92
Ron Courter Manager, General Cps Support, ASD Mar. 6,92
John McGee Special Assist, Strat Management, ASD Mar. 6,92
DOT - 13
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INTERVIEW LIST
Exhibit 1
ADOT
Name TitielDepartment Date
Beau Grant Manager, Procurement, ASD Mar. 6,92
Gail Nash Manager, Finance Group, ASD Mar. 6,92
Judy Barrette Manager, Employee Dev, Special Spt Mar. 9,92
Bruce Huntsman Driv Improvement, Driv Responsib, DL Mar. 9,92
Bill Bell Manager, DOA Personnel Mar. 9,92
Hal Holady Asst Dir, Records Mngmnt, Lib & Arch Mar. 9,92
Marty Richelsoph Div Dir, Records Mngmnt, Lib & Arch Mar. 9,92
Patty Freeman Records Svc, Office of Public Svc Mar. 10,92
Louise Burke Accounting Clerk, Accounts Payable Mar. 10,92
Fred Bennett Manager, Accounts Payable Mar. 10,92
Joyce Crowell Title Support, T& R Mar. 11,92
Belly Teague Public Health Nurse, Medi. cal Rev, DL Mar. 11,92
Deborah Strupes Driver Improvmnt Anal, Medical Review Mar. 11,92
Renie Crum Supervisor, Driver Responsibility Mar. 12,92
Ron Hernes Manager, Personnel, Special Support Mar. 12,92
Dan Galvin Director, Community Relations Mar. 12,92
Joe Puente Manager, OCcup Safety, Spec Support Mar. 12,92
High Harleson Publisher, Highways Magazine Mar. 12,92
Irene Simonetti Support Supervisor, Employee Assistance Mar. 12,92
Richard Allemann Chief Counsel, Legal Services, AG Mar. 12,92
Pat Sendelwick ASO II, Equipment Services Mar. 12,92
T. U. Madrid EO Specialist, Affirmative Action Mar. 12,92
Jerry West Manager, Equipment Services Mar. 13,92
Joyce Smedley Manager, Phnx Program, T& R Mar. 13,92
Jerry Moreland Support Supervisor, Personnel Mar. 13,92
Joe Wilmet Manager, Cost Accounting, ASD Mar. 16,92
Marsha Bloom Supervisor, Accounts ReceiVable, ASD Mar. 16,92
Steve Tydings Manager, General Accounting, ASD Mar. 16,92
Lisa Wormington Administrator, Affirmative Action Mar. 17,92
AI Lidberg ASO IV, ManagementlBudget, ASD Mar. 18,92
Dave Parker ASO II, Risk Management, ASD Mar. 18,92
Zee Steele Supervisor, Employee Services, ASD Mar. 18,92
Vern Doyle Life Cycle Proj Mgt, Director's Ofc Mar. 18,92
Pete Christiansen Fiscal Svc Sp III, Equipment Svcs Mar. 18,92
Rosando Gutierrez Alt Funding Office, Director's Office Mar. 18,92
Irma OJeda Prog & Proj Sp I, EMS, Equlpmnt Svcs Mar. 19,92
Mary Ann Pikulas Managemnt Anal III, EMS, Equip Svcs Mar. 19,92
Brian Mcinnis Audit Manager, Audit and Analysis Mar. 19,92
Michael Levya Acting Director, Office of Tourism Mar. 20,92
Gene Juan MV Ops Clerk I, Citations, DL Mar. 23,92
Alex Turner Assistant A. G. Mar. 24, 92
Laura Rosenkrans Training, MVD Mar. 24. 92
DOT - 14
ADOT SUMMARY OF SAVINGS
Exhibit 2
FTE Savings New Revenue Cost Avoided Avoided ADOT Public
Recommendation Description Perm. Seas. FTE Enhancement Savings FTE Cost Total Savings Total
Driver License Applicalionllssuance 12 1 269,600 269,600 269,600
Vehicle Title Application/ Issuance 7 437,970 437,970 437,970
Fuel Manifests 1 20,559 20,559 70,000 90,559
Fleet Billing and Renewal 0 27,600 27,600
Streamlining Motor Carrier Reporting 7 40,640 166,719 207,359 874,600 1,081,959
Ledger Reconciliation 8 290,298 290,298 290,298
Banklink Reconciliation 0 0
Ehrenburg Port of Entry Banking 1,560 1,560 1,560
DPS Transport of Funds 34,092 34,092 34,092
Generic Cash Processing 1 20,394 20,394 20,394
Unposted Batch Report 49,000 49,000 49,000
Centralizing T& R Bank Accounts 113,345 113,345 113,345
Vehicle Registration Renewal Process 58 1,286,949 1,286,949 1,286,949
0 Driver License Renewal by Mail 0 0
~ Title and Registration and Driver License Field Operations 46 713,852 713,852 713,852
I Driver License Cash Receipts 45,260 45,260 45,260
~ Title and Registration Cash Receipts 5 93,292 93,292 93,292
Port of Entry Cash Handling 5 138,650 138,650 138,650
Motor Carrier Revenue 429,740 429,740 429,740
Non- Cost Effective Ports of Entry 4 ( 97,508) 112,597 15,089 15,089
Weight Enforcement 128,000 128,000 128,000
Salety Enforcement 11 0 0
Central Permitting Unit 1 29,400 1 40,508 69,908 69,908
Port of Entry Consolidation of Resources 6 136,845 136,845 136,845
Audit Revenue 780,017 780,017 780,017
Cargo Tanker 2 61,412 2 77,888 139,300 285,000 424,300
Records Requests and Retrieval 4 1 114,081 1 20,559 134,640 134,640
Management of MVD Facilities 0 0
Title and Registration Enforcement 26 761,343 761,343 761,343
Alignment of Administrative Missions 5 172,911 1 49,669 222,580 222,580
MVD Reorganization 22 640,787 4 148,503 789,290 789,290
Special Support Reorganization 0 0
Vehicle Title and Registration In the State of Arizona 0 0
Total 220 2 11 1,490,054 5,501,751 9 337,127 7,328,932 1,257,200 8,586,132
Total FTE Saved: 231 -_ _----- -
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MVD Present FTE by Function
Exhibit 4
Assistant Revenue
Director Support Motor Driver Title &
Office Services Carrier license Registration
Function Units ~ Units ~ Units FTE Units ~ Units FTE TOTAL
PRESENT ORGANIZATIONAL FTE: =
Administrative Asst Olr Ofc 4 Adminilltratlve 4 Program Admin 7 Program Admin 10 Program Admin 8
Enterprise 11 User Support 2 Central Ofc Admin 3 Special Svcs 3
Budget/ Clerical 8 ResplMlIRcds Admin 5 Phoenix Admin 3
Public Svc Admin 3 Title Support Admin 1
Field Services Northern Zone n Northern Zone 29 Northern lone 80
Central lone 0 Southern Zone 53 Southern lone 174
Southern Zone 83 Central Zone 98 Enforcement 49
Central Permits S COL 11
Record. Records Svc 12 Records Flies 12 Record. RetlpOl1" 11
Film Retrieval 2 Data Entry 28 Document Prep 20
( In OSI) Admin Per Se IS
Procesllllng Mandatory Insur 35 Renewal By Mall
IVI 2 Title Production 23
Renewal By Mall 2
aC/ lssuance 7
Licensing licensing 24 Cargo Tanker IS Dealer Service. 8
Dealer Investigation IS
Abandoned Vehicle 11
Administrative Review Special Invest. 20 Medical Review 2 Enforcement 1
Exec Hearings 34 Driver Responsibility 10 ( Complaints)
Internal Support Training 8 Traffic Safety 4
Procedures 2 ( Policy)
County Help Desk 3 COL Help Desk 2 Help Desk 0
Public service Telecommunications 1 Communications 12
Communications 7 Renewal Phones 3
Data Base Purchase 1 Traffic Safely 9
Front Counter Svcs 18 ( Education)
SUBTOTAL: 15 121 197 358 398 1087
Admin Svcs DIvision
Finance Group Payroll CC 1 Accounting 15
Vendor Troubleshoot. 1 Receipt Control 9
Cash Audit 1 Error Resolution 9
Collections 10
Audit 39
Procurement Group Warehousing/ Forms 5
Procurement CC 1
General Operations Facilities 2
Director's OHlce Personnel 1
Employee Invest.
SUBTOTAL: 0 12 82 0 0 94
Tolal FTE By Program: 15 133 279 356 398 1181
oS I
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PROPOSED ORGANIZATION CHART Exhibit 5
MOTOR VEHICLE DIVISION
( 886 FTE *>
AS! iISTAHT
DlRECTlJI
7
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ENmlI'RlSE
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MVD Proposed FTE by Funclion
Exhibit 6
Assistant J J~"' J J Director Support Molor Driver Title &
Office Services Carrier license Registration
Funclion Units Units FTE Units Unils Units FTE TOTAL
PROPOSED ORGANIZATIONAL FTE AFTER STREAMLINING:
Admlnlstralive "' sst Dlr Olc 4 Administrative · • 18 Program Admin Program Admin Program Admin
Enterprise 11 User Support 2 Central Ofc Admin Special 5vc1
Budget 3 ResplMlIRcds Admin Phoenix Admin
Public Svc Admin Title Support Admin
Field Services Northern Zone 52 Northern Zone · · 314 Northern Zone
Central Zone 50 Southern Zone Southern Zone
Southern Zone 54 Central Zone Enforcement 20
Central Permits 4 COL 8
Recordl Records Svc 7 Records Filel 11 Record. Reeponse a
Film Retrieval 2 Data Entry 21 Document Prep 18
( InOSI) Admin Per Se 8
Processing Mandatory Insur 35 Renewal By Mall a
IVI 2 Title Production 23
Renewal By Mall 2
OClleeuance 4
licensing licensing 24 Cargo Tanker 2 Dealer Service. a
Dealer Inveltlgatlon a
Abandoned Vehicle 11
Administrative Review Special Invest. 19 Medical Review 2 Enforcement 1
Exec Hearings 34 Driver Responsibility 18 ( Complaint.)
Internal Support Training 9 Traffic Safety 5
Procedures 2 ( Policy)
County Help Desk 3 COL Help Desk 2 HelpDeIk 2
Public Service Telecommunlcalions 1 Communications 12
Communications 8 Renewal Phones 3
Data Base Purchase 1 Traffic Safety 9
Front Counter Svcs 17 ( Education)
SUBTOTAL: 15 124 184 458 105 886
Admin Svcs DIvision
Finance Group Payroll OC 1 Accounling 13
Vendor Troubleshoot 1 Receipt Control 5
Cash Audit 1 Error Resolulion 5
Collections 7
Audit 34
Procurement Group Warehousing/ Forms 1
Procurement OC 1
General Operalions Facllllies 5
Director's Office Personnel 1
Employee Invest. 2
SUBTOTAL: 0 13 64 0 0 77
Total FTE By Program: 15 137 248 458 105 963
": Represents Program Administration lor all areas. Represents all TRIDL Field Olfice Staff.
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Summary of Position Changes Exhibit 7
Internal Reorg Point Point Moved to
Area Un't Before Aller Variance Transfer Saved FTE Saved FTE Added FTE ASD/ DO Point Ref
AD AD Admin 4 4 0
Enterprise Enterprise 11 11 0
Special Support Usar Support 2 2 0
Admin Staff 4 0 4 4
SptlC Invest 20 18 2 2
Enforcement Transfer 0 1 - 1 - 1
Film Retrieval 2 2 0
executive Hearings 34 34 0
Mgmt Services 15 0 15 4 11 Align Mission
Tlalnlng 10 10 0
' Telecommunications 1 1 0
Budget 3 3 0
0 Public Svcs/ Admln 4 1 3 3
0- I Central Comm- Gen 7 7 0
I Central Comm- HELP 3 3 0
0N C, Jstomer Records 16 16 0
Rcacords Svc 12 7 5 5 Recds Req/ Retrvl
Rev Motor Car Admin Office 7 0 7 7
Rev/ Admin 2 0 2 2 Align Mission
Licensing 23 23 0
Supv 1 0 1
Central Permits 6 4 2 2 Cntrl Permit
Collections 10 0 10 3 7 Ledger Recon
Receipt Ctl 9 0 9 4 5 3 Stream MC; 1 Generic
Accounting 13 0 13 0 13 1 Fuel Man; - 1 T& R Bank Acct
ER 9 0 9 4 5 Stream MC
A. udlt 39 0 39 5 34 Ledger Recon
Por1s 160 156 4 15 11 5 Cash; 4Ellm; 6 Consol
Driver License Admin 10 0 10 10 11 safety
Medical Review 2 2 0
Trciflic Safety 13 13 0
C.~ rgo Tanker 6 2 4 4 Cargo Tanker
Ce' 1tral Ofc Admin 3 0 3 3
QC 7 3 4 4 DL Applllssue
3- 24- 921recon/ sw
Summary of Position Changes
Internal Reorg Point Point Moved to
Area Unit Before After Variance Transfer Saved FTE Saved FTE Added FTE ASD/ DO Point Ref
Renewal By Mall 2 2 0
Renewal- Commun 3 3 ()
Resp/ RcdsIMlIAdmln 5 0 5 5
Dr Resp/ Analysts 19 18 1 1
Enforcement Transfer 0 1 - 1 - 1
CDL HELP 2 2 0
Admin Per Se 6 6 0
Communications 12 12 0
Data Entry 28 21 7 7 DL Applllssue
Records File Unit 12 11 1 1 DL Appllissue
IVI 2 2 0
a Mandatory Insurance 35 35 0
0- f CDL 11 9 2 2
I Title/ Regis Front Office 8 0 8 8
f..\..). Spec Svcs Admin 3 0 3 3
Dealer Svcs- L1censlng 8 8 0
Abandoned Vehicles 11 11 0
Dealer Investigations 6 6 0
Supv Transfer 0 1 - 1 - 1
Enforcement Transfer 0 1 - 1 - 1
Phoenix! Admin 3 0 3 3
Title Production 23 23 0
Title Support/ Admin 1 0 1
Records Response 11 8 3 3 Veh Title Applllssue
Document Prep 20 16 4 4 Veh Title Applllssue
T& R Enforcement 47 21 26 26 T& R Enforcement
Transfers 3 0 3 3
Field Offlces Field Ops- DLlTR 432 312 120 10 110 58 VehRegRenew; 46TR1DL Flel
Title Renewal 0 8 - 8 - 8 5 T& R Cash; 1T& R Bank
Tech Support- HELP 0 2 - 2 - 2
1181 862 319 0 50 203 11 77
Reorg Point: 24 26
Total: 886 229
- 3- 24- 9- 21recon/ s- w ---- --- .. __ .... _.... -
PROPOSED SPAN OF CONTROL
DOT - 22
Exhibit 8
1: 1 1: 2 1: 3 1: 4 1: 5 1: 6 1: 7 I: B 1: 9 1: 10 1: 11 1: 12 1: 13
SpCll'l of Control
2
1: 1 1: 2 1: 3 1: 4 1: 5 1: 6 1: 7 1: 8 1: 91: 101: 111: 121: 131: 141: 15
Span of Control
PRESENT AND PROPOSED SPAN OF CONTROL
PRESENT SPAN OF CONTROL
17 -,-----------,,""/".,.----- ---,
16
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Exhibit 9 I
PRESENT AND PROPOSED LAYERING
liD PRESENT LAYERING I
100 I 90
80 I
!!: 70
c I ::> 60 • s:
: J.
- 50 0 • 40 I
30 I 20
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PROPOSED LAYERING I 110
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DOT - 23 I
.. - -, .. '.. - - - .. - .. - .. - - .. - .. -
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MVD IMPLEMENTATION SCHEDULE EXHIBIT 10
( PRELIMINARY) PAGE 1
I MONTHS
' ITLE I 1 I 2 I 3 I 4 I 5 I 6 I 7 I 8 I 9 11. 111 112 113 114 115 I 16 I 17 118 I 19 I 2. I I
I
LEDGE~ ~ ECONCILIATION -
ST~ EAMLINING MOTOR CA~~ IER ~ EPO~ TING I I
FLEET BILLING AND ~ ENEWAL I -
CARGO TANKE~ -
BANKLIMe RECONCILIATION -.
EHRfMlURG PORT OF ENT~ Y BANKING -.
SPECIAL SUPPORT ~ EORGANIZATION -.
DPS TRANSFER OF FUNDS -.
GE.~ IC CASH PROCESSING -.
DRIVERS LICENSE RENEW BY _ AIL -.
VEHICLE ~ EGISTRATION IIENEWAL PROCESS ,
I I I
DRIVE~ LICENSE APPLICATION AND ISSUANCE I I I -
VEHICLE TITLE APPLICATION AND ISSUANCE I I -
TITLE AND REGISTRATION AND PIlIVER LECENSE FIELD OPERATIONS I -
CENTRALIZING T& II BANK ACCOUNTS -
DRIVERS LICENSE CASH RECEIPrs I -
TITLE AND REGISTRATION CASH RECEIPTS I -
PORT OF ENTRY CASH HANDLING I -
MOTOR CARRIER REVENUE
I
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NON- COST EFFECTIVE PORTS OF ENTRY - I I
SAFETY ENFORCEMENT I I CENTRAL PERMITTING UNIT I - I
"_.>-~~~..•-~_.-.,--_.--.~.._-...-, .. ---_.-._".,"..~-- ,,-<.._- -"..•_,-
MVD PRELIMINARY SCHEDULE EXHIBIT 10
( PRELIMINARY) .. AGE 2
I lIONTHS
TITLE I 1 I 2 I 3 I 4 I 5 I 6 I 7 I 8 1 9 I 1. I 11 112 113 114 115 116 117 118 I 19 I" I I
PORT OF ENTftY CONSOLIDATION OF ftESOUftCES I
I I I I
AUDIT ftEVENUE I :-
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ftECORDS ftEQUESTS AND ftETftlEVAL I
I I I
MANAGEMENT OF MVD FACILITIES I
I I
TITLE AND ftEGISTftATION ENFORCEMENT I
ALleNNENT OF ADNINISTftATIVE NISSIONS •
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NYD REOftGANIZATION I
!' IIIL MANIFESTS -
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DRfYER UCENSE APPUCADON & ISSUANCE
Responsibility for administering the driver licensing provisions of TItle 28, A. R. S., Is assigned to the
Driver Ucenslng Program within the Motor Vehicle Division ( MVD) of ADOT. For FY 92, Driver Ucenslng
has 368 authorized FTE and a total operating budget of $ 12,350,499. In calendar year 1991, the program
Issued 874,422 driver licenses/ identification cards. A 3% growth rate for licenses Is projected for each of
the next five years.
The application portion of the driver licensing process Is decentralized, but the Issuance portion
Is centralized. Customers can apply for a Driver Ucense ( DL) at any of 38 full- time or 14 part- time field
offices located around the State. Applications are also taken by field personnel who travel 23 special routes.
When entering a DL station, the type of service sought wli determine the application form to be
used and the process followed. Services vary from a request for a copy of A DL record, to a young
person's first operator's license, to renewal of an ArIzona license or obtaining a commercial driver license.
The most common requests are for renewing or obtaining an original ArIzona driver license.
After an applicant completes the appropriate form, a field officer reviews the request for
completeness. Assuming the request is for a DL, the applicant's remaining steps at the field station are
depicted by the flow chart In Exhibit 11, Current Driver Ucense Application Process. For the purpose of this
recommendation, key steps Include: data entry by the field officer to create or revise a driver's
computerized record, checking the Input before sending It to the printer, having the applicant verify the
printout before signing It, marking the " photo card" ( back part of the two- part form) which determines the
header on the DL ( Under 21 Years, regular or Commercial DL, Identification Card, etc), and taking the
applicant's photograph. The officer then separates and retains the photo card, gives the customer the
temporary license, and says: " You'll receive your permanent license within three to six weeks."
From field offices, applications with photo cards and the photo tim are sent to Phoenix by courier
or first class maR. Applications are delivered to the auallty Control/ Processing Unit ( aC); the film Is sent
to a private contractor, NatIonal Business Systems ( NBS), which prepares the finished DL's.
Upon arrival at ac, the batches of applications from the various stations around the State are
paC80 Imo temporary storage untO the DL's are received from NBS.
DOT - 26
One or two days later, CC receives a National Driver Register ( NOR) computer printout which lists
those applicants whose licenses have been suspended, canceled or revoked by other states or who have
outstanding citations. On the fifth or sixth day after the application was fled, NBS delivers the OL's, which
are also grouped by station and date of origination. QC then goes through each batch and tags the OL's
that were listed In the NOR printout.
The next step Is Inspection of all the OL's for consistency of the data on the card compared to the
application form. They also check for signatures and acceptabHlty of the photograph. The most common
problems found are data entry errors, Incorrect header, signatures missing from the application or photo
card, unacceptable photo or restrictions missing from the back. Cards with these errors are rejected and
destroyed. The error is noted on the photo card, which is then copied and sent to the originating station.
Later, upon receipt at the field station, postcards are sent to applicants whose OL's were rejected, advising
them to retum for a no- fee reapplication.
After completing inspection, the NOR- problem OL's are pulled from the batches and sent to the
IVI ( NOR) Area of the Records Unit to be retained until the problems are resolved. The remaining OL's are
picked up and maUed out by the ADOT Mall System. Afterwards, applications and photo cards are
reassembled by CC into station and date batches, microfilmed by the FHe/ FUm Area of Records, and then
taken to Data Entry where the film reference numbers are entered into the computerized OL records.
From Data Entry the batches are returned to CC where they are placed Into storage boxes by
station alpha- eode batches. Once a week, Ubrary and Archives ( L & A) staff pick up these boxes ( referred
to by QC as Baskets) and take them to the Records Retention Center. A Control Record Is kept for each
box showing its contents. The microfilm of these OL- application records Is sent to the Title and
Registration's Records Unit for retention.
An average of about 2,200 certified copies of these records are requested annually by applicants,
police officers, courts, private investigators or attorneys. This amounts to less than .3% of the 874,400 new
licenses issued per year. If requestors Insist on a copy of the original application, the original is retrieved
from the appropriate box at the Records Retention Center, coplecl or reviewed by the requestor, and later
returned to storage. When a certified microfilm copy of a OL application is acceptable ( and It is In a majority
of cases), the request is referred toT & R Records, rather than OL Records. T & R Records responds to
requests for copies of microfilmed OL application records.
DOT - 27
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Based on using seven QC positions, $ 138,890 per year Is spent on Inspecting the OL's before they
are maled out. This Is only part of the cost of quality. If a customer does not sign the application and no
one notices the omission untO final Inspection of the forms at the Phoenix headquarters, the applicant Is
notified to return to the field station to sign the form before s/ he can receive the OL
Worse cases occur when errors are not caught and corrected at the point of origin. QC destroys
the defective license, sends a copy of the photo card and application to the field station, which then notifies
the applicant that s/ he must return for a no- fee reapplication. By the time this notice reaches the consumer,
three weeks may have passed and then the clock starts over. Such errors are Infrequent ( about 1.3% of
the total), but about 11,000 customers per year are thus Impacted by these quality control faUures.
The turnaround time of the current process averages three to five weeks. About three to five days
of elapsed time occur whYe awaiting processing and delivery of finished OL's by NBS. Then time Is spent
tagging the NOR- problem OL's, which later are pulled. More time Is spent Inspecting the OL's and
applications, even though the field officers and applicants are required to check the same data, except for
the picture and header. Time and expense are also lost In making copies of photo cards and sending them
back to the field rather than notifying the applicant directly.
Additional time and expense are consumed In mlcrofUmlng the application and photo card, though
the latter contains the same information as the OL computer record and the physical OL Issued to the driver.
Movement between process steps Is slowed by physical separation of the units Involved ( 1 st floor and 3rd
floor). In addition, later retrieval of OL records Is slowed and fragmented by organizational and physical
separation of the records. The Title and Registration Records Unit has the microfilm for OL application
documents, whYe the originals of those documents are located In the Records Retention Center; OffIce of
SpecIaIlnvestlgatlons ( OSI) has the 35mm photograph 11m, and the OL Records Unit has all of the other
related documents.
The original application forms are retained In storage for five years, per statute. The film of the
photo and card Is retained by OSI for ten years. Microfilming the application form and the photo card
( without the picture) duplicates Information In the OL computer system and on the 11m. The only function
of Data Entry Is to tie the computer reoord to the microfilm reoord
DOT - 28
8ecommeItiet' 0I1S
• We recommend field personnel have total responsibility for quality control of applications, data
entry, photo cards, photos of customers, and customer verification of the temporary license.
this Is where the problems are originating, causing Increased expense and time delays for
customers. We also recommend that each field officer handle all steps with each customer,
at stations where It Is physically practical, In order to establish accountability
• We recommend a unique P. O. Box be opened to expedite receipt of OL applications from field
stations. Also, have the MVO courier and AOOT Mal System pick up and deliver the film,
applications and photo cards directly to NBS, rather than to QC
• Since NBS Inspects the cards after they are printed and again after lamination, request NBS
to pUll OL's with unacceptable photos during their first stage Inspection. In return, NBS will
save the time and expense of laminating and final Inspection of the rejects. Provide criteria
and training to NBS on how to Inspect OL photographs to the Program's satisfaction
• Reduce the QC function to two positions. When NBS processing Is finished, have QC pick
up the completed OL's ( and supporting documents In the original batches) from NBS. QC
should pull the NOR- problem OL's and also pull the photo cards on OL- photo rejects. They
wUl note the problem code on the photo cards and forward them to Data Entry. After entry
of the problem code, the photo cards will be destroyed. Then QC wUl follow up on the
problem OL's ( see exhibit 12, Proposed Driver Ucense Application Process)
• Have QC prepare the " good" OL's for pickUp by the MaD System, but discontinue banding the
OL's in groups of 50. Next, QC wUl box the document batches for pickup by L & A and
storage In L & A's Records Retention Center
• 81mlnate microfilming of OL applications and supporting documents since retrieval frequency
Is a small fraction of the total. When requested, copies of OL application documents should
be made from the original records stored by l & A
DOT - 29
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• Since micr0fliming the records wli be eliminated. there wli be no need to enter microfilm
reference numbers of DL application documents Into the computerized DL database
• Performance factors used In evaluating employees underthe revised process should be based
on measures reflecting TOM goals for customer satisfaction and Improved productivity. For
example. field stations should be measured on transactions per officer, rejects per 1,000
transactions and customer relations. Centralized personnel should be measured on
turnaround time from receipt to completion of their assigned process, as well as absence of
errors.
• By making NBS the cr1tical path and removing several time consuming steps and physical
moves, turnaround time will be reduced by at least twelve days and up to three weeks. Under
the revised process flow. the minimum and maximum time goals from date of application to
date of delivery will range from six to ten work days ( see exhibit 13, Tum Around- Time Goals
for Revised DL Process). This reduced delivery time should Improve customer satisfaction
with DL Program services
• There wli also be a reduction In the number of errors and rejects. Call- backs and re- takes
from DL rejections should drop, from the present level of about 11,000 to approach 2.000 per
year over a period of time, as field personnel become Individually accountable for the whole
process ( except checking acceptabUIty of the photo, which wli be handled by NBS and OC)
• By repositioning responslbHIty and accountabUIty for quality control and streamlining the
centralized portion of the process, cost savings of about $ 269,600 will be realized. These
savings Include 12 permanent FTE and one filed seasona1 FTE, as follows ( see exhibit 14,
Annualized Savings from Revised Driver LIcensIng Process):
FIve from QC Processing
One from Micr0flim
Seven from Data Entry
DOT · 30
These recommendations can be Implemented without any major expenses or delays. Key steps
would Include: advising field officers of their most common errors; where feasible, converting stations to
enable each officer to complete all steps, or all but the photograph and final steps; obtaining a mutually
beneficial agreement with NBS to Inspect photographs and separately forward those that are not acceptable;
advising the MaD System of changes In the delivery point for applications; advising T & R, DL and Ubrary,
Archives & Public Records ( L, A & P R) records managers of changes In records storage and retrieval;
updating affected policies and procedures; and making other physical facllty changes as appropriate.
DOT - 31
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- - - .. .. - - - - - .. - - - .. - - - - AZ DEPT. OF TRANSPORTATION
CURRENT DRIVER LICENSE APPLICATION PROCESS
EXHIBIT 11
o. S. I.
PAl'£. 1 ( 1' 5
IlEVlsetl 2/ 21/< r2
V2t12A
NAIL IIXII
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STORAGE
IlEClJIlS IJIIT DATA EIlTllY
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AZ DEPT. OF TRANSPORTATION
CURRENT DRIVER LICENSE APPLICATION PROCESS
EXHIBIT 11
PA( J: 2 IF 5
APPtICANT FiElD OFFICI!
QUALITV ClJITIU
PIIOCl: 55ING
NATIONAL
1! U511E55 SYSTE115
RECOOIl5 1Jl1T DATA EIlTRV
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- .. - - - - - .. - .. - .. - - REVISED 2121 / 91
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- - - - .. - - - - - - - .. - .. - - - -
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AZ DEPT. OF TRANSPORTATION EXHIBIT 11
CURRENT DRIVER LICENSE APPLICATION PROCESS
PNI: 3lJ' 5
APl'lICAHT I fiElD MICE I QUALITY romn I NATllJlAl I REtalllS 1Il1T I DATA EIITRY I l & A RElXRl I MAIL AOOIl I o. S. I.
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AZ DEPT. OF TRANSPORTATION
CURRENT DRIVER LICENSE APPLICATION PROCESS
EXHIBIT 11
PAC£ • ( J' 5
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REVISED 2121/ 9)
' i2t120
- -
- - - - .. .. - - - - .. - .. .. .. - - - - AZ DEPT. OF TRANSPORTATION
CURRENT DRIVER LICENSE APPLICATION PROCESS
EXHIBIT 11
PI « . 5 ~ 5
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Al'!' lICAIIT I NATIONAL I I ( lIJALlTY comn
IlUSIt£ SS SYSmlS
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PROPOSED DRIVER LICENSE APPLICATION PROCESS
EXHIBIT 12
PAC£ 1 ( F 5
APPlICANT FI£ lD CFFIt! KAIl IUJl I' 1UVAT£ V£ I « XJI tAJAlITY CXJlTAlll. DATA ENTllV IVI llEaRlS
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PROPOSED DRIVER LICENSE APPLICATION PROCESS
PN:£ 2 CF 5
I I HAIl RlDI I PIlIVATl: APPlICANT FIELD IFfICE _ I OJALITV ClJITIIX. I DATA EIITRY I IVI REClRlS I L. • A. RECOID I o. S. 1.
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AZ DEPT. OF TRANSPORTATION
PROPOSED DRIVER LICENSE APPLICATION PROCESS
EXHIBIT 12
PAll: 3 ~ 5
APPtICAHT ' IELD mICE
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IlAIl IU » l PRXVATE VENXJI QUALITY camn DATA OORV IVI IlElDlDS
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CD
- - - -
MVO DRIVER
CELIVERS
IJlJlfJLES 00
FILM TO
VENXJI
- .. - - - - - - - - V2f/
- - - - - - - - - - .. - .. - - - - - ..
AZ DEPT. OF TRANSPORTATION
PROPOSED DRIVER LICENSE APPLICATION PROCESS
EXHIBIT 12
AI'PlICAHT fIELD CFfIe! MAIL AOlIl I PRIVATE VEIDJ! rr ~
WAllTV ClJlTIIll.
~
DATA EHTR'I IVI REClRlS
L. & A. REClRl
S1lJlAOE
PAG: • CF 5
O. 5, I.
Loo- wT' 00Jl
D\.' S 00
REJEtTS BV
STATJOO 00
DATE
1
QC PlotS tP
00Jl 00 BAD D\.' S
BV ~ 181t":; l\ lS " J4I--'-- tl.,
AI'Pl ItATIOOS
LOG- IN BATCHES
BV STA1100 00
DATE 00 lJ'EJl
MATCHING
tIJR PIO
RECEIVE tmICE ~ I I~ I TO REl1JRIl TO
FIElOF~ ATJOO- 4 4 I 4
RETAKE I
MACHINE
INSERTS
00 s:
oS I
". o
I RAEPCPlEICIVAEHST }-
Dl IN lIAIl
( POST CFfICE DElIVERS)
IREttN~ tT ~ ~ J} Jtir I
1
" FIlE I ' til FIl" \ I
f
PtIll tIJR
HIT D\. ' 5
00 EIITER
EMPLOYEES IW£
IN tIJR PIO
I
SENG tIJR OL' 5
TO
IV! IlESIl
WITH
TllANSl1ITTAL
t
_ f'l( JlO
RE~ tTEO D\. · S
00 PtIlL
MATCHING
f'l( JTO CARDS
IVI D£ 5It HOlDS
Ol'S PallING
RESlllUTIOO
( tm
INtLIj) E!)
SEND lo£ fKLV
SUttlARV CF
REJECTS TO
FIELD
STATJOOS
IlESTRO'I
BAO
D\. · S
01) I I I I V2tlOO- 2.
AZ DEPT. OF TRANSPORTATION EXHIBIT 12
PROPOSED DRIVER LICENSE APPLICATION PROCESS
PAG: 5 ( J' 5
APPlICAIIT I FIELD OFFICI! I "" IL IlXJl I PRIVATE VEIOJ! I OJAlITV talTROl I DATA ENTRY I IV! REaRlS I L. I A. REaR! I O. S. I.
STlJWlE ? ! lOll APPlICATlal
OOCUl1ENTS BY
STAT!( lI APlHA-lJlDER
00
DATE
!
toI'tETE talTROl
REaR!
Fal
EACH
! lOll
!
lIIlRARV 00
ARCHIEVES
PICKS lJ' IlOXES 1 AT EIIl ( f'
WEIK
\} rw~- rlE./ Yi
1AfTF. R 3 lIEEKS)
SEHD 35 tI1
FIl" TO ! OSI
V
-- -• - - - - -- - - - - - - - - - - V2tl_!! F.- 2.
oS I
-. I. l. o. o.
_ i
-------------------
Exhibit 13
TURNAROUND- TIME GOALS FOR REVISED DL PROCESS
ORGANIZATION
PROCESS ( WORK) DAYS
Minimum Maximum PROCESS STEPS/ ACTIVITIES
oo
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N
Fld Station
Postal Service
Mail System
Vendor - NBS
ac Processing
ac Processing
ac Processing
ac Processing
ac Processing
Mail System
Mail System
ac Processing
L1brlArchives
Day 1 PM
Day 2 AM
Day 2 AM
Day 3 PM
Day 4 AM
Day4 AM
Day4 AM
Day 4 PM
Day4 PM
Day4 PM
DayS AM
Weekly
Weekly
Day 1 PM
Day3 AM
Day3 AM
Day 6 PM
Day? AM
Day? AM
Day? AM
Day? PM
Day? PM
Day? PM
DayS AM
Weekly
Weekly
Process & Mail Appl's & Film to Hq
Deliver DL Packages to Phoenix
Pickup & Deliver to NBS
Process Film and Complete DL's
ac Picks Up DL's & Application Bundles
Pull & Record NOR & Photo- Reject DL's
Prepare Transmittal for Good DL's
Take Followup Actions on NDR/ Photo Rejects
Box Applications for Storage
Pickup and Process DL's & Notices
Mail DL's & Notices
Mail Reject Summaries to Fld Stations
Pickup and Retain DL Appl Boxes
PO$ TAL § VC. · ••• i:> · bAy. 6•• · PM••••• · • · • •• · · . bAv. 10 · . · PM · • •.• · . · . · . OEI.. I\ lSFfbl..'$ i'PAPPl.. tCANTs}} i · : · · · · · · · · · · · · · · .
Turntime ( DAE, 3/ 24/ 92)
Exhibit 14
ANNUALIZED SAVINGS FROM REVISED DRIVER LICENSING PROCESS
Organization Process Steps or Actions Current Costs
MVD Forms Svc Daily Phx- Area PickuplDelivery Svc $ 22,620
DL Fld Otc Pkgs & Mails Film & Dkts to Hq $ 27,770
ADOT Mail Sys Pre- pay to Mail DL Pkgs to Hq $ 60,000
" " " Return Film Ctns to Fld by Mail $ 14,410
" " " Process In- & Out- Going DL Mail $ 16,450
0 ac Processing Pull NOR & Other Rejects, Inspect, Etc $ 138,890
0 DL Program Pay NBS to Replace ac Rejects $ 4,450
- 4
I ac & Mail Sys Copy & Mail Copies ot Bad Dkts to Fld $ 1,660
C~ o) Fld & Mail S. Mail Notices to Appl's to Come Back $ 2,090
Records Unit Microflm DL Appl Dkts & Edit Film $ 19,410
Data Entry Enter Film Ret H's in DL Records $ 145,970
ADOT Mail Sys Mail DL's to Appls ( Excl Renewals) $ 200,000
T & R Records Retrieve and Copy DL Appl Dkts ( 0.5 FTE)
TOTALS: $ 653,720
* Includes one tilled seasonal FTE @ $ 15,528
ANNUAL SAVINGS
FTE Dollars
$ 0
$ 0
$ 0
$ 0
$ 0
( 5.0)* $ 97,770 *
$ 3,640
$ 1,220
$ 1,590
( 1.0) $ 19,410
( 7.0) $ 145,970
$ 0
T$~ 9l600
DLCosts3 ( DAE, R3/ 27/ 92)
-------------------
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YEHClE 11Tl: E APP\ JCATION AND ISSUANCE
The most common vehicle title transactions originate from sales of Arizona- r8glstered vehicles and
people moving to Arizona with vehicles from other states. Excluding new car dealers. the process for
obtaining or transferring an Arizona license is handled by the MVD on a deeentralized basis. Applications
may be submitted to Title and Registration ( T & R) Program Offices located around the State, although
Maricopa. Santa Cruz and Gila Counties operate their own OffIces.
Production and distribution of all new titles is centralized at T & Rheadquarters. These processes
are administered by the Phoenix Program, along with retention, maintenance and retrieval of T & Rrecords
for all counties. including the three listed above. Portions of the T & R process being addressed in this
recommendation are depicted in the attached flow chart, exhibit 15. Current Process for Obtaining or
Transferring an Arizona Vehicle Title.
A vehicle title Is a legal document which defines the vehicle's identity and the vehicle owner's
identity. It also contains reference to the previous title number or manufacturer's certificate. The back side
is used to convey ownership to a buyer and to indicate If there are any outstanding liens against the vehicle.
Because of the asset value of vehicles, the frequency of resales and the need for the State to discharge Its
duties in a responsible manner, a management emphasis on accuracy and thoroughness is found within the
T & R Program.
In an effort to ensure the accuracy of title applications and the completeness of supporting
documents, current T & Rpolicy requires each clerk to check and verify every transaction Involving a vehicle
title. Additionally, supervisors are required to check samples of each clerk's daHy title transactions. This
does not have to be done Immediately or even within two days. Customers are advised that they will receive
their permanent title through the maD In seven to ten days. It is common practice for T & R headquarters
to hold new titles for at least three and often five days after they are printed. This allows clerks and their
supervisors time to check the transactions and correct any mistakes found. If errors are detected. the field
office can call the Phoenix Program at headquarters and have them pull a title that Is defective or which
should not be issued until further contact Is made with the applicant. However, If necessary, T & Rhas the
authority to cancel the title and so notify the customer.
DOT - 44
When a customer wishes to apply for a vehicle title at one eX the fIek: I offices, the following steps
are taken by the Motor Vehicle Operations Clerk ( clerk): determine the type eX request, review the
supporting documents, ask to see the applicant's identification, and determine If all legal requirements have
been met. The clerk then creates or updates the title record, checks the entry, advises the customer of the
fee or fees required to complete the transaction, and prints out the title appllcation/ temporary registration
form. The last step Is to enter a manual tally after each transaction, phone call or other aetMty.
A critical step In processing a title application Is to document liens against the vehicle. Before
issuing a new title without a lien, proof has to be fumlshed that any prior liens have been satisfied by the
seller; the clerk must also determine If the buyer ( new owner) has established a lien against the new title.
When titling vehicles from out of state, another critical step Is. careful Inspection of the vehicle
identification numbers ( VIN) to prevent stolen cars from receMng an ArIzona title.
As mentioned previously, It Is T & R's policy to delay maUlng new titles to customers. Customers
who need to receive their titles sooner can call In and have them pulled and held for pickup. Based on
comments from Involved staff, an average of about 27 titles are hand- pulled dally from production, with
about 35% being requested by customers and 65% requested by T & R staff. It should also be noted that
new titles are printed, burst, folded, Inserted Into envelopes, sealed, zlp- ecde sorted and bundled for maUing
by noon of the day after the application was processed at a field office. On the other hand. the title
applications and supporting documents do not arrive In Phoenix from field offices until four or five days after
the transactions were completed because of the policy of holding and double- checking them at the office
of origin.
Title applications and supporting documents are processed In Phoenix by the Title Support Unit.
Within this unit, a group of contract employees, named AZTEC, Is assigned to prepare batches of
documents for microfilming. In addition to logging and dating, they pull staples that hold title applications
and related documents together. They make sure all documents are arranged In proper sequence and
directional orientation. They also pullout documents that are not supposed to be timed and then double­band
each batch again to await microfilming. This group Is staffed by seven developmentally handicapped
persons and a job coach.
In addition to the AZTEC group, the Document Preparation area of the Title Support Unit has 14
Microfilm Tech I positions. Five of these are unfunded seasonal positions which have been vacant for
DOT - 45
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several years. The vacant positions used to do the work now being performed by the AZTEC group. The
nine remaining positions rotate duties, i. e. operating the microfilm machines, receiving incoming batches,
preparing reports for the counties, etc.
The TItle Support Unit also Includes the Records Response area. An Intaglio group within Records
Response prints titles and lien releases and prepares them for mallng. Others In Records Response edit
the microfilm and respond to requests for Information or copies of mlcrofllm records. The current record
retention schedule requires the MVD to keep microfilm copies of tItle- reiated documents for 20 years. They
do not actually destroy any rolls untD the end of their twenty- first year. WhDe most of the demand for title­record
information Is for transactions occurring within the past five years, about 19% of the requests are for
vehicle histories, Including those covering older vehicles.
WIthout the artificial delay In maUing, customers would receive their titles within an average of 3
days from the date of application. In that event, It Is likely that many of the customer requests to pull titles
for pickup might be unnecessary. Moreover, delay In delivery by Itself can create work for the MVD. For
example, the customer's address can change during the Intervening period, causing return maU, which then
has to be handled by ADOT staff at least three more times. Another Impact from holding the titles Is that
each request to pull a title involves a minimum of three staff members, one of whom has to be a supervisor,
plus the customer.
Requiring field clerks to keep tallies of transactions and time consumed by their various actMtles
does not add value to the process. Most of the Information duplicates automated reports and this
requirement takes time away from customer service.
Field office staff occasionally overlook entering a new lien on a title application or fall to obtain
proof that a prior lien has been released. In other Instances, Inspections have not detected stolen vehicles
or tampering with the V1N. According to ADOT's Deputy A G. and Risk Management OffIce, these types
of faUures produce most of the tItle- related awards and settlements against the State In tenns of both
occurrences and cost, although other omissions and processing mistakes result In IIabBIty also. Negotiated
settlements In such cases cost the State about $ 66,200 during the preceding twelve months.
DOT · 46
Supervlsorlal sampling and Inspection of derks' output does not eliminate all errors, as evidenced
by the cfalms flied by lien holders and owners due to mistakes. Instead. accountabUIty Is spilt between the
derk and the supervisor, thus holding neither fully accountable and detracting from error prevention. This
practice also diverts the field supervisor's time and attention away from monitoring current operations and
away from personal Involvement In customer service.
Except for date stamping. logging and removing staples, work assigned to the AZTEC group
essentially duplicates what field clerks are trained and expected to do. The annual cost of the AZTEC group
Is about $ 91,000. which is about $ 7,000 less than the cost for the five State employees who had previously
done the same job. AZTEC's presence has helped reduce the microfilming backlog.
Turnover In the Microfilm Tech positions Is high. However, the AZTEC workers have been stable,
effective and have above average work habits. The five vacant seasonal Microfilm Tech positions have not
been used for over three years.
According to IntemaJ coordinators of document requests and the records response supervisor,
requests for Information or copies of title- related documents decline sharply after vehicles are 7 to 10 years
old ( average life expectancy of a car). However, as vehldes get older, the likelihood Increases that the
requester wHl ask for a complete vehlde history. History requests are the most time consuming of all.
ranging from 30 minutes to 4 hours C'n older vehicles, especially If they have had numerous owners.
Furthermore, a 20 year retention schedule exceeds the · essentlal records · reqUirement of A. R. S. 41- 1345,
et seq. Within the MVO context, the need should only be to safeguard vehicle owners, lien holders, sellers
and the State from loss or damages from grossly negligent or criminal acts. Even now, however, given
unlimited staff time and a 20 year retention schedule, complete histories of · c1asslc · cars cannot be provided
to collectors.
We recommend that the Intentional delay In delivery of vehicle titles be abolished. Rather than
maintaining centralized title production and distribution, It Is recommended that field offices be supplied with
controlled batches of Intaglio title forms and authorized to print and Issue new titles to applicants at the
conclusion of their transaction ( see exhibit 16, Revised Process for Obtaining or Transferring an Arizona
Vahide Title).
DOT - 47
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We recommend that quarterly training- updates feature cost of quality Issues, including summaries
of risk management assessments and the CC falures attributable to T & R staff. Supervisors should
reinforce the application of this training in their staff meetings, especially problems regarding liens on title
applications and checking YIN's during Inspections.
Training for clerks should emphasize that each title application Is to be processed accurately and
completely the first time and whUe the customer Is Btli present. Addltlonally, field supervisors should coach
and monitor new employees during application processing until all transactions are consistently completed
correctly. If further automated edits could assist validation and reduce mistakes, that should also be
provided.
We recommend that manual tallies of field staff activities be discontinued and replaced by work
sampling, when needed. Also, experienced field office personnel should have full responsibility and
accountability for quality control of title and registration records they create or update. We further
recommend that the policy and practice of post sampling and inspection of field personnel's dally work
products be allowed only by exception, such as when an employee first returns from a prolonged absence
or when there Is evidence of errors.
We recommend that field office clerks be responsible for placing support documents In the
sequence and orientation prescribed b:' the Title Support Unit. Support documents not needing to be filmed
should not be sent to Phoenix. We also recommend that stapling of transaction documents be discontinued.
Field clerks should paper- clip the small ( old style) lien release to the face of the old title to keep It from being
lost or misplaced. They should also continue to double- band the batch together with the transmittal form.
We also recommend that the AZTEC workers discontinue the duplicate checking and re- sorting
except on damaged batches. In addition, AZTEC workers should be cross- trained, as time permits, to use
the microfilm machines.
We recommend that the five untund9d seasonal Microflm Tech I positions be removed from the
organizational chart. Also, the Phoenix Program should contact AZTEC or simHar organizations and arrange
to have learning disabled persons trained to operate the microfilm machines In the Document Preparation
area. ( The Phoenix Program manager believes that one or two of the present AZTEC workers could easily
transition Into that type of work.)
DOT - 48
We also recommend that the MVD submit a 10 year Records Retention Schedule to the Department
of Ubrary, Archives and Public Records ( L, A & P R) for their approval. This recommendation has received
tentative endorsements from ADOT's Deputy A. G., the ADOT Risk Management Manager and the Asst.
Director, Division of Records Management, loA & PRo
By issuing titles directly to waiting customers, the T & R Program can: Improve customer
satisfaction with the service; eliminate maKing costs and postal returns of titles; reduce FTE's in the Intaglio
production group; stop calls and complaints regarding when customers may expect to receive their titles;
eliminate the Inconvenience to customers who have to come to the Phoenix office to pick up titles which
have been pulled; and avoid interrupting workers and supervisors to locate and pull titles. Field issue of
titles will also make It possible for all customers to receive the same level of service. This results in a cost
savings of three FTE and $ 69,660. In addition, $ 290,670 In postal savings Is realized.
FaUure analysis, In- service training and supervisory support will enable employees to address the
causes and costs of mistakes. When employees are then held accountable, these avoidable costs of quality
( risk management settlements) should decline over time.
By eliminating daUy tallies of activities, field clerks will have more time for customer service. More
importantly, by establishing reliability and accountabUity during the creation of the nevv title record, support
documents will be handled only once, customers will not have to be called back, titles will not have to be
reprinted. and processing should be more accurate and thorough.
If supervisors conduct batch reviews only by exception, It will reinforce employee accountability
for accuracy and completeness. Further, the time now spent by supervisors on reviews will be better
applied to monitoring work in process and improving customer service.
Shifting full accountability for document sequence and orientation to the field will eliminate most
cA the redundant expense occurring in headquarters operations. That will reduce the workload in the
document preparation area to a level that can be handled by two Instead of seven AZTEC workers, thus
saving five FTE and $ 56,960.
DOT - 49
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When the AZTEC workers have been trained to operate microfilm machines. a group of five should
be able to replace four Mlcrofllm Techs and generate net savings of about $ 20.680 per year. Additionally.
they have proven to be reliable and have less tum- over than regLUr employees. Note: the AZTEC contract
sholJd be administered under Outside and Professional Services. not through the MVD payroll.
Reduction of records retention from 20 to 10 years wli save about 250 square feet of storage
space. counting both the MVD Headquarters and the ADOT Engineering Archives where original microfilms
are stored. A greater benefit wUl come from a reduction In the number of extended searches for vehicle
histories on older cars. The film research staff keeps tallies of retrievals which show 3.443 requests for title
histories were filed In 1991. but the time savings from Implementing the reduction In retention could not
accurately be quantified from their records.
Total savings from these recommendations are $ 437.970. made up of a net seven FTE and
$ 147.300 In reduced personal services costs. and $ 290.670 In postaJ service expense reduction ( see
Exhibit 17. Summary of Cost Savings and Benefits for Title and Registration).
Most of these recommendations contained In this recommendation can be Implemented under the
Director's authority and with minor expense.
• Revision of the Records Retention Schedule wUl have to be reviewed and approved by the
Assistant Director, DMsion of Records Management. L, A & PR
• Some field offices may need to add a locked cabinet for storage of Intaglio title forms
• Programming wUl be needed to define the TItle print- routine for field office printers
• T & R's policy and procedural manuals should be revised to reflect these changes.
DOT - 50
CURRENT PROCESS FOR OBTAINING OR TRANSFERRING AN ARIZONA VEHICLE TITLE Exhibit 15
APPLICANT
ENTER AND
TAKE A
NUMBER
FIElD OFFICE
MV OPS CLK
CALL MUMBER AND
DETERM INE TYPE
OF REQUEST
RECEIVE CURRENT
TITLE AND SUPPORT
DOCUMENTS
FIElD
SUPERVISOR
INTAGLIO
TITLE
PRODUCTION
A. D. O. T.
MAIL SYSTEM DOC. PREP. MICROFILM
EDIT AND
RECORDS
RESPONSE
A. D. O. T.
ARCHIVES
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RECEIVE FORM I liMO
DEF ININO
DOCUMENTS AND
ACTlONS NEEDED.
LEAVE TO OBTAIN
-
EXAMINE CURRENT
TITLE
AND DOCUMENTS
- - - - - - - - - - - - - - - - - - -
CURRENT PROCESS FOR OBTAINING OR TRANSFERRING AN ARIZONA VEHICLE TITLE
I FIELD OFFICE I FIElD I INTAOLIO I A. D. O. T. I I I EDIT AND I A. D. O. T.
APPLICANT MV OPS CLK SUPERVISOIt TITLE MAIL SYSTEM DOC. PREP. MICROFILM RECORDS ARCHIVES
PRODUCTION RESPONSE
1 I I~~ ~
11
CALCULATE PRO­RATED
LIEU TIIX
DUE & ADVISE
APPLICANT
c~
I
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I\)
YES PROOBTtEHIISEI')
l'
it
1
CALCULATE VEHICLE
LIEU TAX &
ADVISE APPLICANT
+
CUSTOMER
READS AND
SIGNS
CHECK ID/ DL AND
A~ PLICANT'S PROOF
OF INSURANCE
t
UPDATE OR
CREATE
APPROPRIATE
RECORDS
CHECK," NO
DATA ENTity
OK 7
YES
PRINT APP &
HAVE CUSTOMER
I
,. CHECK & SION
~ ~~ PLICATION FORM
- I~ DE002
03/ 25/ 92
CURRENT PROCESS FOR OBTAINING OR TRANSFERRING AN ARIZONA VEHICLE TITLE
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C'J't
(,.,)
AP.. LICANT
AP.. LICANT
.. AYS
FEE( S)
I
I FIMEVLDOPOS FCFLICKE I SUFPEiERlVD ISOR I INTTITALGELIO I MAAI. LD. OSY. STT. EM I DOC. PRE".
. , PRODUCTION . ,
~
~ ADVISE A.... LICANT
I AMOUNT OF FEE( S)
ENTER n .. E( S) &
AMOUNT( S) Of'
TRANSACTIONS INTO
REOISTER
MICROFILM
EDIT AND
RECORDS
RESPONSE
A. D. O. T.
ARCHIVES
ENTER LICENSE
" LATE II ON FACE
OF CHECK & ENTER
DL II ON lACK.
USE DE.. OSIT STAM"
& VALIDATE THE
CHECK
II
t
DEPOSIT IN
CASH
DRAWER
t
MACHINE VALIDATE
THE TITLE
APPLICAUON 6 DE003
- - - - - - ------- - - - - - ----- - - 0312- 5/ 92
- - - - - - - - - - - - - - - - - - -
o
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CURRENT PROCESS FOR OBTAINING OR TRANSFERRING AN ARIZONA VEHICLE TITLE
I FIELD OFFICE I FIELD I INTAGLIO I A. D. O. T. I I I EDIT AND I A. D. O. T.
APPLICANT MV 01' 5 CLI SUPERVISOR TITLE MAIL SYSTEM DOC. PREP. MICROFILM RECORDS ARCHIVES
PRODUCTION RESPONSE
9 LEAVE WITH OIVE APPLICANT
TEMpOItARY COPY .2 OF TITLE
REGISTRATION ~ APPLICATION FORM
'-'- C' ., IF APPLICABLE,
NEW TAB OR NEW
PLATE AND TAB
~ ~ r ITLE BY MAIL kEEl' COPY .1 AND
IN 7 - Ie SUPPORT DOCS IN
DAYS PROPER SEQUENCE
~
'~ ETAIN CO~) I'
.3 WITH
VALIDATION
RECEIPTS
BY BATCH
UPDATE MANUAL
TALLY OF
TRANSACTIONS
( AT END OF DAY)
RUN TOTALS OFF
VALIDATOR AND
TERMINAL. - RECONCILE ALL
TRANSACTIONS
AND CASH
NO
RECONCILE
7
YES
..
I DE00..
03125/ 92
CURRENT PROCESS FOR OBTAINING OR TRANSFERRING AN ARIZONA VEHICLE TITLE
APPLICANT
FIELD OFFICE
MV OPS CLK
((
FiElD
SUPERVISOR
INTAOLIO
TITLE
PRODUCTION
A. D. O. T­MAIL
SYSTEM DOC. PREP. MICROFILM
EDIT AND
RECORDS
RESPONSE
A. D. O. T.
ARCHIVES
STAPLE APP AND
SUPPORT DOCS
TOGETHER
COMPLETE REPORTS I ' ~
AND TRANSMITTAL r7""'"
FORMS •
GET COMPUTER OPS
INSTRUCTIONS &
START PRINT RUN
SIGN ON & ENTER
TITLE/ LIEN PRINT
PROGRAM
OBTAIN TITLE
FORMS FROM VAULT
& INIT IAL HE
PRINTER
PICK UP TITLE
APP BATCHES FROM
POST OFFICE AM
BABYSIT
PRINTER
-.
--.
+
+
( NEXT MORNINO)
If
+
COMPLETE DAILY
REPORTS AND
RECONC IL IATlON
( BALANCE OF PROCESS
NOT SHOWN)
d SUPERVISOR PULLS
1? 1 AND SPOT CHECKS
10X OF
TRANSACTIONS
SION OFF
T & R
SYSTEM
AT END OF
DAY -.
+
+
~ ETAIN7
DAILY ' i- ( AFTER 3- 4 DAYS)
BOX & SEND DAILY
BATCHES TO PHX
CJ o -- I
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ct." n
SEMI­AUTO
BURST
FOLD
INSERT
AND SEAL
ENVElOPES
If • BUNDLE BY
ZIP CODE -.
- - - - ----- -- -- - - - --~--- ------
PREPARE CART FOR
PICK UP BY
MAIL SYSTEM -.
DELIVER INCOMING I .~
T~ l~~ H~~ P ~
- r
l( j
RECEIVE BATCHES
INTO SORT
AREA
~ DEees
03125/ 92
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~
CURRENT PROCESS FOR OBTAINING OR TRANSFERRING AN ARIZONA VEHICLE TITLE
I FIelD OFFICE I FIELD I INTAGLIO I A. D. O. T. I I I EDIT AND I A. D. O. T.
APPLICANT MV OPS CLl SUPERVISOIt TITLE MAIL SYSTEM DOC. PREP. MICROFILM RECOltDS ARCHIVES
PRODUCTION RESPONSE
9 ~
PICK UP OUT- RECEIVE MARICOPA
GOING TITLESI CO. & FED. EXPS.
LIEN RECEIPTS APPS VIA COURIER
~ ~
DELIVER TO RECORD
U. S. POST DATE, TIME. &
OFFICE QTY. ON RECE IVER
~ PL1CANT T ~
ItECElVES TITLE
& LElN HOLDER
GETS LEIN RECEIPT REMOVE STAPLES.
CHECK SEQUENCE &
• OF TRANSACTIONS
VS. TRANSMITTAL.
SMOOTH. ORIENT
DOCS FOR
MICROFILMING.
ADD BATCH
SHEET AND RE- BIND
~
SUBM IT BATCHES
TO MICR0-
FILM
• MICROFILM
TRANSACTIONS IN
SEQUENCE BY
OLDEST DATES &
BATCH
YES
RETURN TO
PREP SUPERVISOR ~ PROBLEMS
TO RESOLVE 1
NO
COMPLETE BATCH
SHEET AND LOO
SHEET
6 DE006
03125/ 92
o~
I
01 ......
CURRENT PROCESS FOR OBTAINING OR TRANSFERRING AN ARIZONA VEHICLE TITLE
I FiElD OFFICE I FiElD I INTAGLIO I A. D. O. T. I I I EDIT AND I A. D. O. T.
APPLICANT MV OPS CLK SUPERVISOR TITLE MAIL SYSTEM DOC. PREP. MICROFILM RECORDS ARCHIVES
PRODUCTION RESPOMSE
9
RELOG BATCHES
FOR TEMPORARY
STORAOE
• \. STORE. f Y AT END OF
MF ROLL
SEND ROLLS TO
L & A FOR
DEVELOPMENT
t
RETURN DEVLOPED SCAN AND
ROLLS TO MF EDIT FILN
EDITORS
'" <$:, PA~ S
NO
NOTE PROBLEMS &
BLIP COUNTER ON f.-
FILN. ENTER ON
PROBLEM LOG
I
• RECEIVE PROBLEM - LOG. PULL DOCS
FROM BATCH
t
MICROFILM AOAIN.
KEEP RERUN
LOG
8 6 GJ DE007
03/ 25/ 92 - - - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - -
o~
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OJ
CURRENT PROCESS FOR OBTAINING OR TRANSFERRING AN ARIZONA VEHICLE TITLE
AI'I'UCANT ' I' FMIEVlDOf'SOFCFLICKE I SUFI'EIERLVD ISOR I INTTITALGELIO I MAAI. LD. OS. YT. STEMIDOC. I. REI.. I MICROfILM I EREDCITORDANSD I AAR. DCH. OIV. TES.
I'RODUCTION RESPONSE
'~ "
REPEAT REI'EAT
FILM EDIT CHECKS
DEVElOPEMENT
", A~
L.-------..----~_ l I'ASS 7 }----'
SEND EDITED ROLLS
TO L & A TO BE
DUPLICATED
t
SEND DUI'LICATE
MF ROLLS TO t 2. YEARS
SAFEK~ EI'ING I V
RE~~~ L~ R: gI=~ L t
RECORDS \. ~ ; /
\~ TORE/. ! R'yE~~~ EVAL
BOEXNT• ER ")
INTO TERMINAL
ENTER MRN RECEIVE REQUEST
FR~ M TRANSMI~ AL CO~~~ SI~~ O~ S
· t t
COMPUTER PROGRAM
ADDS REF .' 5 TO DETERMINE REF /
APPROPRIATE ROLL • FROM
TITLE/ REGIS COMPUTER RECORD
RECORDS
t
@~ PULL ROLL. FIND
AND RUN COPIES.
PULL AND KEEP LOG
SEND
ORIGINAL DOCS 1
TO TRASH ,
\ RETURN /
\ ROLLJ
TO STG. V DE008
03/ 25/ 92
REVISED PROCESS FOR OBTAINING OR TRANSFERRING AN ARIZONA VEHICLE TITLE Exhibit 16
... PPlIC... NT
ENTER "' ND
T"' KE ...
NUMBER
FIELD OFF ICE
MV DPS ClK
C... lL NUMBER "' ND
DETERMINE nl'E
OF REQUEST
RECEIVE CURRENT
TITLE "' ND SUPPORT
DOCUMENTS
FIELD
SUPERVISOR
INTAGLIO
TITLE
SUPPORT
A. D. O. T.
M"' IL SYSTEM DOC. PREP. MICROFILM
EDIT "' ND
RECORDS
RESPONSE
.... 0.0. T.
ARCHIVES
oo
'- 1
I
( 11
CO
RECEIVE FORM I IINO
DEFINING
DOCUMENTS "' ND
"' CTIONS NEEDED.
LE"' VE TO OBT"' IN
EXAMINE CURRENT
TITLE
"' ND DOCUMEMTS
- - - - - - - - - - - - - - - - - - -
REVISED PROCESS FOR OBTAINING OR TRANSFERRING AN ARIZONA VEHICLE TITLE
AI'I'LICANT I FIELD OFFICE I MV OI'S ClIt
FIELD
SUPERVISOR
INTAGLIO
TITLE
SUPPORT
A. O. O. T.
MAIL SYSTEM DOC. PREP. MICROFILM
EDIT AND
RECORDS
RESPONSE
A. O. O. 1.
ARCHIVES
~~ ~
CALCULATE 1' 110­RATED
LIEU lAX
DUE I ADVI~ E
API'LICANl
CALCULATE VEHICLE
LIEU TAX I
ADVISE APPLICANT
I
o
~
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C7l o
' 4 ~ , YES
YES ,/ OTHf~ RI I'ROBU'MS
?
~ I
CHECK ID/ DL AND
AI'PLICANT'S PROOF
OF INSU, RANCE
Upg:~~ T~ R'lt
APPROPRIATE
RECORDS I
CHECK""," NO
DATA ENTRY
OK ?
YES
DE102
03/ 31/ 92
ADVISE APPLICANT
I AMOUNT OF FEE( S)
'-- 18 I I I I I , , •
oo
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O... J.
REVISED PROCESS FOR OBTAINING OR TRANSFERRING AN ARIZONA VEHICLE TITLE
I FlElD OFFICE I FIELD I INTAGLIO I A. D. O. T. I I I EDIT AND I A. D. O. T.
APPLICANT MV OPS ClK SUPERVISOR TITLE MAIL SYSTEM DOC. PREP. MICROFILM RECOIIDS ARCHIVES
SUPPORT RESPONSE
9 CUSTOMER PRINT APP & HAVE
READS AND ~ CUSTOMER CHECK &
SIGNS I SIGN APPLICATION
I
ENTER TYPECS) &
AMOUNTCS) OF
TRANSACTIONS INTO
REGISTER
~ CHECK
1
ENTER LICENSE
PLATE • ON FACE
OF CHECK & ENTER
DL • ON I! ACK.
USE DEPOSIT STAMP
& VALIDATE THE
CHECK
I
t
DEPOSIT IN
CASH
DRAWER
~
MACHINE VALIDATE
THE TITLE
APPLICATION 6 DEI03
03/ 31/ 92 - - - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - -
oS I
en
N
REVISED PROCESS FOR OBTAINING OR TRANSFERRING AN ARIZONA VEHICLE TITLE
I FiElD OFFICE I FIELD I INTAGLIO I A. D. O. T. I I I EDIT AND I A. O. O. T.
APPLICANT MV OPS CLK SUPERVISOR TITLE MAIL SYSTEM DOC. PREP. MICROFILM RECORDS ARCHIVES
SUPPORT RESPONSE
((
ORDER PIO OF I IMTAGLIO TITLE
t
GIVE APPLICAMT
COpy . Z OF TITLE
APPLICATION FORM
&, IF APPLICABLE,
MEW TAB OR NEW
PLATE AND TAl
t
KEEP COPY .1 AND
SUPPORT DOCS IN
PROPER SEQUENCE
t
"' ETAIN C~ vf n WITH
VALIDATION
RECEIPTS
BYyH
APPLICANT +--
GIVE APPLICANT
LEAVES WITH INTAGLIO
TEMP TITLE
REGISTRATION,
NEW TITLE &
TABS I PLATE
~ ( AT END OF DAY)
RUN TOTALS OFF
VALIDATOR AND
TEIIMINAL. - RECONCILE ALL
TRANSACTIONS
AND CASH
NO
RECONCILE
?
YES
.. DEI04
03/ 31/ 92
..~_.~~-._"--""""_.'"-~'~_.
REVISED PROCESS FOR OBTAINING OR TRANSFERRING AN ARIZONA VEHICLE TITLE
APPLICANT
FIELD OFFICE
MV OI'S ClK
((
FIELD
SUPERVISOII
INTAOlIO
TITLE
SUPPORT
A. D. O. T.
MAll SYSTEM DOC. PREP. MICIIOFILM
EDIT AND
RECORDS
RESPONSE
A. D. O. T.
ARCHIVES
I'APEII CLIP lIEN
RELEASE TO OLD
TITLE. CHECK
TIIANSACTIOMS FOil
PROPEII SEQUENCE
AND DOC
ORIEN, TATION ( ON MOMDAY AM)
PICK UP TITLE
API' BATCHES FROM
POST OFFICE AM
t
BABYSIT
PRINTER
--.
-.
--.
HAVE COMPUTEII
OPS START
PRINT RUN
lOAD lIEN
RECEIPT FORMS
& INITIALIZE
PRINTER
SION OM & ENTEII
LIEN PRINT
PROGRAM
- l
SEMI­AUTO
BURST
INSERT
AND SEAL
ENVELOPES
1
NOTIFY T & II NO
AND APPLICANT IF
ERROII ON TITLE IS
FOUND
( llAlANCE OF I'IIOCESS II I NOT SHOWN)
~ I SUPEIIVISOII PULLS
rrI AND SPOT CHECKS
TRANSACTIONS BY
EXCEPTION
• COMPLETE DAllY
~ REPORTS ANO
• IIECONCIlIATION
f
~ ETAIN /
DAILY
~
•
NEllT DAY
BOll & SEND
IlATCHES TO PHil
COMPLETE IIEI'ORTS
AND TRANSMITTAL
FORMS
oQ
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en
W
• BUNDLE BY
ZIP CODE
•
• PREPARE CART FOR
PICK UP BY
MAIL SYSTEM
- - DEI0S
03/ 31/ 92 - - - - - - ~ - -
RECEIVE BATCHES
INTO SORT
AREA
~
8
DELIVER INCOMINO
TITLE API'
BATCHES
- - - - - -
- - - - - - - - - - - - - - - - - - -
o
5:
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~
REVISED PROCESS FOR OBTAINING OR TRANSFERRING AN ARIZONA VEHICLE TITLE
I FIELD OFFICE I FIelD I INTAOLIO I A. Il. 0. T. I I I EDIT AND I A. D. O. T.
APPLICANT MV ors CLK SUI'ERVISOft TITLE MAIL SYSTEM DOC. PREP. MICROFILM RECORDS ARCHIVES
SUPPORT RESPONSE
(~~~) ~
RECEIVE MARICOPA
PICK UP OUT- CO. & FED. EXPS.
GOING LIEN API'S VIA COURIER
RECEIPTS
~ ~
IIECORD
DELIVER TO DATE, TIllE, &
U. S. POST QTY. ON RECEIVEII
I I OFFICE
LEIIl HOLDER
GUS LE IN RECEIPT I ~
REMOV~ IIUBBER
BANDS & PAPER
CLIPS.
ADD BATCH
SHEET AND RE- BAND
~
SUBMIT BATCHES
TO MICR0­FILII
t
IIICROFILM
TRANSACTIONS IN
SEQUENCE BY
OLDEST DATES &
BATCH
YES
RETURN TO
PREP SUPERVISOR PROBLEMS
TO RESOLVE 1
NO
COMPLETE BATCH
SHEET AND LOG
SHEET
~ ",.. 03/ 31/ 92
REVISED PROCESS FOR OBTAINING OR TRANSFERRING AN ARIZONA VEHICLE TITLE
o
~
I
en
01
APPLICANT
FIElD OFFICE
MV OI'S ClK
FIELD
SUPERVISOII
INTAGLIO
TITLE
SUPPORT
A. D. O. T.
MAIL SYSTEM DOC. PREP. MICItOfIlM
9 ItElOG BATCHES
fOR TEMPOItAlty
STORAGE
~
+\. STyOltE /
AT END OF
Mf ROll
SEND ROLLS TO
L & A FOIl
DEVELOPMENT
t
ItETUltM DEVLOPED
ROLLS TO MF
EDITORS
EDIT AND
ItECORDS
RESPONSE
SCAN AND
EDIT fIlM
A. D. O. T.
ARCHIVES
~: :,.. ~
NOTE PItOBlEMS &
BLIP COUNTER ON H- ­FILM.
ENTER ON
PROBLEM LOG
I
+
RECEIVE PROBLEM
~ lOG. PULL DOCS
FROM BATCH
t
MICROFILM AGAIN.
KEEP RERUN
LOG
- -- --...... - - - ~~
-........ L... -- ---'- -~- ----- --- ----'- I7 - .-... . fJ - ... - ~ DEI0? . ft •• 03/ 3_
- - - - - - - - - - - - - - - - - - -
oS I
eenn
REVISED PROCESS FOR OBTAINING OR TRANSFERRING AN ARIZONA VEHICLE TITLE
I FIElD OFFICE I FIElD I INTAGLIO I A. D. O. T. I I I EDIT AND I A. D. O. T.
APPLICANT MV OI'S CLK SUPERVISOR TITLE MAIL SYSTEM DOC. PREP. MICROFILM RECORDS ARCHIVES
SUPPORT RESPONSE
7 ~ 711
REPEAT REPEAT
FILM EDIT CHECKS
DEVElOPEMENT
", A~
+
PASS 7
SEND EDITED ROLLS
TO L & A TO BE
DUPLICATED
t
SEND DUPLICATE
MF ROLLS TO t 1. YEARS
SAFEKEEPING
~
REFER ORIGINAL
ROLLS TO MF t
RECORDS \~ ETAIN , f
~ FOR 11 YEARS
Rym • DESTROY
AFTER 11
ENTER ')
YEARS
IlOX.
INTO TERMINAL
ENTER MRN RECEIVE REQUEST
FR~ TRANSMI~ AL FOR INFO OR
COI'IES OF DOCS
~
~
COMPUTER PROGRAM
ADDS REF .' S TO DETERMINE REF I
APPROPRIATE ROLL. FROM
TITLE/ REGIS COMPUTER RECORD
RECORDS
~ .- L PULL ROLL. FIND
AND RUN COPIES.
PULL AND KEEP LOG
SEND
ORTIGOINTARLASHDOCS t
,\~ TUR~/ - ROLL TO STG. V DE108
03/ 31192
Exhibit 17
SUMMARY OF COST SAVINGS AND BENEFITS FOR TITLE AND REGISTRATION
Annualized Savings
Recommendations Types of Benefits Dollars FTE's Grade Oraanlzational Unit
Issue Titles Directly to Cost Savings $ 24,860 1 G12 Intaglio Title Prod'n
Customers at Field Offices Cost Savings $ 44,800 2 G11 Intaglio Title Prod'n
Cost Savings ( Mail) $ 290,670 ADOT Mail System
Document Preparation:
Reduce AZTEC Prep from 7 to 2 Cost Reduction $ 56,960 5 G01 AZTEC/ Doc'mt Prep
0 Eliminate 5 AZTEC positions
0
- t
I
0--) l Microfilm:
Replace 4 MF Tech I's Cost Reduction $ 20,680 ( 1 ) G01 Document Microfilm
with 5 AZTEC Workers
( Savings from differential
between MF Tech and AZTEC
Salaries)
TRSaves, DAE, 3/ 27/ 92
.... · TOTAlS: · · •• · · · ••. · $ 431,970< ... 1 Title Support Unit
-------------------
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fUEl. MANFESTS
Distributors who Import fuel Into Arizona must tie a monthly report with the Motor Vehicle Division
identifying the amount of fuel distributed and the destination within Arizona. From this report, tax Is collected
and the county distribution Is calc1Jated.
The DMsion receives a comprehensive pipeline report on a monthly basis which reflects activity
date, delivery destination, shipper, fuel product and number of barrels. The Accounting staff performs a
desk audit function, matching Information reported by the distributor to the pipeline report. Approximately
90% of all Imported fuel Is by pipeline.
• In order to do this, barrels must be manually converted to gallons and Information by
distributor must be located throughout the report since the report Is sorted by date.
Motor carriers that truck fuel Into the State must complete an Arizona Fuel Manifest, providing the
distributor's name and account Information, the carrier's Information and destination Information. This
prenumbered fonn Is given to the Port of Entry when the carrier enters the State. The Port personnel
endorse the Manifest by writing In the date, time, Port location, officer name, and badge number. The Port
then forwards the Manifest to the MVD Accounting OffIce. The Accounting OffIce clerk ties each manifest
by distributor, by pre- printed Manifest number.
The Accounting staff audits approximately 10% of all distributor accounts annually.
Approximately 7,000 manifests are received monthly, taking one FTE to tie the documents.
Based on three minutes of Port OffIcer time to evaluate and certify the Manifest, 4,200 hours of staff
time Is spent at the Ports annually, amounting to fractional FTE savings by Port ( see Recommendation,
entitled · Port of Entry cash Handling, · and Exhibit 59, Fractional FTE Savings at Ports of Entry).
Based on 7,000 manifests monthly, taking five minutes per manifest, the distributors are spending
7,000 hours annually to complete the required documents.
DOT - 68
Based on 50 minutes of accounting staff time per report to convert barrels to gallons, an annual
total of 10 hours are spent. It Is estimated that an additional 10 hours Is spent annually on locating
information for a specific distributor within the report. This amounts to $ 196 annually.
We recommend that the ArIzona Fuel Manifest be discontinued. The pipeline report can be used
for the 10% sampling audit since 90% of all fuel Imported Into ArIzona Is identified on the report.
• Currently we are requiring the distributor to report Imported fuel at point of entry and later
on the distributor report. In essence, the DlvIslon Is auditing two unconfirmed records of
total fuel. Manifests can be used for destination of fuel, though not all Manifests are
captured at the Ports since the Port may be closed when the tanker enters the State.
We further recommend that the pipeline report be expanded to Include gallons of fuel. The report
should also be sorted by distributor rather than by date.
The recommendation would save one Typist, amounting to an annual savings of $ 20,559. In the
Accounting Unit. Department savings of Manifest printing and maKing expenses would also be realized.
Fractional FTE would be saved In the Port of Entry System when combined with savings from the
Recommendation, · Port of Entry Cash Handling. ·
In addition, distributors would save 7,000 hours annually that currently are spent on completing the
Manifest and tracking prenumbered forms. At approximately $ 10 per hour, distributors spend $ 70,000 per
year.
Implementation could occur as soon as A. R. S. 28- 1515.01 and 1516 are repealed.
It Is not known If elimination of the Manifests would result In a decrease In the accuracy of report
Information provided by the distributors on a monthly basis for fuel which Is distributed by trucks.
DOT - 69
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fI EFT BlWNG AND RENEWAL
The Ucenslng Unit In the Revenue/ Motor CarrIer Programmthe MVO Is responsible for the annual
vehicle registration blllng of two permanent fleets. These fleets consist of one thousand or more marked
vehicles owned by a person/ company registered In ArIzona. Ucenslng also processes the annual
registration renewaJ and billing for three allocated fleets. These are defined as one- way rental trucks and
tralers with prorated registration between two or more states based on percentage of operation In ArIzona.
These fleets have between two hundred and six hundred vehicles.
Although there are some variations, annual renewal and/ or bUling Is generally handled as follows
( see Exhibit 18, Permanent Fleets Annual BUling Process - Current, and Exhibit 19, Allocated Fleets Annual
Renewal - Current):
• Ucenslng Unit staff forward a printout to the customer. The printout displays a list of all
vehicles registered for the customer, including vehicle Identification number, license plate,
and tab
• The customer reviews the printout for errors, makes necessary corrections, and returns the
printout to the Ucenslng Unit. This step Is taken to clean up the database, which has been
consistently Inaccurate
• Unit staff enter the corrections Into the Title and Registration database and request another
printout. ( UntU this year, the printout was sent to the permanent fleet customers for a
second correction process)
• Billings are calculated based on the second printout. They are calculated manually
because the system does not provide a total by county. In addition, a $ 4.00 Commercial
Registration Fee Is automatically Included by the system, even when the fee should not be
charged. Commercial Registration Fees must be reviewed and subtracted, as necessary
• The customer receives the printout along with the bUl
DOT - 70
• The Title and Registration database Is updated upon receipt of payment No further
processing Is required for permanent fleets, as their tabs and registration cards are
permanent.
The process for the allocated fleets differs from the permanent fleets as follows:
• Companies with allocated fleets pay an Additional Highway Use Tax In addition to the
Vehicle Ucens8 Tax ( VLT). In accordance with statute, these companies may not be
charged the full rate for both. They are first assessed the VLT. If the fee Imposed under
the Additional Highway Use Tax exceeds the VLT, the amount In excess of the VLT Is
assessed as the Additional Highway Use Tax. The computer generated bUling Includes the
full rate for both taxes. Staff must then correct each registration using a manual process
before sending them to the customer
• The tabs and registration cards are Issued for each vehicle and forwarded to the customer
• The Title and Registration database Is updated
After the initial bUl has been forwarded, there may be supplemental bUls and/ or notification of
credits based on errors identified subnquent to the initial baling.
WIthin the next few months, the Ucensing Unit will assume responsibUlty for thirteen fleets of
passenger rental cars. The process for their renewal Is expected to be slmUar to that used for the allocated
fleets, I. e. they will receive new tabs and registration cards for each vehicle annually. Staff anticipate that
these fleets will have a total of 2,600 to 3,900 vehicles - or two to three hundred vehicles each - with
approximately 30,000 to 40,000 transactions annually due to the frequent turnover of entire fleets.
The current process leads to the following results ( see exhibit 20. Permanent Reel Renewal Process
- Current vs. Proposed, and exhibit 21, Allocated Reet Annual Renewal Process - Current vs Proposed):
• Staff were spending a total of one hundred and twelve hours correcting errors in the
database dUring each renewal/ billing period - or $ 1,600. ( Staff report that through ongoing
efforts to clean up the database, this time has now been cut to eighty hours.)
DOT - 71
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• Correcting and hand calclMtlng each bli took approximately fIfty- five hours - or about
$ 800 - each reneY181/ b11l1ng period
• Recalculating the fees on each allocated fleet vehicle registration card takes approximately
one hundred and twelve hours of staff time - totalling approximately $ 1,600
• If the thirteen rental car fleets were handled using the current practice ( see Exhibit 22,
Rental Car Reet Annual Renewal Process - Current V8 Proposed), It WOlid take the
Ucenslng Unit approximately eighty hours to correct the TItle and Registration printout,
thlrty- eight hours to prepare the billng, and up to 325 hours to correct Individual
registrations - for a total of 443 hours or approximately $ 6,400.
We contacted four of the five fleets to ascertain the Impact of this process on their operations. The
fifth fleet Is on a completely different system and Is not comparable. Three of the four fleet companies
responded to our Inquiry and estimated that they spend a total of up to 544 hours and $ 6,250 revl8' NIng the
prlntout( s) and correcting errors during a renewal/ blllng ( see Exhibit 23, Reet Annual 6111ng and Renewal).
Although customers reported that there has been Improvement over the last few years, they stUI have little
confidence In the accuracy of the data.
• If we were to extrapolate this customer Impact to the thirteen rental car fleets based on the
number of vehicles and transactions anticipated, the approximate Impact Is an additional
3,432 customer hours and $ 39,674 ( see Exhibit 24, Rental Car Reet Renewal Costs ­Extrapolation).
The process for annual fleet renewaI/ bUling could be streamlined through data purification, process
modlficatlons, and program revisions as follows:
• Data should be purified to ensure correction and continued accuracy. This can be
accomplished through:
Concentrated effort to do a one time clean up of the database
DOT - 72
Arrive at an agreement with the customer that fleet data are accurate
Ongoing kJentlfleation and analysis of errors and their cause
Blmlnatlon of errors kJentlfled through corrective action
Provide the training necessary to ensure that staff process day to day maintenance
transactions accurately
• The Title and Registration Program should be revised to:
Calculate totals by county
Provide a cumulative total for each customer
Apply the Commercial Registration Fee accurately
Calculate VLT and Use Tax accurately
• Once data purification and program revisions are completed. the following process
modifications should be made:
Discontinue the practice of sending the customer a pre- bOling printout for review
Forward a tape with vehicle Information along with the bYl to the permanent fleets
so the companies can run a tape match If they choose to verify the data ( ISG
reports that permanent fleets are already set up to do tape matches); provide a
printout with the bUl for allocated and rental car fleets
During the design of Enterprise. the MVD may want to consider establishing tape
matches for all fleet operations.
Exhibit 25. Permanent Fleets Annual Billing Process - Proposed, and Exhibit 26. Allocated Fleets
Annual Renewal - Proposed, display the proposed processes for annual bOling/ renewal of permanent and
allocated fleets.
DOT - 73
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CUstomers Interviewed estimated that, If the data were accurate, they wolJd save a combined total
of approximately $ 3,800 ( see exhibit 27, Fleet Processing Modifications Industry savings). Extrapolation to
Include the rental car companies Increases the estimated public savings to $ 27,600.
Implementation of these recommendations represents a cost savings of .4 FTE annually for all
fleets, existing and planned, and wli require programming and testing costs, which were estimated to be
between $ 986 and $ 2,204. These T & R Program revision costs are broken down as follows:
• Cost for calculating the bill by county was estimated between $ 290 and $ 580
• Cost for correctly applying the Commercial Registration Fee ranged from a minimum of
$ 464 to a maximum of $ 1,160, depending on the complexity of the data to be evaluated
• Cost for correctly calculating Vehicle Ucense Tax and Use Fee was estimated to be
between $ 232 and $ 464.
However, no FTE savings will result from this Recommendation because of the FTE being tractional.
To successfully Implement these recommendations:
• A temporary group may be needed to purify the database
• A review of error types wli be necessary to design relevant training sessions.
DOT · 74
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Exhibit 18
P~ GE 1 OF 2 P~ GES
RECEIPT CONTROL
SYSTEM
CORRECTIONS
VEHICLE
PRINTOUTS
,
GENERATE )
VEHICLE
PRINTOUTS
)
T & R SYSTEM
PROCESS
REQUEST
1. S. G.
VEHICLE
PRINTOUTS
CORRECTED
PRINTOUT
REQUEST
VEHICLE
PRINTOUTS
VEHICLE
PRINTOUTS
T & R
CORRECTIONS
IIAOE
L, ICENS ING UN IT
AZ DEPARTMENT OF TRANSPORTATION
PERMANENT FLEETS ANNUAL BILLING PROCESS - CURRENT
CUSTOIlER
REVIEWS ~ NO
CORRECTS
PRINTOUT
CUSTOIlERS
CORRECTED
PRINTOUT
RETURNED TO
~
VEHICLE
PRINTOUT
"'---" ,,--.....
REQUEST
VEHICLE
PRINTOUTS
PROCESS
REQUEST
GENERATES
VEHICLE
PRINTOUTS I
I
VEHICLE
PRINTOUT
CUSTOIlER
REVIEWS AND
CORRECTS
PRINTOUT
CORRECTED
PRINTOUT
RETURNED TO
~
VEHICLE
PRINTOUT
CORRECTED
PRINTOUT
VEHICLE
PRINTOUTS
DOT - 75
VEHICLE
PRINTOUTS
V201~ A
I
I
I
)
I
I
AZ DEPARTMENT OF TRANSPORTATION
PERMANENT FLEETS ANNUAL BILLING PROCESS - CURRENT
PAGE 2 OF 2 PAGES
RECEIPT CONTROL
,
PAYIIENT
AND
BILL I'
...... JI-""
1. S. G. T & R SYSTEM
HAND
CALCULATE
IILLING
LICENSING UNIT
IIll AND
PRINTOUT
TO I"-
~
,
,
r- I-'-----, I
PAYIIENT 1------.. PAYIIENT J-:--.:----......,~----":_----+-----__:-_+ t
AND BILL .., J AND BILL N
~ ~
,
CUSTllIlERS
IILL
AND
PRINTOUT .., J
""--'~
CUSTllIlER
--+ REVIEWS BILL
AND
PRINTOUT
I
II
I
I
I
I
I
RING IN
PAYIIENT
WITH
BATCH II
ON BIll
I
f
I
BILL
WITH
BATCH II
'\
T & R ' I-.....---.::-.---+----,;...--+<
UPDATED I
j
SYSTEM
UPDATED
BILL
TO
LICENSING
I
I
-+- BILL/ CREDIT
YES
~-----------{ SUPPLEMENTAL I BILL OR
CREDIT?
I
NO
I
j DOT- 76
V201" B
AZ DEPARTMENT OF TRANSPORTATION
ALLOCATED FLEETS ANNUAL RENEWAL - CURRENT
Exhibit 19
PAGE 1 OF 2 PAGES
CUSTOIlERS
VEHICLE
PRINTOUT
~..............
CUSTOIlER
REVIEWS AND
CORRECTS
PRINTOUT
CORRECTED
PRINTOUT
RETURNED TO
~
LICENSING UNIT
REQUEST
VEHICLE
P