June 2009

Division

Performance
Results
Janice K. Brewer, Governor
John S. Halikowski, Director – Arizona Department of Transportation
Stacey K. Stanton, Director – ADOT/Motor Vehicle Division

FY 2008 Strategic Plan, Division Performance Results
Arizona Department of Transportation, Motor Vehicle Division

Page i

MVD Vision
Making a difference by setting customer commitment at its highest level.

MVD Mission
MVD supports Arizona through licensing, vehicle credentialing, revenue collection, safety programs, and
by promoting compliance with transportation laws.

MVD Goals
•
•
•
•
•
•

To promote public safety and protection through regulation, licensing, and the administration of
transportation laws.
To improve customer service.
To promote safety and security in the workplace.
To develop a high-performing, successful workforce.
To increase the use of electronic service delivery.
To promote the efficient generation, collection, and management of revenues to meet public needs.

MVD Values
•
•
•
•
•
•
•
•
•

Create a safe work environment.
Recognize and respect the value of our lives outside ADOT/MVD.
Promote continuous improvement.
Produce quality work with pride.
Exhibit integrity and respect.
Exercise personal accountability.
Protect and conserve resources.
Provide excellent customer service.
Develop and maintain professionalism.

FY 2009 Strategic Plan, Division Performance Results
Arizona Department of Transportation, Motor Vehicle Division

Page i

MVD Programs
The Director’s Office (DO) provides leadership and assistance in legislative, government, public information and community relations, constituent
services, information systems support, human resources, and Special Border Projects.
¾ Contacts: Stacey K. Stanton, Division Director, Phone (602) 712-8152
The Customer Service Program (CSP) consists of 61 statewide customer service locations, the Title Production Unit, Driver License Central
Production unit, and the Abandoned Vehicle Unit. Through these areas, CSP provides mandatory insurance verification, voter registration services,
organ donation program enrollment, selective service information collection and distribution, citizen advisement, and the collection of delinquencies
and restitution liens on behalf of and in conjunction with the traffic ticket enforcement assistance program, state and local courts, the Departments of
Economic Security and Revenue, County Assessor’s/Treasurer’s office, and other agencies. Services are provided to all segments of the population,
from infants to the elderly in need of State Identification Cards to the issuance of Driver Licenses and ownership documents to private citizens,
government entities, commercial companies and financial institutions. Responsibilities and services include extensive documentation review for
compliance with state statute and federal guidelines and fraud detection, the collection and reconciliation of fees, conducting vehicle inspections,
administering driver knowledge and skill testing, registration/driver license reinstatements, permit issuance, and providing the highest degree of
quality customer service.
¾ Contact: Holly Bowers, Assistant Division Director, Customer Service Program, Phone (602) 712-8968
Competitive Government Partnerships (CGP) is responsible for establishing business relationships with public and private sector partners to
enhance delivery of MVD services. The program focuses on developing new and convenient ways for Arizona citizens and businesses to do business
with MVD through authorized third party providers and e-government services. In addition to responsibility for the Third Party Program and
ServiceArizona, the e-government channel, CGP licenses and provides oversight to motor vehicle dealers, traffic survival schools, professional
driving schools, high school driver education programs, and motorcycle training schools. CGP also administers electronic delivery of motor vehicle
records to authorized commercial and government agencies and coordinates criminal record checks on private sector applicants. In carrying out its
responsibilities, CGP develops intergovernmental relationships with state and local agencies, such as the Department of Environmental Quality,
Department of Education, Secretary of State’s Office, Governor’s Information Technology Agency, Arizona Office of the Courts and law
enforcement agencies.
¾ Contact: William Raiford, Assistant Division Director, Competitive Government Partnerships, Phone (602) 712-7969
Division Operational Support Services (DOSS) assists division-wide initiatives by developing and writing policies and rules, operating five public
information call centers and one technical support call center that provides support to field offices. Records management is handled through six
distinct units: microfilm and document imaging, data entry of citations and court abstracts; DUI, criminal, and fraudulent records; certification of
records, including the photo lab and film research. Mandatory Insurance and Financial Responsibility and Ignition Interlock Device Unit are now two
distinct programs under DOSS. Division technical training required for employee competency is identified, coordinated, and provided through DOSS
as well as external training for third parties, including courts, private companies, and other government entities. DOSS also investigates and
processes DUI-related license reinstatements and provides expert testimony in court proceedings. Finally, on behalf of the Division, DOSS
coordinates federal interaction and handling of commercial driver license record inquiries through the Commercial Driver License Information
System (CDLIS) and supports help desk activities related to the Problem Driver Pointer System (PDPS) and the National Motor Vehicle Title
Information System (NMVTIS).
¾ Contact: John Carlson, Assistant Division Director, Division Operational Support Services, Phone (602) 712-8347
FY 2009 Strategic Plan, Division Performance Results
Arizona Department of Transportation, Motor Vehicle Division

Page i

Motor Carrier and Tax Services (MCTS) is a diversified program that is responsible for the following: a) fuel tax collection b) accounting for and
distributing Highway User Revenue Fund (HURF) and other related revenues c) identification of fuel tax evasion activities d) bad debt collections for
the Division e) oversight of the medical review function to process medical eligibility for commercial and noncommercial drivers f) commercial
driver licensing to include skill and knowledge testing g) interstate motor carrier registration h) fleet registrations i) International Fuel Tax Agreement
(IFTA), International Registration Plan administration, and Vendor and Supplier licensing.
Additionally, MCTS works with other agencies and the federal government regarding motor carrier safety programs such as Commercial Vehicle
Information System Network (CVISN), Performance and Registration Information Systems Management (PRISM), and Motor Carrier Management
Information System (MCMIS). MCTS is responsible for implementation of the North American Free Trade Agreement (NAFTA) as it applies to
Mexican motor carriers in the licensing and registering of their vehicles for interstate commerce.
¾ Contact: John Tisdel, Interim Assistant Division Director, Motor Carrier and Tax Services, Phone (602) 712-8381
The Motor Vehicle Enforcement Services (MVES) program utilizes certified peace officers who are charged with the responsibility to ensure
commercial vehicles adhere to federal and state laws regarding size, weight, credentials, safety, and other transportation-related issues, promote
compliance with Arizona’s registration laws, and conduct non-commercial vehicle verification inspections as mandated by law. MVES has five subprograms: Fixed Port of Entry Operations, Mobile Enforcement Operations, Registration Compliance, Enhanced Vehicle Inspections, Peace Officer
Certification and Training.
¾ Contact: Ric Athey, Assistant Division Director, Motor Vehicle Enforcement Services, Phone (602) 712-8735
The Executive Hearing Office (EHO) conducts administrative hearings arising from the licensing and enforcement authority of the Arizona
Department of Transportation (Title 28, Arizona Revised Statutes). The cases heard involve diverse controversies, ranging from simple to complex
issues. Hearings involve DUI-related offenses, driver license suspension and revocation actions, motor vehicle title and registration, motor vehicle
manufacturers and franchises, motor carrier safety, motor carrier tax, aviation assessments, and cases regulating outdoor advertising along Arizona's
Interstate, secondary, and primary highways. Administrative Law Judges of the Executive Hearing Office also frequently appear before law
enforcement agencies and other professional groups to explain Arizona's civil DUI and driver license enforcement actions.
¾ Contact: J.M. ‘Jack’ McCormick, Chief Administrative Law Judge, Executive Hearing Office, Phone (602) 712-8450
The Executive Services Group (ESG) provides management support throughout the Division in the areas of strategic planning and budgeting, traffic
records, procurement, facility planning and management, purchasing, warehouse supply and distribution, grant accounting and contracts. In addition,
the Division, other governmental entities, businesses, and the general public are served through the provision of statistical information and reports.
¾ Contact: George Delgado, Assistant Division Director, Executive Services Group, Phone (602) 712-6806

FY 2009 Strategic Plan, Division Performance Results
Arizona Department of Transportation, Motor Vehicle Division

Page ii

Customer Service
FY 2009 OBJECTIVE
Purpose:
Target

AGENCY GOAL

Optimize the quality, timeliness, and cost effectiveness of our products and services.

MVD GOAL

To improve customer service.

Achieve an average customer wait time (ticket-to-counter) in field offices of 15.0 minutes or less.

MVD strives to maintain acceptable customer service levels and meet the legislative 15-minute wait time for customers visiting field offices.
15.0 minutes
15
15.0
15.0
15.0
15.0
15.0
15.0
15.0
15.0
15.0
15.0
15.0

15.0

15.0

15

FY 2008

July

Aug

Sept

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

June

FY 2009

FY 2009
Objective

12.5

13.0

12.8

13.1

12.4

11.2

11.2

16.9

19.1

19.9

16.1

19.5

18.5

15.3

15.0

7.8

7.6

7.8

8.1

8.0

7.9

7.8

7.8

7.8

7.7

7.7

7.6

7.6

7.8

8.5

20.4

20.6

20.6

21.2

20.4

19.1

19.0

24.7

26.9

27.6

23.8

27.1

26.1

23.1

37.5

4,328.8

389.7

358.7

337.6

355.3

293.6

329.9

357.4

335.5

381.9

355.9

335.8

372.5

4,203.8

4,300.0

96,516

7,770

6,094

6,011

7,094

6,107

6,752

7,064

6,934

7,358

6,931

6,768

6,274

81,157.0

94,000

Transactions at counter (in thousands)
All other non-counter transactions (in
thousands)1
Additional services provided that impact
wait time (in thousands): selective service,
organ donor program, and voter registration

5,155.4

459.8

427.8

422.6

431.9

353.3

395.2

432.6

416.0

451.7

434.0

400.5

448.3

5,073.7

5,250.0

1,081.7

95.5

77.1

80.4

80.6

66.8

66.0

75.9

65.5

82.3

76.1

65.9

80.1

912.2

1,100.0

608.2

51.9

50.7

70.7

47.8

39.4

42.8

45.6

39.6

55.8

47.8

56.8

61.5

610.4

620

Average number of MVCSAs and MVCSRs
Percent of customers rating overall
satisfaction on Customer Service
Satisfaction Survey

779

758

755

745

733

725

720

713

709

704

699

688

685

720

730

87.0%

83.0%

PERFORMANCE MEASURES
Achieve an average customer wait time
(ticket-to-counter) in field offices of 15
minutes or less.
Average transaction time at counter (in
minutes)
Average time of customer visit at field
office (in minutes)
Customers served at counter in field offices
(in thousands)
Customers given notice to return
(transaction incomplete)

86.0%

NOTES:
1 driving skills test, motorcycle skills test, knowledge test,
inspections, camera, kiosk assistance, and dealer work

ADOT/MVD Division Performance Results

85.0%

89.0%

86.0%

Surveys during this quarter will be
compiled and results reported in
September 2009

3491.07 3622.33
181.13

185.33

Page 1 of 20

ADOT/MVD Division Performance Results

Average Wait Time in Field Offices Ticket-to-Counter
25
19.1 19.9

20
16.9
Minutes

VARIANCE STATEMENT
JULY: Ticket-to-counter wait time increased 54 seconds over June due to increases in
transactions (31,000) and customers (17,000). Additionally, July's average number of CSRs
decreased from the FY08 average of 779 to 758. The decrease in positions could continue to
impact wait times in coming months.
AUGUST: The average wait time (ticket-to-counter) decreased 12 seconds from the previous
month. Although the number of customers and transactions decreased significantly, wait times
did not decrease in the same proportions due to Tabs-on-Demand down time and a CSR
learning curve for the new Q-Suite software.
SEPTEMBER: The ticket-to-counter wait time and transaction time increased slightly from last
month (.3 minutes for each). This may be due, in part, to continuing statewide down / slow
response time with Tabs-on-Demand and conversion to Citrex. Q-Suite was down at 21 facilities
for a portion of this reporting period, resulting in inaccurate customer counts for those locations.
An estimated 12,600 customers were not accounted for.
OCTOBER: The ticket-to-counter wait time and transaction time decreased from last month, due
in part to continuing statewide Tabs-on-Demand down time, which prematurely terminates a
customer transaction, and to issues associated with the Citrix and Q-Suite implementations.
Customer and transaction counts increased from September as the result of more business
hours in the month of October.
NOVEMBER: November's average wait time is the lowest on record this fiscal year, which is
attributed to lower customer and transaction counts (follows historical trends). Additional
services, including driving tests, written tests, inspections, and motorcycle skills, decreased by
13,800 customers which increased the availability of staff for counter transactions.
DECEMBER: Despite the economic environment, some CSRs have left their positions and the
hiring freeze has prevented new positions from being filled. It is unknown how this will impact
wait time through the end of FY09. Focusing on December, wait time remained the same this
month despite increases in customers and transactions and a decrease in CSRs. This was due
to the increase of four business days in December resulting in daily customer and transaction
averages comparable to November (December’s average customers/transactions: 12,747 /
17,963 compared to November’s 12,769 / 19,627).
JANUARY: Ticket-to-counter wait time increased 5.7 minutes in January due to increases in
transactions (37,400) and customers (27,500). This may be attributed in part to the
implementation of the Off-Highway Vehicle policy on January 1. Additionally, January's average
number of CSRs decreased from the FY08 average of 779 to 713. The decrease in positions
could continue to impact wait times in coming months.
FEBRUARY: The average wait time increased by 2.2 minutes despite the decrease in the
number of customers (21,900) and transactions (16,600). The last week of February
approximately 350 CSR’s were furloughed, equaling 2800 hrs of lost manpower (this does not
include Supervisor furloughs, an additional 240 hrs per week). The customer service program
also lost an additional four CSRs. February also had one less business day, 19 days, compared
to 20 for January. Both January and February are comparable, each averaging the same
number of customers (17,600) and transactions (21,600) per day.
MARCH: The average customer wait time (ticket-to-counter) increased 48 seconds, in
comparison to February. The increases in customers (46,400) and transactions (35,700) are
attributed to three additional business days in March as compared to nineteen business days in
February. The customer service program lost five additional CSRs and we continue to furlough
approximately 350 CSRs per week.

15

12.5 13.0

12.8 13.1 12.4

FY July
2008

Aug Sept

19.5

18.5

16.1

15.3

11.2 11.2

10

5

0
Oct

Nov

Dec

Average Wait Time

Jan

Feb

Mar

Apr

May June

FY
2009

Target = 15.0 minutes

APRIL: The overall total visit time decreased by 3.8 minutes, which can be attributed to decreases in
transactions (17,700) and customers (approximately 26,000). The decrease in wait time is in-line
with previous trends; April has historically reflected lower wait times.
MAY: There were fewer work days in May than April, which accounts for the reduced number of
transactions (33,500) and customers (20,100). Staffing levels and furloughs attributed to the 3.4
minute increase for the month of May.
JUNE: Despite the increases in customers and transactions, ticket-to-counter wait time decreased
this month because the furlough programmed ended. The FY09 objective was not met due to staff
shortages and mandatory furloughs during the second half of the year. Significantly, the average wait
time/CSR in July through December was 12.28 minutes/739 CSRs compared to 18.33 minutes/699
CSRs in January through June. Additional challenges that impacted wait times were the learning
curve for new Q-Suite software, implementation of new services (Tabs-on-Demand and Off-Highway
Vehicles), and conversion to the new Citrix server.

Page 2 of 20

Competitive Government
Partnerships
FY 2009 OBJECTIVE
Purpose:

Target

AGENCY GOAL

Optimize the quality, timeliness, and cost effectiveness of our products and services.

MVD GOAL

To improve customer service.

Achieve 79.4% of all vehicle registration renewals through alternate methods.
The ability to offer alternative methods of vehicle registration renewal provides convenience to customers, frees up staff time and resources, and alleviates customer traffic in MVD
field offices.
79.4%

PERFORMANCE MEASURES
Percent of all vehicle registration renewals
completed through alternate methods

77.9%

79.4%

79.4%

79.4%

79.4%

79.4%

79.4%

79.4%

79.4%

79.4%

79.4%

79.4%

79.4%

79.4%

FY 2008

July

Aug

Sept

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

June

FY 2009

FY 2009
Objective

79.4%

79.0%

79.4%

78.8%

77.4%

78.4%

78.7%

77.6%

77.4%

81.2%

77.1%

80.1%

80.7%

78.9%

79.4%

2,868,893

2,680,000

Total vehicle registration renewals
completed through alternate methods 1

2,750,599

Percent of vehicle registration renewals
completed by field offices

20.6%

21.0%

20.6%

21.2%

22.6%

21.6%

21.3%

22.4%

22.6%

18.8%

22.9%

19.9%

19.3%

21.1%

21.7%

714,873

65,365

61,184

62,507

65,028

53,710

67,611

64,838

57,715

68,578

66,132

63,894

68,995

765,557

740,000

3,634,450

3,400,000

Vehicle registration renewals completed by
field offices
Vehicle registration renewals (field office
and alternate methods)

3,465,472

246,165 236,018 231,804 222,564 195,194 250,512 224,754 197,715 296,350 222,612 257,426 287,779

311,530 297,202 294,311 287,592 248,904 318,123 289,592 255,430 364,928 288,744 321,320 356,774

Renew-by-Mail renewal percentage

21.2%

21.1%

19.6%

20.2%

19.5%

19.3%

18.7%

19.1%

15.9%

16.6%

18.8%

17.9%

15.9%

18.5%

21.2%

Internet and Interactive Voice Response
(IVR) percentage

45.4%

48.0%

50.9%

48.5%

48.8%

49.9%

43.7%

49.4%

50.3%

43.2%

49.2%

49.9%

44.8%

47.8%

46.2%

Third Party renewal percentage

10.9%

7.8%

7.3%

8.3%

7.3%

7.3%

14.8%

7.4%

9.4%

20.2%

7.7%

11.1%

18.5%

11.0%

9.1%

1.3

1.6

1.1

1.3

1.3

1.3

1.7

1.5

1.3

1.6

1.4

1.6

1.2

1.4

1.4

471.8%

549.4%

626.8%

708.0%

785.1%

865.2%

945.8%

Average turnaround time for vehicle
registration Renew-by-Mail (days) 2

79.0%
158.4%
237.2%
314.6%
393.0%
NOTES:
1 Alternate renewal methods include: Renew-by-Mail, Internet and Interactive Voice Response, Third
Party, Drop Box, and Fleet.
2 Turnaround time for Renew-by-Mail is a General Appropriation Act footnote requirement.

Renewals Completed Through Alternate Methods
82%

VARIANCE STATEMENT

ADOT/MVD Division Performance Results

80%
78%
Percent

JULY: The significant increase in ServiceArizona renewals resulted in the Internet/IVR all time high of
149,607.
AUGUST: There are no significant changes to report.
SEPTEMBER: Fewer Internet/IVR renewals resulted in a decrease in the total percentage of alternate
renewals.
OCTOBER: The lower percentage is a result of an increase in MVD field office renewals.
NOVEMBER: Although the percent of alternative renewals has increased, all renewal types have
decreased from last month.
DECEMBER: Overall, renewal counts are the highest they have been all year. Motor carrier activities
(i.e., U-Haul) contributed to the increase in the alternate renewal percentage rate. It is possible to
meet the 79.4% FY09 estimate if Internet and Third Party activities increase during the remainder of
the fiscal year.
JANUARY: The percentage of alternative renewals decreased due to a higher percentage of field
office renewals. Third Party renewals are down perhaps due to the economy and the convenience fee
of Third Party transactions.
FEBRUARY: Although the total number of alternative renewals was lower, the overall percentage
change was insignificant.
MARCH: Overall, renewal counts are the highest ever. Third Party motor carrier activities (i.e., U-Haul)
contributed to the increase in the alternate renewal percentage rate.
APRIL: All renewal types decreased, reflecting a more typical month's activity level from the very high
March transaction counts.

81.2%

80.7%

80.1%

79.4%

79.4%
79.0%

78.8%

78.7%
78.4%
77.4%

78.9%
77.6%77.4%

77.1%

76%
74%
72%
70%
FY July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June FY
2008
2009
Percent of Alternate Renewals
Target = 79.4%

MAY: Third Party motor carrier activities (i.e., Swift) contributed to the increase in the alternate
renewal percentage rate.
JUNE: There were no significant changes from May. The FY09 objective was not meet due to
higher than expected renewals processed in field offices.

Page 3 of 20

Competitive Government
Partnerships
Purpose:

To increase the quality, timeliness and cost effectiveness of our products and services.

MVD GOAL

To increase the use of electronic service delivery.

Increase Internet and IVR transactions and activities to 8.5 million (average 708,750 per month).
The ability to conduct transactions electronically and via telephone provides convenience to customers, frees up staff time and resources, and alleviates customer traffic in MVD
field offices.
5,700,000

Target = 8 5 million
PERFORMANCE MEASURES
Total Internet and IVR transactions and
activities
Government-to-consumer Internet and IVR
transactions and activities
Government-to-business Internet
transactions and activities
Average monthly number of Internet and
IVR transactions and activities
Percent increase in average monthly
Internet & IVR transactions
Percent of customers rating overall
satisfaction with Internet Service
Cumulative total

##### ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### 8,505,000

FY 2008

July

Aug

Sept

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

June

FY 2009

FY 2009
Objective

8,424,506

722,379

733,201

731,976

749,001

559,671

568,589

643,550

607,529

675,906

643,304

661,724

656,459

7,953,289

8,505,000

6,928,321

601,079

616,168

625,417

652,605

478,029

477,039

546,635

518,716

579,511

551,405

567,624

561,759

6,775,987

6,987,000

1,496,185

121,300

117,033

106,559

96,396

81,642

91,550

96,915

88,813

96,395

91,899

94,100

94,700

1,177,302

1,518,000

702,042

722,379

727,790

729,185

734,139

699,246

677,470

672,624

664,487

665,756

663,511

663,348

662,774

662,774

708,750

0.3%

2.9%

0.7%

0.2%

0.7%

-4.8%

-3.1%

-0.7%

-1.2%

0.2%

-0.3%

0.0%

-0.1%

-0.1%

1.0%

98.8%

98.3%

98.5%

98.6%

98.6%

98.1%

98.1%

98.0%

98.8%

98.8%

98.9%

99.0%

99.0%

98.6%

98.9%

8,424,506

722,379

733,201

731,976

749,001

559,671

568,589

643,550

607,529

675,906

643,304

661,724

656,459

7,953,289

708,750

708,750

708,750

708,750

708,750

708,750

708,750

708,750

708,750

5,700,000

Government-to-consumer Transactions include:
8.5 million (average 708,750/month).
708,750 708,750 708,750
Registration Renewal, IVR Renewal, Fleet Renewal, Duplicate Registration and
Driver License/ID, Driver License Reinstatement, Special/Personalized Plate Inquiry
and order, Address Change, 3-day Restricted Permit, Plate Credit Inquiry, Vehicle
Sold Notice, De-Insured Certificate, Voter Registration, 30-Day Permit, Plate
Refund, Reinstatement, Title/Registration Motor Vehicle Records (MVR), Vehicle
Fee Recap, EZ Email, DL MVR, Insurance Verification, Plate Replacement, and
Tab Replacement.
Government-to-business transactions include:
Registration fee calculation, Non-resident permit, 90-day resident registration,
Temporary registration plate, Motor carrier permit, Dealer license renewals,
Abandoned vehicle reporting, 30-day permit, MVR, TR Motor Vehicle Record, EZ
Lienholder MVRs, Ignition interlock, EZ Pay, Insurance Verification, Aircraft
Registration, Aircraft Address Change, Dismantle Request, Crush Request, Dealer
Plate Certificate and EZ Title.

Cumulative Internet/IVR Transactions and Activities

10.0
9.0
Number (in thousands)

FY 2009 OBJECTIVE

AGENCY GOAL

8.4

8.0

8.0
7.0
6.0
5.0
4.0
3.0
2.0
1.0

0.7

0.7

0.7

0.7

0.6

0.6

0.6

0.6

0.7

0.6

0.7

0.7

July

Aug

Sept

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

June

0.0
FY
2008

Total Internet/IVR

ADOT/MVD Division Performance Results

FY
2009

Target = 8.5 million

Page 4 of 20

VARIANCE STATEMENT
JULY: ServiceArizona Renewals reached an all time record high with 149,496
transactions. Voter Registrations transactions continue to grow (+3,052) as the
primary and general elections approach. All other transactions are consistent over
last month.
AUGUST: ServiceArizona Renewals reached an all time record high with 151,113
transactions. The Dealer Plate Certificate service was implemented this month
which will allow dealers to print a plate certificate when a duplicate registration is
needed for their dealer plates. EZ Voter Registrations and EZ Address Changes will
continue to increase as the deadline for the general election nears.
SEPTEMBER: Although there wasn't a significant change in the total number of
transactions, EZ Voter reached an all time record high of 68,058 transactions due to
the upcoming Presidential election. Temporary Registration Plates and associated
dealer transactions continue to decrease as less vehicles are sold.
OCTOBER: EZ Voter reached a record high (over 100,000 transactions).
NOVEMBER: Historically, November begins the winter decline in transactions. EZ
Voter transactions have reduced due to the end of the election. In addition, the drop
in vehicles purchased, which affects TRP, Plate Refund, Fee Calc, MVRs, Sold
Notices, Permits and Plate Credit, has also contributed to the reduction in
transactions.
DECEMBER: Overall transactions are below mid-year projection. Vehicle sales are
still down due to economic issues, which includes permits, sold notices, fee
calculations, and other transactions. If sales improve over the next few months total
transactions may hit the 8.5 million projection by end of FY09.
JANUARY: Transactions increased this month due to four new services
implemented: Off-Highway Vehicle Decal and DUI Screening, Treatment, and
Evaluation.
FEBRUARY: EZ Duplicate Title for dealers and financial institutions was
implemented on February 22. Several contributors to the lower overall transaction
count are: fewer permanent fleet renewals, less reporting of abandoned vehicles,
and fewer 30-day permits and dismantle requests.
MARCH: Transactions increased this month due to: (1) Vehicle Registration
Renewals reached a record high (157,196 transactions), (2) three new transactions
were introduced this month (Repo Title, OHV Decal Replacement, and OHV Decal
Renewal), and (3) historically, March begins the summer raise in activity.
APRIL: Although there are no significant changes to report this month, the
continuing reduction of vehicle purchases has reduced the number of overall
transactions.
MAY: There were no significant increases or decreases in transactions this month.
JUNE: There were no significant changes this month. The FY09 objective was not
met due to decreases in activities related to the economic downturn of the
automobile industry such as: temporary registration permits (TRPs), other permits,
registration fee calculations, plate credit inquiries and refunds, vehicle sold notices,
EZ lienholder counts, and special and personalized plate inquiries and purchases.

ADOT/MVD Division Performance Results

Top Internet/IVR Transactions and Activities
40 Other Trans
Combined
59.6%

Address Change
4.1%
3-day Restricted Use
Permit
4.6%

Temporary
Registration Fee
Calculation Registration Plate
6.4%
4.8%

Registration
Renewal
19.9%

Page 5 of 20

Competitive Government
Partnerships
FY 2009 OBJECTIVE
Purpose:
Target = 3 8 million

AGENCY GOAL

Optimize the quality, timeliness, and cost effectiveness of our products and services.

MVD GOAL

To improve customer service.

To maintain the number of third party primary and secondary transactions at 3.8 million.
Companies authorized to conduct transactions on behalf of MVD provide alternative means of services to customers.
3290200 ####### ####### ####### ####### ####### ####### ####### ####### ####### ####### ####### #######
TARGET

PERFORMANCE MEASURES
Total number of third party transactions
Total Primary Transactions (driver licenses,
titles and registrations)
Total Secondary Transactions (1 nonterminal, miscellaneous and Level I
inspections)

3,845,745

3,845,198

300,238 262,395 307,586 273,198 219,671 322,455 270,821 264,296 434,597 266,938 262,086 360,991

3,545,272

FY 2009
Objective
3,845,745

2,275,673

184,194 170,849 174,395 167,312 133,705 175,466 164,672 166,721 230,019 166,514 169,053 180,135

2,083,035

2,272,201

1,569,525

116,044

91,546

122

124

123

124

125

125

128

131

132

132

475

476

484

484

478

479

475

474

478

478

FY 2008

Title & Registration third party locations
Level I Vehicle Inspection third party
locations

July

Aug

Sept

Oct

133,191 105,886

Nov

85,966

Dec

Jan

146,989 106,149

Feb

97,575

Mar

Apr

204,578 100,424

May

June

FY 2009

93,033

180,856

1,462,237

1,573,544

133

135

136

136

135

481

486

482

482

490

3,845,198
300,238
562,633
870,219
####### ####### ####### ####### ####### ####### ####### ####### ####### 3,545,272
1 Non-terminal transactions are manual activities
that are
not reported
in the
Division's
computer generated statistics (i.e., address change, affidavits of affixture, film requests, hold
Total Number of Third Party Transactions
out receipts, NICI calls, return letters, sold notices, and AZ IRP).
4.5

Miscellaneous transactions consist of, but are not limited to, refunds and non-fee sessions.

4.0

JULY: Total transactions decreased from last month due, in part, to fewer fleet activities
processed, which include both primary and secondary transactions.
AUGUST: Total transactions decreased from last month due, in part, to less customer
traffic and fewer fleet activities processed, which include both primary and secondary
transactions.
SEPTEMBER: Total transactions increased from last month due, in part, to a greater
number of motor carrier activities processed, which include both primary and secondary
transactions.
OCTOBER: Total transactions decreased from last month due, in part, to less customer
traffic and fewer motor carrier activities processed, which include both primary and
secondary transactions.
NOVEMBER: Total transactions are the lowest they've been all year. Customer traffic and
motor carrier activities continue to decrease.
DECEMBER: Total transactions are the highest they've been all year. Although customer
transactions in third party offices have decreased, motor carrier (e.g., U-Haul) activities
experience cyclical increases. The $3.8 million target is still attainable and it is feasible
that at least 135 locations will be open by the end of June. However, a number of
inspection companies have closed and the 490 estimate may not be met.
JANUARY: Total transactions decreased due, in part, to fewer fleet processing activities
and secondary transactions processed.
FEBRUARY: Customer traffic remained steady. Motor carrier activities decreased slightly
lowering the total number of secondary transactions
MARCH: Total transactions are at an all time high. Although customer transactions in third
party offices have decreased, motor carrier (i.e., U-Haul) activities experience cyclical
increases.
APRIL: Total transactions decreased from last month due, in part, to fewer motor carrier
activities processed.

3.5

ADOT/MVD Division Performance Results

Millions

VARIANCE STATEMENT

3.8
3.5

3.0
2.5
2.0
1.5
1.0
0.5

0.3

0.3

0.3

0.3

0.2

0.3

0.3

0.3

FY July
2008

Aug

Sept

Oct

Nov

Dec

Jan

Feb

0.4

0.4

0.3

0.3

Apr

May June

0.0

Total Third Party Trans

Mar

FY
2009

Target = 3.8 million

MAY: There are no significant variances to report.
JUNE: Motor Carrier activities added 98,000 transactions to this month's total. The FY09 objective was
not met. Although the number of registrations increased, the total number of transactions was about
300,000 less than expected.

Page 6 of 20

Competitive Government
Partnerships

AGENCY GOAL

Optimize the quality, timeliness, and cost effectiveness of our products and services.

MVD GOAL

To increase the use of electronic service delivery.

FY 2009 OBJECTIVE Increase the number of electronic commercial Motor Vehicle Records (MVR) transactions comparable to MVD business by 3% (3,768,051).
The ability to request records electronically (rather than manually) provides convenience to customers, frees up staff time and resources, and alleviates customer traffic in MVD field
offices and records unit.
3.8 (million)
2,270,000 ####### ####### ####### ####### ####### ####### ####### ####### ####### ####### ####### ####### 3,768,051
FY 2009
PERFORMANCE MEASURES
FY 2008
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
June
FY 2009
Objective
MVR transactions comparable to MVD
3,768,051
3,658,302 325,536 310,089 308,930 303,203 244,729 268,611 302,621 296,335 312,975 296,398 274,909 287,356 3,531,692
business 1
Purpose:
Target

Electronic MVR transactions

17,079,383 1,416,033 1,436,026 1,446,849 1,367,696 1,286,374 1,115,381 1,295,700 1,302,310 1,286,306 1,402,664 1,320,697 1,284,965

Commercial companies requesting MVRs
Revenue collected for all MVRs

99

99

102

103

100

101

104

105

104

103

105

110

15,961,001

17,600,268

109

102

109

$10,841,232 $973,436 $926,377 $924,053 $911,450 $747,667 $806,817 $913,290 $890,005 $942,473 $904,457 $862,030 $903,386 $10,705,443 $11,127,588

325,536
944,555 that
1,247,758
1 Transactions comparable to MVD business are the same
types635,625
of transactions
are 1,492,487 1,761,098 2,063,719 2,360,054 2,673,029 2,969,427 3,244,336 3,531,692
completed by customer service representatives in MVD field offices and the records unit.

ADOT/MVD Division Performance Results

Electronic Commercial MVR Transactions
Comparable to MVD

4.0

3.7

3.5
Number (in millions)

VARIANCE STATEMENT
JULY: There are no significant changes to report.
AUGUST: Other than adding three new commercial customers, there are no significant
changes to report.
SEPTEMBER: Other than adding one new commercial customer at the end of September,
there are no significant changes to report.
OCTOBER: The number of companies decreased by three, One was revoked due to late
payments and two voluntarily cancelled their MVRRS contract. The decreases in transactions
are possibly a reflection of the economic down-turn, resulting in fewer perspective employee
background checks.
NOVEMBER: The decreases in transactions are possibly a reflection of the economic downturn, resulting in fewer perspective employee background checks nationwide which are
conducted by the larger commercial customers.
DECEMBER: The increase in records requested may be due to employer bi-annual driver
record checks. An invoice issue (to be corrected when the data becomes available) resulted
in lower numbers of total MVR transactions and revenue. The FY09 projections will most
likely not be met. Although it is expected that the number of companies requesting MVRs
could increase to 109, some of the larger ones are reporting decreases in requests for preemployment screening and driver verification for insurance support organizations.
JANUARY: The increase in records requested may be due to continued employer bi-annual
driver record checks. One new company was added this month. NOTE: December bulk MVR
data has been corrected.
FEBRUARY: Other than deleting one commercial customer for failure to make payments on
time there are no significant changes to report.
MARCH: There was an increase in the number of comparable MVRs this month possibly due
to quarterly employee checks being conducted by employers.
APRIL: Although two commercial customers were added this month, decreases in
transactions are possibly a reflection of the economic down-turn resulting in fewer perspective
employee background checks nationwide, which are conducted by the larger commercial
customers.

3.5

3.0
2.5
2.0
1.5
1.0
0.5

0.3

0.3

0.3

0.3

0.2

0.3

0.3

0.3

0.3

0.3

0.3

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May June

0.3

0.0
FY July
2008

Aug Sept

Commercial MVR Trans

Target = 3.8 (million)

FY
2009

MAY: EDS added five new customers this month. There continues to be a decrease in the number of
records being requested due to the economy (fewer new hires).
JUNE: There were no significant changes from May. The FY09 objective was not met due primarily to
the decrease in pre-employment background checks that are completed by several large commercial
companies. The number of companies accessing MVRRS exceeded the annual estimate due to the
Records Unit informing private investigators and attorneys they can request MVRs from their own
computers once they are on contract.

Page 7 of 20

Competitive Government
Partnerships
FY 2009 OBJECTIVE

AGENCY GOAL

Optimize the quality, timeliness, and cost effectiveness of our products and services.

MVD GOAL

To increase the use of electronic service delivery.

Increase the number of electronic government Motor Vehicle Record (MVR) transactions through MVRRS by 10% (213,520).

The ability to request records electronically through the Motor Vehicle Records Request System (MVRRS) provides convenience to customers, frees up staff time and resources,
and alleviates customer traffic in MVD field offices.
213,520 213,520 213,520 213,520 213,520 213,520 213,520 213,520 213,520 213,520 213,520 213,520
213,520
Target = 213 520
FY 2009
PERFORMANCE MEASURES
FY 2008
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
June
FY 2009
Objective
MVRs requested
194,109
21,312 18,172 18,947 29,010 60,205 135,047 84,228 109,301 137,917 143,403 127,886 146,178 1,031,606
213,520
Government agencies requesting MVRs
126
126
129
131
134
136
137
137
138
137
138
143
144
144
131
electronically
Purpose:

314,541

30,697
21,312

26,219
18,172

27,710
18,947

32,226
29,010

VARIANCE STATEMENT
JULY: There are no significant changes to report.
AUGUST: Although three agencies were added in August, there was a decrease in requested
driver records. Since MVRs are requested for new employees, this decrease may be due to the
hiring freeze of non-critical positions across most government entities.
SEPTEMBER: Two agencies were added at the end of September. There are no significant
changes to report in the number of MVRs requested.
OCTOBER: Three agencies were added to the MVRRS this month. The large increase in
records requested was due to the addition of two Photo Radar batches. It is expected that the
number of government MVRs will continue to go up as DPS installs additional photo radar
cameras along state highways. There was also a new record number of photos viewed through
the Arizona Criminal Justice Information System (ACJIS) this month.
NOVEMBER: Two agencies were added to MVRRS. The large increase in the number of
records requested is a result of DPS adding more photo radar cameras to the highways. DPS
requested 47,348 records for their photo enforcement program this month.
DECEMBER: The large increase in records requested is a result of additional photo radar
cameras. MVRs requested have already exceeded the FY09 estimate. The number of agencies
requesting MVRs could reach 143 (exceeding the 131 projection) by the end of the fiscal year.
JANUARY: Although total MVRs decreased from last month, DPS record requests for photo
enforcement are still high.
FEBRUARY: One agency was added to MVRRS this month. There was a new record for photos
requested through ACJIS this month as well as a large increase in driver records that were
requested by the Maricopa County Safety Office using their batch process.
MARCH: New highs for both records and photos occurred this month as DPS ran 93,000 records
for their photo radar batch process and ACJIS requests continue to increase.
APRIL: Another high was reached in the number of records requested this month. DPS
requested over 102,000 records for their photo enforcement program. EDS also added another
agency to MVRRS this month.
MAY: Five new customers were added this month. The slight decrease in records requested and
photos retrieved may be due to DPS removing Redflex vehicles (photo camera maintenance
vehicles) from service for a week.
JUNE: There was a new record number of photos viewed through ACJIS this month. Due to the
photo radar batch process the total number of transactions surpassed the FY09 objective. The
number of government agencies accessing MVRRS also exceeded the annual estimate due to
the Records Unit providing information about the system and word of mouth from other agencies
already under contract.

ADOT/MVD Division Performance Results

26,174

31,248

60,205 135,047

31,975

34,396

44,961

43,594

41,926

46,738

417,864

330,884

84,228 109,301 137,917 143,403 127,886 146,178

Motor Vehicle Record (MVR) transactions through MVRRS
1,200
1,032
Number (in thousands)

Photos requested through DPS (ACJIS)

1,000
800
600
400
194
200
0

21
FY July
2008

18

19

Aug Sept

29
Oct

146

60

135

84

109

138

143

128

Nov

Dec

Jan

Feb

Mar

Apr

May June

MVRs Requested

FY
2009

Target = 213,520

Page 8 of 20

Division Operational Support
Services
FY 2009 OBJECTIVE

AGENCY GOAL

Optimize the quality, timeliness, and cost effectiveness of our products and services.

MVD GOAL

To improve customer service.

Achieve an average Call Center Level II wait time of 19.0 minutes.

MVD strives to improve customer service by providing timely motor vehicle related information to the public. Level II calls, handled by MVD representatives, require customer
information that cannot be obtained by a Level I agent (an inmate worker that responds to generic telephone calls only).
Target 19.0 minutes
16.2
19.0
19.0
19.0
19.0
19.0
19.0
19.0
19.0
19.0
19.0
19.0
19.0
19.0
FY 2009
PERFORMANCE MEASURES
FY 2008
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
June
FY 2009
Objective
Average Level II telephone wait time (in
21.0
20.1
22.3
21.5
21.3
22.0
27.2
27.6
24.1
24.4
24.4
25.5
19.0
16.9
23.4
minutes)
Purpose:

Level I telephone calls received

1,772,582

Level II telephone calls received

650,649

Total number of telephone calls received

2,423,231

145,054 140,044 139,466 142,858 110,249 123,179 131,201 126,881 149,601 145,653 134,286 147,643
51,714

49,328

49,308

49,922

41,424

45,232

47,609

46,297

50,317

47,767

42,446

46,498

196,768 189,372 188,774 192,780 151,673 168,411 178,810 173,178 199,918 193,420 176,732 194,141

1,636,115

2,000,000

567,862

760,000

2,203,977

2,760,000

Percent of abandoned Level II calls

31.1%

35.3%

31.7%

32.4%

39.3%

35.0%

35.3%

39.2%

40.6%

40.8%

35.1%

34.0%

34.9%

36.1%

32.9%

Percent of surveyed Level II customers
satisfied with wait-time

29.6%

17.0%

21.1%

32.3%

15.4%

25.0%

23.9%

23.6%

22.2%

21.9%

30.5%

29.5%

25.7%

23.7%

29.0%

Percent of surveyed customers that
indicated completed call saved office visit

58.3%

43.0%

62.3%

42.4%

53.7%

59.2%

46.2%

50.0%

48.3%

31.0%

69.1%

65.5%

54.1%

50.9%

59.0%

ADOT/MVD Division Performance Results

Page 9 of 20

VARIANCE STATEMENT

ADOT/MVD Division Performance Results

Average Level II Customer Telephone Wait Time
27.2 27.6

28

25.5

26
24
Minutes

JULY: Although slightly lower than June, Level II wait times are high due to high call volume
(typical for summer months) and inadequate staffing levels due to hiring freeze and an increase in
leave time taken. Abandonment rate increased due to an unexpected full-day system outage
where customers had to wait longer to connect to an available agent. This also negatively
impacted the satisfaction rating.
AUGUST: The number of calls were down which contributed to the lower wait time.
SEPTEMBER: The increase in Level II wait times correlate with the loss of two full time employees
(13 total), unplanned employee absences, and a high volume of time-consuming complaint calls
resulting from an unexpected full-day system outage.
OCTOBER: Despite a slight increase in calls and more system downtime, the wait time decreased.
Many calls were related to voting inquiries and quickly answered. However, survey ratings indicate
that customers were still unsatisfied with the wait time this month.
NOVEMBER: The overall decrease of incoming calls was in part a result of Tucson Level II Call
Center phone outages Nov. 20 - Nov. 24. However, the wait time was only slightly down due to
loss of a part-time employee and three employees on extended FMLA leave.
DECEMBER: Level II wait times increased slightly due to more calls received and a 25% staff
vacancy rate. If this rate and the hiring freeze continues it is unlikely that the 19.0 wait time
estimate will be achieved. Additionally, the types of calls coming in due to new legislation (i.e., DUI
interlock, OHV) take more time to address. The wait times for the rest of the fiscal year should
continue to fall between 20 and 22 minutes.
JANUARY: Wait time increased more than expected due to reasons outlined in December; low
staffing (15 positions down) and increases in time-consuming calls (OHV, DUI and photo
cameras). MVD system downtime was more than double this month. The 10,000+ increase in
Level I calls was attributed to OHV decal/registration inquiries. Time consuming Level II calls
related to increased DUI sweeps during sporting events impacted the call abandonment rate.
FEBRUARY: Wait time increases continue due to (1) 15 vacancies coupled with the bi-monthly
furlough program, (2) increases in time-consuming calls related to changes in DUI Alcohol/Drug
Evaluation Screening criteria and citations not recorded from outlying courts, and (3) throughout
the month the three teleworkers had to leave the office to help run the diagnostic testing required to
complete the installation of at home security/firewall LAN servers.
MARCH: Although vacancies and furloughs continue, wait time decreased significantly by 3.5
minutes. The abandonment rate remained on par with last month despite the 26,740 increase in
calls and a one-day downtime for the ServiceArizona. This is due to: (1) the types of calls (many
requests for replacement tabs) being easier/faster to resolve and (2) referring customers to
ServiceArizona or e-mail correspondence (ENVOY). Although ENVOY emails (705 customer
inquiries) did not directly impact wait time, it may have helped lessened abandonment and
secondary call-backs from customers.
APRIL: Despite an increase in system downtime, wait time only increased slightly. A 38.1%
increase in customers indicating the call saved them an office visit, combined with the positive
impact of ENVOY e-mail correspondence (1,915), improved customer satisfaction this month.

21.0

22

21.5 21.3

24.1

Mar

Apr

23.4

22.0

20.1

20
18

22.3

24.4 24.4

16.9

16
14
FY July
2008

Aug Sept

Oct

Nov

Dec

Average Wait Time

Jan

Feb

May June

FY
2009

Target = 19.0 minutes

MAY: ENVOY helped decrease Level II calls this month. And although all incoming calls
decreased, due to Level I staffing shortages (leave/furloughs), Level II agents were assigned to
assist with Level I calls resulting in wait time remaining the same.
JUNE: Wait time increased this month due to significant unplanned sick leave (240 hours). T he
FY09 objective was not met because of staffing shortages and longer length of calls related to DUI
alcohol/drug evaluations/interlock along with other legislative mandates implemented throughout
the year.

Page 10 of 20

Division Operational Support
Services
FY 2009 OBJECTIVE

AGENCY GOAL

Use innovative and creative techniques to optimize the use of all resources.

MVD GOAL

To increase the use of electronic service delivery.

Establish baseline for number of participants completing blended courses.

Blended courses provide alternatives to the Training Unit’s location-based classrooms. Blended courses consist of all training modalities, including but not limited to video or
telephone conferencing, web-based training, video, audio, programmed learning, and problem-based learning.
Baseline
40
Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline
FY 2009
PERFORMANCE MEASURES
FY 2008
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
June
FY 2009
Objective
Total of all participants completing blended
N/A
42
52
54
35
48
5
30
8
6
12
7
0
299
Baseline
courses
MVD participants completing blended
N/A
15
11
12
0
0
5
0
8
6
12
7
0
76
Baseline
courses
Third Party participants completing blended
N/A
27
41
42
35
48
0
30
45
0
0
0
0
268
Baseline
courses
External* participants completing blended
N/A
0
0
0
0
0
0
0
0
0
0
0
0
0
Baseline
courses
Blended courses added
2
0
1
0
0
0
2
0
0
1
1
1
0
6
Baseline
Purpose:
Target

NOTE: Blended courses include: online modules for MVD and third parties, web-based
classes, video based classes, and programmed learning in all area of driver licensing and
titles and registration

ADOT/MVD Division Performance Results

52

299

54
48

50
42
40
Number

VARIANCE STATEMENT
JULY: This is a new objective for FY09.
AUGUST: One new course, "Double Names," addressing multiple surname database
searches, was added.
SEPTEMBER: There are no significant changes to report.
OCTOBER: There are no significant changes to report. The hiring freeze prohibits
new employees coming on board and new courses from being developed.
NOVEMBER: No new training was done for MVD employees since there have been
no new hires and only a few remain untrained. All training is for Third Party test-outs.
New classes planned for January 2009.
December: No third party training in December. Two class modules were developed
and tested during December but in a traditional environment.
DECEMBER: Little training was requested in December. In January new courses will
begin for third party representatives that combine T&R, mobile homes, and special
plates. Courses added: DM05 Database Record and DM07 Database Record.
JANUARY: No new blended MVD classes were scheduled for completion in January.
The number of Third Party participants will probably continue to drop significantly
because online classes are being combined with master T&R class which has a
maximum enrollment of eight-nine per month.
FEBRUARY: Two blended classes were held in MVD to test the impact of Go To
Meeting delivery to outlying offices. Tests were successful and further testing is
planned to validate capacities of different communication links at different field offices.
MARCH: During March a pilot webinar (six attendees) was held using Go To Meeting
in a Question and Answer format. This was to develop a prototype for future webinars.
Course added: Policy Formatting.
APRIL: During April the focus was on producing a webinar on Ignition Interlock for field
specialists. The 12 participants were from the seven Customer Service Regions.
Course added: Mandatory Insurance Webinar.

Participants Completing Blended Courses
60

35
30

30
20
12
8

10

7

6

5

N/A

0
0
FY
2008

July

Aug

Sept

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

June

FY
2009

Total Participants

MAY: Classes included a practice session for a new learner and a pilot webinar in preparation for expanded
June sessions. Course added: Ignition Interlock Webinar.
JUNE: There were no training sessions in June as focus was on developing courses to be conducted in July.
The FY09 objective was to establish a baseline for the total of all participants completing blended courses. The
result was satisfactory and will be used as a benchmark in determining future objectives.

Page 11 of 20

Motor Carrier and Tax
Services
FY 2009 OBJECTIVE

Purpose:

Target

AGENCY GOAL

Optimize the quality, timeliness, and cost effectiveness of our products and services.

MVD GOAL

To promote the efficient generation, collection, and management of revenues to meet public needs.

Establish baseline for number of hours spent participating in enforcement activities that serve to identify fuel tax fraud.

The Tax Evasion Unit conducts details to identify fuel tax evasion schemes and violations including: misuse of dyed diesel fuel and heavy class vehicles (required to pay the higher
fuel excise tax rate) obtaining fuel at a designated light class fuel dispenser. Issuance of penalties and citations promote compliance of fuel excise tax laws and regulations. The
unit also performs inspections of vendors that sell diesel fuel to ensure they have a use fuel license and display the excise tax rate decal on diesel dispensers. As a result of these
efforts, excise tax revenue is collected and distributed to state and federal governments.
Baseline
2.00
Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline

PERFORMANCE MEASURES

FY 2008

July

Aug

Sept

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

June

FY 2009

FY 2009
Objective

Hours spent in enforcement activities

Baseline

269

243

285

296

243

212

259

287

272

241

206

295

3,108

Baseline

Hours spent on other activities not directly
related to direct enforcement duties

Baseline

53

9

31

34

24

55

15

29

51

68

7

63

439

Baseline

Officer hours available

Baseline

323

252

316

330

267

262

274

316

321

291

219

358

3,529

Dyed diesel fuel tests

7,944

511

353

113

189

477

8

238

627

206

773

202

4

3,701

Dyed diesel fuel violations

65

4

2

0

1

0

0

0

5

1

3

2

1

19

35

Vendor compliance inspections

258

29

23

8

23

10

6

19

3

34

5

5

17

182

160

Vendor decal violations

130

66

26

20

16

23

12

20

10

19

11

5

14

242

80

Vendors with decal violations

55

8

7

4

5

8

5

7

2

12

3

2

6

69

Vendors not in compliance with licensure
requirements

37

7

7

2

3

3

1

3

2

6

0

2

5

41

20

Light class fuel violations

111

6

4

9

2

3

0

7

3

7

3

2

9

55

80

Number of penalty assessments (light
class, decal, dyed fuel, and misc.violations)

238

29

17

22

10

12

4

16

4

17

12

22

22

187

119

4,200

Amount of penalty assessments

$210,000

$20,818 $15,657 $16,619

$7,607

$7,609

$800

$223,979

$125,000

Revenue collected (in dollars)

$300,200

$101,293 $96,065 $1,767,404

$18,233

$430,224

$15,021

$6,819

$12,607

$17,744

$145,535

$12,048

$17,412

$2,640,405

150,000

2

2

2

2

2

2

2

2

2

2

5

Full-time positions available/filled

ADOT/MVD Division Performance Results

2

2

2

2

$10,521 $45,005 $13,314

$7,012

$15,590 $63,427

Page 12 of 20

VARIANCE STATEMENT

ADOT/MVD Division Performance Results

Hours Spent On Activities
300

285

269

296

243

250
Number

JULY: Decal violations were unusually high this month as 45 violations resulted from just three
non-compliant truck stop vendors, each with a large number of diesel dispensers. Fuel tests
increased due to additional details.
AUGUST: Fewer work hours were available due to one of the two officers out on leave. This
impacted the total number of enforcement hours and activities.
SEPTEMBER: ADOT Revenue Audit partnered with the Tax Evasion Unit (TEU) which resulted
in an increased collection of funds. A TEU criminal investigation yielded a financial settlement
that was also applied.
OCTOBER: Total violations are lower than usual this year: 1) Many vendors are in compliance
with the tax rate decal requirements due to TEU inspection activities 2) Continued officer
staffing shortage creates an inability to conduct details in identified dyed fuel violation areas.
NOVEMBER: Despite the high number of dyed fuel tests completed, violations continue to be
low due to staffing shortage that prohibits TEU officers from conducting roadside details in areas
that have been previously identified as dyed fuel violation areas. TEU has been working with
other law enforcement agencies at locations chosen by those agencies.
DECEMBER: Fewer hours were worked in enforcement due to holiday and sick leave and time
spent on other projects. Therefore, dyed fuel tests and vendor compliance inspections were low.
Limited opportunities were available to cite light class fuel violators. Dyed fuel violations will be
lower than expected this year due to details being conducted with other agencies in areas where
violations are atypical. The TEU plans to partner with other MVD enforcement officers to
conduct as many details and inspections as possible during the remainder of FY09.
JANUARY: Dyed fuel inspections increased from last month due to officers working with other
law enforcement agencies at multi-task details. Although TEU is currently short staffed, vendor
compliance inspections increased because this type of enforcement activity does not require a
full crew.
FEBRUARY: Dyed diesel fuel tests increased this month due to focus on conducting roadside
fuel compliance details in rural areas. Violations increased because details were specifically
organized and accomplished with the assistance of IRS fuel compliance officers. The amount of
penalty assessments increased as a result of a significant decal penalty assessment against a
single vendor.
MARCH: Vendor compliance inspections increased as TEU conducted inspections training
(hours not related to direct enforcement activities) with a new officer. This focus resulted in
fewer dyed fuel tests.
APRIL: Dyed diesel fuel tests increased while vendor and light class violations decreased this
month, as TEU concentrated efforts on conducting road-side details.
MAY: Due to leave taken, there were less officer hours available and a decrease in road details.
Penalty assessments increased as nine of them identified in April were actually processed this
month.
JUNE: Overall enforcement activities increased in June due to overtime allowance. Dyed fuel
tests significantly decreased as the TEU spent 120 hours on a criminal investigation. The FY09
objective was to establish a baseline for all enforcement activities. Fortunately, revenue
collected exceeded expectations.

3,108
295

287
272

259

243

241

212

206

200
150
100
50
N/A
0
FY July
2008

Aug Sept

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May June

FY
2009

Hours spent in enforcement activities

Page 13 of 20

Motor Vehicle Enforcement
Services
FY 2009 OBJECTIVE

AGENCY GOAL

Optimize the quality, timeliness, and cost effectiveness of our products and services.

MVD GOAL

To promote public safety and protection through regulation, licensing, and the administration of transportation laws.

Achieve 8.0 million commercial vehicle processing activities at Fixed Ports of Entry.

MVD is responsible for ensuring that commercial vehicles adhere to federal and state laws regarding size, weight, credentials, and safety. Complying with such laws decreases
damage to highways and potential for motor vehicle accidents. Revenues are also collected, resulting in distribution of funds to various agencies, counties, and cities.
8.0 million
8500000 ####### ####### ####### ####### ####### ####### ####### ####### ####### ####### ####### ####### 8,000,000
FY 2009
PERFORMANCE MEASURES
FY 2008
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
June
FY 2009
Objective
Number of vehicle processing activities
(includes credential checks, safety
8,000,000
7,992,796 590,618 546,890 542,324 613,150 413,504 519,950 565,406 570,608 658,198 621,954 607,069 619,485 6,869,156
inspections, weighs and permit sales)
Vehicles processed
2,719,659 194,359 183,938 175,040 228,684 160,758 164,083 174,285 161,833 176,941 161,108 159,621 163,657 2,104,307
2,700,000
Purpose:
Target

Safety inspections completed

13,195

1,117

1,284

1,090

1,289

1,166

1,323

910

1,025

1,021

963

799

1,464

13,451

13,000

Commercial carriers placed out of service

6,177

497

492

477

552

266

460

383

397

407

358

368

570

5,227

6,000

Percent of commercial carriers placed out
of service

46.8%

44.5%

38.3%

43.8%

42.8%

22.8%

34.8%

42.1%

38.7%

39.9%

37.2%

46.1%

38.9%

38.9%

46.2%

4,312,309

4,750,000

23,405

28,000

439,089

500,000

Vehicles measured/weighed
Vehicles in violation size/weight
requirements
Permits sold
Revenue collected from permit sales
Ports of Entry (POE) hours of operation
Commercial vehicle safety inspections at
the six southern border ports (including
mobile enforcement details)

4,755,759
28,009
504,183
$14,746,928

369,949 340,532 343,300 350,650 215,879 313,858 340,574 362,784 433,981 414,970 405,991 419,841
2,207

2,199

2,207

25,193

21,136

22,894

$967,610 $819,574 $945,995

2,043

2,055

1,798

1,722

1,812

1,897

1,779

1,833

32,527

35,701

40,686

49,637

44,966

46,255

44,913

40,658

$1,135,030 $1,207,464 $1,050,374 $1,233,094 $1,103,765 $1,203,300 $1,115,276 $1,011,117

1,853
34,523
$928,094

$12,720,693 $14,750,000

84,845

7,197

6,931

6,887

7,137

6,000

6,458

6,448

5,958

6,471

6,203

5,730

5,790

77,210

85,000

8,317

618

829

1,804

1,037

784

875

678

655

552

790

492

1,005

10,119

8,300

590,618.00

1,137,508.00

1,679,832.00

2,292,982.00

2,706,486.00

3,226,436.00

3,791,842.00

4,362,450.00

5,020,648.00

5,642,602.00

6,249,671.00

6,869,156.00

ADOT/MVD Division Performance Results

Page 14 of 20

ADOT/MVD Division Performance Results

Number of Vehicle Processing Activities
9.0

8.0

8.0
6.9

7.0
Millions

VARIANCE STATEMENT
JULY: There are no significant changes to report.
AUGUST: Vehicle processing activities are down due to fewer hours of operation and
staffing shortages.
SEPTEMBER: Activities decreased slightly during September, as the Southern Region
utilized personnel from both the scale team and ports of entry to conduct mobile operations
in a high traffic area and focus on safety inspections at the international ports.
OCTOBER: With the federal fiscal year at an end, focus was shifted from mobile operations
back to the fixed ports, resulting in an increase in activity.
NOVEMBER: Operating hours at some of the interstate ports of entry were reduced during
the month because of staffing (several officers resigned or transferred to other positions),
resulting in reduction in the total activities performed at the ports.
DECEMBER: December data currently unavailable but will be reported next month along
with January data.
JANUARY: The person newly assigned to enter data for this measurement has just begun
training. The February report will include December through February data.
FEBRUARY: Summary for December through February - activity increased in December as
ports were open additional hours. Total activity continued to increase in January and
February with more vehicles processed/weighed and permits sold.
MARCH: Activity increased as the ports were open more hours than the previous month.
Additionally, mobile teams were redirected to the fixed ports to supplement staffing.
APRIL: Although most activities decreased this month due to continuing furloughs, there
was an increase in safety inspections at the six southern border ports as process
improvements focused on this activity.
MAY: Safety inspections at the six southern border ports deceased due to officers
participating in required training. Other activities decreased as a result of continuing
furloughs (fewer officer hours available).
JUNE: Safety inspections increased in June (and exceeded the FY09 objective) due to
additional staffing at the Arizona/Mexico border ports of entry through the Border
Enforcement Grant (BEG). The remaining FY09 objectives were not met due to fewer hours
of operation resulting from staffing shortages and employee furloughs.

6.0
5.0
4.0
3.0
2.0
1.0

0.6

0.5

0.5

0.6

Aug

Sept

Oct

0.4

0.5

0.6

0.6

0.7

0.6

0.6

Dec

Jan

Feb

Mar

Apr

May June

0.6

0.0
FY July
2008

Nov

Processing Activities

Target = 8.0 million

FY
2009

Page 15 of 20

Motor Vehicle Enforcement
Services
FY 2009 OBJECTIVE

AGENCY GOAL

Optimize the quality, timeliness, and cost effectiveness of our products and services.

MVD GOAL

To promote public safety and protection through regulation, licensing, and the administration of transportation laws.

Increase commercial vehicles processed through Mobile Enforcement Units to 42,000.

The primary purpose of Mobile Enforcement is to regulate commercial vehicle size and weight laws on intrastate highways and illegal circumvention of fixed ports of entry. The use
of mobile enforcement units helps to maximize enforcement-related mandates and increase highway safety.
42,000
200
42000
42000
42000
42000
42000
42000
42000
42000
42000
42000
42000
42000
42000
FY 2009
PERFORMANCE MEASURES
FY 2008
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
June
FY 2009
Objective
Number of vehicles processed (includes
credential checks, safety inspections,
4,581
3,419
7,395
5,546
2,941
5,573
5,469
4,203
4,208
4,342
3,730
3,625
42,000
41,870
55,032
weighs and permit sales)
Safety inspections completed
3,545
235
206
1,401
445
150
323
337
296
196
371
244
283
4,487
3,500
Purpose:
Target

Commercial carriers placed out of service

702

46

37

195

93

24

63

56

57

44

77

35

68

795

700

Percent of commercial carriers placed out
of service

19.8%

19.6%

18.0%

13.9%

20.9%

16.0%

19.5%

16.6%

19.3%

22.4%

20.8%

14.3%

24.0%

17.7%

20.0%

Vehicles measured/weighed

19,993

2,016

1,593

2,761

2,527

1,449

2,778

2,430

1,965

1,986

1,856

1,800

1,697

24,858

20,000

Vehicles in violation size/weight
requirements

1,626

210

95

127

169

58

122

106

92

145

92

102

71

1,389

1,600

Permits sold
Revenue collected from permit sales

Cumulative

38

6

0

3

2

0

0

0

0

0

66

0

3

80

40

$2,415

$165

$0

$183

$131

$0

$0

$0

$0

$0

$1,879

$0

$163

$2,521

$2,400

41,870

4,581

8,000

15,395

20,941

23,882

29,455

34,924

39,127

43,335

47,677

VARIANCE STATEMENT

ADOT/MVD Division Performance Results

Commercial Vehicles Processed by Mobile Enforcement
60

55.0

50
41.9
Thousands

JULY: There are no significant changes to report.
AUGUST: There was a decrease in vehicles processed due to fewer details conducted.
SEPTEMBER: The increase in activity is attributed to the Southern Region using personnel
from the scale team and the ports of entry to conduct mobile operations, in an effort to
impact highway safety in a high traffic area, while increasing overall productivity in safety
inspections for the federal fiscal year-end.
OCTOBER: The number of vehicles processed decreased as the focus was shifted from
mobile operations to activities at fixed ports.
NOVEMBER: The decrease in mobile operations, as with the fixed ports, has been a result
of staffing issues (several officers resigned or transferred to other positions). Mobile team
members are also being assigned to supplement staffing at the fixed ports.
DECEMBER: December data currently unavailable but will be reported next month along
with January data.
JANUARY: The person newly assigned to enter data for this measurement has just begun
training. The February report will include December through February data.
FEBRUARY: Summary for December through February - mobile activity nearly doubled
from November to December as staffing issues were addressed, freeing the mobile teams
to resume normal activity. During January, activity varied only slightly. Activity decreased in
February, as staffing was redirected to the fixed ports.
MARCH: Mobile teams were redirected to fixed ports to supplement staffing this month,
decreasing safety inspections and the subsequent number of carriers placed out of service.
APRIL: As with fixed ports, mobile enforcement efforts remain subdued due to the affect of
furloughs on man-power availability. However, vehicles processed increased as a result of
a special detail and focus on safety inspections during a partnering effort in Prescott.

40
30
20
10

7.4
4.6

3.4

FY July
2008

Aug

5.5

5.6

5.5

4.2

4.2

4.3

3.7

Dec

Jan

Feb

Mar

Apr

May June

2.9

3.6

0
Sept

Oct

Nov

Traffic Processed

Target = 42,000

FY
2009

MAY: There were fewer special details, reducing the number of vehicles processed and safety inspections
performed.
JUNE: There were no significant changes this month. The FY09 objective was exceeded due to
increased Border Enforcement staff that run regular details within counties that adjoin the Mexican border.
Additionally, Northern Region officers were afforded more opportunities to conduct mobile enforcement
details in that area of the state.

Page 16 of 20

Motor Vehicle Enforcement
Services
FY 2009 OBJECTIVE

AGENCY GOAL

To increase the quality, timeliness and cost effectiveness of our products and services.

MVD GOAL

To promote the efficient generation, collection, and management of revenues to meet public needs.

Increase revenue collected through active enforcement efforts to $2.2 million.

Effective registration compliance provides the public with information about registration laws while generating revenue supporting a statewide safe transportation system. Although
registration compliance includes activities that are both active (officer involvement actions) and indirect (systems generated), these measurements reflect only active compliance
officer activities.
Target $2.2 million
$1,640,000 ####### ####### ####### ####### ####### ####### ####### ####### ####### ####### ####### ####### $2,250,000
FY 2009
PERFORMANCE MEASURES
FY 2008
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
June
FY 2009
Objective
Direct revenues generated from active
$2,208,731 $206,718 $252,211 $204,722 $229,714 $274,856 $244,039 $279,818 $261,538 $219,597 $157,491 $170,389 $170,637 $2,671,730 $2,250,000
enforcement efforts
New cases opened 1
30,804
3,347
2,992
2,818
3,454
3,007
4,121
3,462
2,846
2,427
2,798
2,193
3,260
36,725
33,884
Purpose:

Warnings written

23,644

4,024

3,889

3,409

3,785

4,826

3,569

3,381

2,558

3,311

3,195

2,867

3,549

42,363

26,008

Vehicles registered

18,589

1,567

1,350

1,481

1,218

1,788

1,822

1,555

1,415

1,662

1,299

970

1,277

17,404

19,067

Notes:
131.92 186.823 138.232 188.599 153.723 133.94 179.947 184.833 132.128 121.24 175.659 133.623
$153.51
1 Types of new cases opened: 800 calls, special details, warnings, on-views (observations of
Revenue Collected Through Active Enforcement
potential violations), in-person complaints, and website reports. NOTE: Not all warnings issued
become open cases as some vehicles are registered before the warning is entered into the
$3.0

VARIANCE STATEMENT

ADOT/MVD Division Performance Results

$2.5
1,168,221 1,412,260
$2.2 1,692,078 1,953,616 2,173,213 2,330,704 2,501,093 2,671,730

Millions

458,929 663,651 893,365
JULY: Additional efforts were made to open new cases206,718
this month,
increasing the number
opened by several hundred.
AUGUST: Revenue can increase as a result of written warnings and opened cases from prior
months. Few new cases were opened as admin staff spent a large amount of time answering
phone calls pertaining to the thousands of lapsed registration letters that were sent out.
SEPTEMBER: Efforts were focused on opening new cases from warnings issued this month. It
is typical for revenue to fluctuate from month to month.
OCTOBER: Special detail locations resulted in more written warnings this month. Efforts were
made to open as many new cases as possible.
NOVEMBER: Officers focused most of their efforts on writing warnings this month. The number
of vehicles registered was the highest all year.
DECEMBER: The number of written warnings are down due to an increase in leave taken
(holiday, annual, and sick) and several days of poor weather conditions. Revenue is expected to
meet the estimated $2.2 million and even exceed last year's total.
JANUARY: Direct revenue is up over December’s numbers; however, the number of written
warnings is down due to an increase in leave taken during January and the loss of manpower;
two cadets in the academy and one officer temporally assigned to OIG.
FEBRUARY: January's loss of manpower (temporary reassignment, increase in sick leave, and
high vacancy rate) directly affected the number of written warnings. This in turn impacts the
number of cases opened/and direct revenue.
MARCH: The increase in registered vehicles did not equate to more revenue this month as the
average per vehicle VLT fell by $52.00 from February. With decreased manpower from
furloughs and the temporary reassignment of one officer, it is expected that written warnings,
cases opened, and direct revenue may decrease in the future.
APRIL: The number of registered vehicles impacts the direct revenue generated from active
enforcement efforts. Although the FY09 revenue target has been met, due to continuing reduced
officer hours and the overall sluggish economy, future monthly revenue is expected to continue
to be lower than previous months.

$2.7

$2.0
$1.5
$1.0
$0.5

$0.2

$0.3 $0.2 $0.2 $0.3 $0.2

$0.3 $0.3 $0.2

$0.2

$0.2 $0.2

Aug Sept

Jan

Apr

May June

$0.0
FY July
2008

Oct

Nov

Dec

Revenue Collected

Feb

Mar

FY
2009

Target = $2.2 million

MAY: Although vehicle registrations decreased, a higher than average VLT per vehicle resulted in
additional revenue generated.
JUNE: There were no significant changes this month. Although the number of vehicles registered did not
meet the FY09 objective, it only fell short by 1,000 from last year's total. The overall revenue collected
exceeded expectations as the average VLT in FY09 increased by over $35.00 per vehicle from FY08.

Page 17 of 20

Executive Hearing Office
FY 2009 OBJECTIVE

AGENCY GOAL

Optimize the quality, timeliness, and cost effectiveness of our products and services.

PROGRAM GOAL

To promote public safety and protection through regulation, licensing, and the administration of transportation laws.

Reduce the number of cases processed in excess of 65 days to 29.2%.

The majority of hearings involve problem drivers and drivers impaired by alcohol and drugs. It is important that cases are processed in a timely manner as drivers stay on the road
until their case is heard.
29.2%
32%
0.29
0.29
0.29
0.29
0.29
0.29
0.29
0.29
0.29
0.29
0.29
0.29
0.29
FY 2009
PERFORMANCE MEASURES
FY 2008
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
June
FY 2009
Objective
Percent of cases processed exceeding 65
32.4%
44.5%
40.2%
43.5%
42.5%
36.9%
56.6%
61.9%
56.0%
52.6%
57.5%
58.9%
57.2%
51.0%
29.2%
days
Number of cases processed exceeding 65
4,342
567
499
545
519
418
680
809
635
731
763
743
850
7,759
Baseline
days
Total cases of all types processed
13,386
1,273
1,242
1,254
1,222
1,132
1,201
1,307
1,133
1,389
1,326
1,261
1,487
15,227
Baseline
Purpose:
Target

NOTE: Although there are figures that represent the FY08 caseload, this objective was developed
to establish a new baseline as an upgraded computer program has been implemented that will
enhance case processing. A legitimate projection cannot be established for FY09.

ADOT/MVD Division Performance Results

57
.2
%

58
.9
%

57
.5
%

52
.6
%

51
.0
%

Oct

56
.0
%

61
.9
%
56
.6
%
42
.5
%

Sept

36
.9
%

43
.5
%

40%

32
.4
%

50%

40
.2
%

44
.5
%

60%

Percent

VARIANCE STATEMENT
JULY: This is a new objective for FY09.
AUGUST: The number of cases processed exceeding 65 days decreased due to the Chief
Hearing Officer and other staff focusing additional efforts on processing cases.
SEPTEMBER: During September, an Administrative Law Judge (ALJ) resigned resulting in
already scheduled cases becoming unassigned. Additionally, budget constraints have
reduced the number of cases heard where travel is involved and have prevented hiring of two
ADOA approved ALJ vacancies.
OCTOBER: Change is too slight to attribute specific causality (1%). There are no significant
changes to report.
NOVEMBER: The Executive Hearing Office has been concentrating on cases in excess of 65
days through scheduling priorities and increased off-site hearings.
DECEMBER: The office concentrated on closing cases that were open in excess of 65 days
and, in particular, cases in the 75 and over category. They were almost all eliminated from the
scheduling queue.
JANUARY: Cases continue to age in the scheduling queue due to limited resources (40%
vacancy rate and 43% case load increase due to Ignition Interlock legislation). EHO continues
to emphasis closure of cases in the 65 day and over category.
FEBRUARY: There were no significant changes to report this month.
MARCH: Beginning in January, and to stem the number of cases moving to the 65 day and
over category, the Chief Judge and Assistant Chief Judge have begun hearing cases
themselves. During March, they cleared more than 85 cases in the 65+ category. The Office
continues to operate with a three judge vacancy.
APRIL: Exacerbating staff shortages, scheduling conflicts between furloughs and travel have
reduced hearing off-site cases by 30%. The number of cases 65 days and older is expected to
increase.
MAY: Exacerbating staff shortages, scheduling conflicts between furloughs and travel have
reduced hearing off-site cases by 30%. The number of cases 65 days and older is not
expected to decrease.
JUNE: During FY2009, Ignition Interlock cases increased the EHO caseload by 48% without
any increase in personnel or resources. In addition, the program operated with four
Administrative Law Judge vacancies for approximately five months.

Cases Processed Exceeding 65 Days
70%

30%
20%
10%
0%
FY July
2008

Aug

Nov

Dec

Percent Processed

Jan

Feb

Mar

Apr

May June

FY
2009

Target = 29.2%

Page 18 of 20

Support Services Executive
Services Group
CY 2009 OBJECTIVE
Purpose:
Target 4.00

AGENCY GOAL

To optimize the use of all resources.

MVD GOAL

To promote safety and security in the workplace

Maintain the Division Injury Incidence Rate at 4.00 per 100 employees.
ADOT strives to promote a safe working environment for employees throughout the agency. Safety data is reported to the agency director monthly.
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00

4.00

(June)

CY 2009
Objective

2.572

2.996

4.00

9.562

1.198

17.00

Number of recordable injuries

39

20

50

Number of lost time injuries

12

8

19

Lost work days due to injury

145

150

245

3,032,712

1,335,060

3,300,000

PERFORMANCE MEASURES

CY 2008

Injury Incidence Rate (per 100 employees)
Lost Work Day Rate (per 100 employees)

Total Hours Worked

Jan

Feb

Mar

Apr

May

Notes:
Effective March 2009, only the cumulative calendar year-to-date count will be
posted.
Injury Incidence Rate and Lost Workday Rates are based upon OHSA standards
and reflect the number per 100 employees on an annualized basis.

0.0%

Aug

Sept

Oct

Nov

Dec

CY 2009

CY 2003 CY 2003

7.0
Rate per 100 Employees

0.0%

July

Injury Incidence Rate
8.0

Data included in this measurement may be one month behind the reporting month.

0.0%

June

6.0
5.0
4.0
2.996
3.0

2.572

2.0

0.0%

1.0

ne
)
(J
u

C
Y

20
09

D
ec

N
ov

ct
O

Se
pt

Au
g

Ju
ly

Ju
ne

ay
M

Ap
r

ar
M

Fe
b

Ja
n

C
Y

20
08

0.0

Monthly Actual

ADOT/MVD Division Performance Results

Target = 4.00

Page 19 of 20

MVD

AGENCY GOAL

To minimize the emissions of greenhouse gases that are generally considered to contribute to global warming.

MVD GOAL

To minimize the emissions of greenhouse gases that are generally considered to contribute to global warming.

Establish a baseline for the number of MVD employees participating in alternate work schedules that results in at least one less
FY 2009 OBJECTIVE
commute day (to work) each month.
Purpose:
Target

MVD can address the agency's "Climate Change" strategic issue by encouraging flexible work schedules that reduces travel miles.
Baseline
40
Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline

PERFORMANCE MEASURES

Baseline

FY 2008

July

Aug

Sept

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

June

FY 2009

10

N/A

390

388

389

388

390

386

386

377

375

371

370

370

Number of employees participating

450

FY 2009
Objective
Baseline

MVD Employees Participating in Alternate Work Schedules
388

389

388

390

386

386

377

375

371

Aug Sept

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May June

390

400

370

370

350

Number

300
250
200
150
100
50

10

NA

0
FY July
2008

FY
2009

Number of employees participating

ADOT/MVD Division Performance Results

Page 20 of 20