• Summary of current service performance
  The Motor Vehicle Dealer Board tracked the following performance indicators during the FY09 period:
  
  • Processed 83.7% "clean" salespersons applications within 4 working days.
  Target 99%
  
  • Average time spent processing an initial salesperson applcation: 29 minutes
  Target 17
  
  • Completed 92.5% dealership opening (original) inspections within 30 days of assignment to the field represntative.
  Target 90%
  
  • Responded to 98% of email correspondence sent to the agency email address within 3 business days
  Target 98%
  
  • Governor’s Management Scorecard Categories “Meet Expectations” for the Agency
  Target 100%
  
  • Effectively Manage Transaction Recovery Fund by timely transfering administrative costs to operating fund.
  Target 100%
  
  • Advertising violation educational letters and phone calls conducted in FY09 - 387
  
  • Field Inspections Performed FY09 - 2,516
  
  • Appeal Hearings are Conducted Within 45 Days of Appeal Request FY09 - 82%
  
  • Field Operation Liaison Visits Performed FY09 - 431
  
  • Total Consumer contacts in FY 09: 6,058
• Summary of current productivity
  At the time of this report submission, individual cumulative ratings for each performance measure is as follows:
  
  • 83.7% "clean" salespersons applications were processed in FY09 within 4 working days.
  
  • Met target of 92% to complete dealership opening (original) inspections within 30 days of assigment to field representative.
  
  • Met target of 98% of email correspondence responded to within 3 business days.
  
  • Governor’s Management Scorecard Categories “Meet Expectations” for the Agency in FY07
  Target 100%
  
  • Transaction Recovery Fund effective management Target of 100% was met.
  
  • 387 Advertising Violations letters and calls were initiated by staff in FY 09.
  
  • 2516 Field Inspections were conducted
  
  • 82% of Appeal Hearings are Conducted Within 45 Days of Appeal Request
  
  • 431 Field Operation Liaison Visits Performed by FY09
  Target: 247

• Summary of Major Initiatives and Related Progress
  The "DealerNet" application expected completion time frame is FY010. This will tie core business functions into a single integrated system for the field and headquarters operations to utilize. Reports, performance metrics, and work flow are the primary objectives to streamline operations at MVDB.
  
  The agency Desktop refresh cycle in conjunction with the VITA/NG partnership is underway with an expected completion date in FY08.
  
  SWaM vendor participation was positive during FY08 in all minority business categories and continue to support agency goals and objectives. SWaM champions are proactive supporters with Governor's initiatives on agency SWam vendor participation and agency target goals.
  
  Use of the eVa portal for purchasing continues to be positive as well as prompt payment practices through the use of utilizing credit card payments.
  
  Efforts are underway in FY08 to pursue legislation for illegal car dealers who do not currently comply with qualification and regulation standards as set forth in the code.
  
  To enhance educational efforts as charged, the MVDB is working with appropriate partners on developing regulations requiring mandatory continuing education for Dealer Operators. These efforts were as a result of positive feedback from the dealer community on the Dealer Operator courses administered through the Virginia Community College System and business parters. As the time of plan submission , 650+ students have takes this course throughout the Commonwealth to become qualified for Dealer Operators.
  Continuing Education for Dealer Operators will keep current operators abreast of legislative changes and promote positive business practices. MVDB's role is primarily a facilator is these efforts with business partners and the Virginia Community College System.
  
  Staffing and support analysis and feasibility should be completed by FY09 to fund a vacant Field Representative staff position.
  
  To increase telework efficiency MVDB field representatives will be provided broadband internet access during our IT refresh cycle. If should be noted 40%+ of our currently workforce telecommutes. Telecommunication upgrades will be enhanced including VPN access and cell phone upgrades for better coverage and features in FY08.
  
  To promote our core business functions and responsibilities, MVDB developed a logo for public identification of our services and agency responsibilities.
  
  Agency Web Site is in full compliance per ITRM standards. The website also supports a public access for Dealer Lookup feature to allow customers to research licensed dealers and email for consumer assistance. The Dealer Lookup also assists our businees partners as well as dealer auctions, attorneys, insurance companies, and local government.
• Summary of Virginia's Ranking
  The Commonwealth of Virginia Dealer Board is the first automobile licensing agent in the nation to implement e-commerce; other states are just now following suit. The Dealer Board was also one of the first agencies in the state to offer on-line business licensing renewal. This agency is also the first in the nation among their peer organizations to fully automate their field inspection process and associated activity tracking of which all field representatives are teleworkers.
• Summary of Customer Trends and Coverage
  MVDB has identified an increase of consumer contact as our consumer assistance as availability becomes more convenient with online services. However, the number of Commonwealth automobile dealers and salesperson has remained fairly constant.

• Summary of Future Direction and Expectations
  The MVDB continues to make strides towards a "paperless" office environment by evaluating document management practices as prescribed by LVA, VITA and internal practices.
• Summary of Potential Impediments to Achievement
  During this planning period, appropriations will be closely monitored to keep up with incremental costs particularly for IT infrastructure and application development expenditures. Competitive salaries will be examined for keeping up with public/private sector salary levels.

• Description of the Agency's Products and/or Services:
  The Motor Vehicle Dealer Board offers the following products and services (core business functions) under their three service areas:
  
  • Board Administration
  • Operations
  • Licensing
  • Inspection
  • Hearings and Violations
  • Advertising
  • Transaction Recovery Fund Administration
  • Consumer Correspondence (Review, Research, Direction, and Response )
  
  For an expanded version of process under the core business functions, see crosswalk below:
• Factors Impacting Agency Products and/or Services:
  The Motor Vehicle Dealer Board is a self-funded agency and therefore receives no general fund monies. Fees submitted to the agency by motor vehicle dealers are accumulated into a fund balance, which covers all core business functions and services provided by the Board. Unlike General Fund agencies, the Motor Vehicle dealer Board was not awarded General Fund dollars to pay for an increases in VITA rates.
• Anticipated Changes in Products or Services:
  The Motor Vehicle Dealer Board continues to implement automated activities that directly support service area objectives and responsibilities as charged. Application development continues to streamline work processes in these service areas to include functionality for a dealer lookup database accessed internally and the public via agency web site, email capability for consumer assistance, and document management capability for staff to view/research online scanned documents. Ease of use capabilities such as online access for the dealer community, automotive consumers, and business partners provide customer focused resources used effectively and aligns our goals with core objectives in these service areas. Service area process "modules" will continue to be further developed to enhance performance, reporting, and tracking capabilities during this planning period.

• Financial Overview:
  The Board receives no general fund monies. Fees submitted to the agency by dealers cover all core business functions and services provided by the Board. We continue to experience a surge in costs associated with VITA rate increases, IT investment and support and other direct operating costs, necessary for keeping up with technological improvements and data security.
  
  The Board's financial accounting and reporting functions are provided by DMV. As a result of this joint effort, the Board has been able to conduct its statutory responsibilities and its financial management functions in a most cost-effective manner.
  
  Fiscal Year Ending June 30, 2009: Revenues= $2,075,905. Expenses/Transfers=$1,918,684; Cash Balance=$665,180
  
  Since the Motor Vehicle Dealer Board is self-funded, monies appropriated from the agency's reserve (special) funds cover the Board and Operational expenses within the Administrative Service area. Monthly revenue, on average $172,992 month, generated by fee collection provide funding for the Consumer Assistance and Motor Vehicle Dealer and Salesperson Regulation service areas.
• Financial Breakdown:

  	FY 2009			FY 2010
  	General Fund	Nongeneral Fund		General Fund	Nongeneral Fund
  Base Budget	$0	$2,210,782		$0	$2,213,553
  Change To Base	$0	$0		$0	$0
  Agency Total	$0	$2,210,782		$0	$2,213,553

  This financial summary is computed from information entered in the service area plans.

• Overview
  Organizationally, the Board staff is divided into two functional areas: Field Operations and Headquarters Operations. The field operations consist of a supervisor and eleven field representatives who work out of their “home-offices” located throughout the Commonwealth. Educating dealers, salespersons and consumers is the primary focus of the field representatives. Enforcement becomes necessary only after continued, blatant disregard for laws.
  
  The number one priority of the Dealer Board Headquarters Operations is to process initial and renewal applications of our licensees (dealers and salespersons). This work constitutes the highest volume and work effort of the Headquarters staff.
  
  Motor Vehicle Dealer Board
  Organizational and Operational Chart
  
  
  MVDB Board of Directors
  
  Executive Director
  
  Administrative Assistant
  
  Management Analyst, Sr Office Manager Field Operations
  Supervisor
  TRF Analyst
  2 Consumer/Advertising Analysts 11 Field Reps
  5 Program Support Techs.
• Human Resource Levels

  Effective Date	7/1/2005
  Total Authorized Position level	22
  Vacant Positions	-3
  Current Employment Level	19.0
  Non-Classified (Filled)	0
  Full-Time Classified (Filled)	19		breakout of Current Employment Level
  Part-Time Classified (Filled)	0
  Faculty (Filled)	0
  Wage	7
  Contract Employees	0
  Total Human Resource Level	26.0		= Current Employment Level + Wage and Contract Employees

• Factors Impacting HR
  The Motor Vehicle Dealer Board is implementing an automation and reengineering activity that will "overhaul" all existing core business functions within the Consumer Assistance and Motor Vehicle Dealer and Salesperson Regulation service areas. Work flow processes will streamline operational activities for staff allowing for more customer focused activities to be accomplished during this planning period.
• Anticipated HR Changes
  Staff demographics have excellent cross training and diversity task management skills of which we do not anticipate attrition or retirement challenges in this planning period.

• Narrative overview of the current state of IT in the agency:
  For the past several years MVDB has been a seat managed agency which meant all desktops were leased on a three-year rotation from a vendor who in turn subcontracted network and computer services work to SWaM IT vendors. This SWaM vendor-agency relationship has proved to be positive for servicing vital IT computer and network services in a timely and cost-effective manner.
  
  Recently VITA/NG has begun transformation efforts for MVDB. Desktop refresh is to be completed in FY08. Proposed although at the time of this publication server consolidation would possibly completed during this planning cycle. Although the transformation process has been positive, we do continue to work with our current SWaM vendors for IT support services in the areas of network and application development support. and the IT partnership. When SWaM Champions are informed of opportunities, communication will be provided to those SWaM vendors as appropriate.
• Narrative description of the factors impacting agency IT:
  VITA/NG decentralized service and support rates were implemented in calendar year 2007. This new rate structure discontinued billing rates for seat managed /leased services under an MOU agreement with our current vendor and established retroactive payments to July 1, 2006. Under this new rate structure MVDB is charged a flat rate for services and support which is paid through VITA and in turn to our seat management provider Dyntek. VITA/NG service delivery and support have attributed to cost increases which have in turn impacted agency budgetary expenditures in FY07. Under the current rates (FY07) MVDB spends approximately $25,000 more on IT infrastructure services. Rates for FY08 and beyond have not been established by VITA/NG at the time of this publication, however, responsible budget planning will allow for future incremental costs increases associated with these services.
• Describe any anticipated or desired changes to agency IT:
  The Motor Vehicle Dealer has completed an intial mapping process which identifies three main modules that represent our core business functions. Those are : Consumer Assistance and
  Advertising, Motor Vehicle Dealer and Salesperson Regulation and Transactions Recovery service areas. Efforts will also continue on document scanning and imaging of records.
  
  Currently our servers are in-house however based on initiatives from VITA/NG server consolidation at CESC will more than likely occur during this planning period for logistics and data security practices.
  
  Technological changes in infrastructure as well as "smart" photocopiers will be proposed for
• IT Current Services:

  	Cost - Year 1		Cost - Year 2
  	General Fund	Non-general Fund	General Fund	Non-general Fund
  Projected FY2010 VITA Service Fees	$0	$0	$0	$0
  Changes (+/-) to VITA Infrastructure	$0	$0	$0	$0
  Estimated VITA Infrastruture	$0	$0	$0	$0
  Specialized Infrastructure	$0	$39,400	$0	$39,400
  Agency IT Staff	$0	$0	$0	$0
  Non-agency IT Staff	$0	$0	$0	$0
  Other Application Costs	$0	$47,500	$0	$47,500
  Agency IT Current Services	$0	$86,900	$0	$86,900

  Comments:
  [Nothing entered]
• Proposed IT Investments

  	Cost - Year 1		Cost - Year 2
  	General Fund	Non-general Fund	General Fund	Non-general Fund
  Major IT Projects	$0	$0	$0	$0
  Non-major IT Projects From $100,000 - $1 Milliona Total Cost	$0	$0	$0	$0
  Non-major IT Projects Below $100,000 Total Cost	$0	$0	$0	$0
  Major IT Procurements - Stand-alone	$0	$0	$0	$0
  Non-major IT Procurements - Stand-alone	$0	$0	$0	$0
  Total Proposed IT Investments	$0	$0	$0	$0

• Projected Total IT Budget

  	Cost - Year 1		Cost - Year 2
  	General Fund	Non-general Fund	General Fund	Non-general Fund
  Agency IT Current Services	$0	$86,900	$0	$86,900
  Total Proposed IT Investments	$0	$0	$0	$0
  Agency Projected Total IT Budget	$0	$86,900	$0	$86,900

• Current State of Capital Investments:
  The Motor Vehicle Dealer Board has no Capital Investments to report.
• Factors Impacting Capital Investments:
  The Motor Vehicle Dealer Board has no Capital Investments to report.
• Capital Investments Alignment:
  The Motor Vehicle Dealer Boards has no Capital Investments to report.

The Motor Vehicle Dealer Board continues to implement automated activities that directly support service area objectives and responsibilities as charged. Application development continues to streamline work processes in these service areas to include functionality for a dealer lookup database accessed internally and the public via agency web site, email capability for consumer assistance, and document management capability for staff to view/research online scanned documents. Ease of use capabilities such as online access for the dealer community, automotive consumers, and business partners provide customer focused resources used effectively and aligns our goals with core objectives in these service areas. Service area process "modules" will continue to be further developed to enhance performance, reporting, and tracking capabilities during this planning period.

• Be recognized as the best-managed state in the nation.
• Ensure that Virginia has a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life.

The Motor Vehicle Dealer Board continues to implement automated activities that directly support service area objectives and responsibilities as charged. Application development continues to streamline work processes in these service areas to include functionality for a dealer lookup database accessed internally and the public via agency web site, email capability for consumer assistance, and document management capability for staff to view/research online scanned documents. Ease of use capabilities such as online access for the dealer community, automotive consumers, and business partners provide customer focused resources used effectively and aligns our goals with core objectives in these service areas. Service area process "modules" will continue to be further developed to enhance performance, reporting, and tracking capabilities during this planning period.

• Be recognized as the best-managed state in the nation.
• Ensure that Virginia has a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life.

By being innovative and creative with the use of existing technology, the Motor Vehicle Dealer Board intends to raise the level of agency core business function performance. The Motor Vehicle Dealer Board anticipates numerous agency and customer benefits such as increased customer service delivery and staff productivity, decreased processing time, greater performance tracking and heightened traceability, and of course, operational cost savings.

• Be recognized as the best-managed state in the nation.
• Ensure that Virginia has a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life.

We will strengthen the culture of preparedness across state agencies, their employees and customers. This goal ensures compliance with federal and state regulations, policies and procedures for Commonwealth preparedness, as well as guidelines promulgated by the Assistant to the Governor for Commonwealth Preparedness, in collaboration with the Governor's Cabinet, the Commonwealth Preparedness Working Group, The Department of Planning and Budget and the Council on Virginia's Future. The goal supports achievement of the Commonwealth's statewide goal of protecting the public's safety and security, ensuring a fair and effective system of justice and providing a prepared response to emergencies and disasters of all kinds.

• Be recognized as the best-managed state in the nation.
• Ensure that Virginia has a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life.

• We will be prepared to act in the interest of the citizens of the Commonwealth and its infrastructure during emergency situations by actively planning and training both as an agency and as individuals.
  Objective Strategies

  • The agency Emergency Coordination Officer will stay in continuous communication with the Office of Commonwealth Preparedness and the Virginia Department of Emergency Management

  Objective Measures

  • Agency Continuity of Operations Plan (COOP) Assessment Score
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Measure Baseline Value:

    Date:

    Measure Baseline Description: 2007 COOP Assessment Results (% out of 100)

    Measure Target Value:

    Date:

    Measure Target Description: Minimum of 75% or, if at 75%, increase the average by 5% each year

    Data Source and Calculation: The COOP Assessment Review is a 24 component assessment tool that helps measure the viability of a COOP plan.

• Factors Impacting the Products and/or Services:
  The automobile industry is a fluctuating market. In previous years this market has proven itself to be a "cornerstone" in the national economy. However, it is difficult to judge the industry's economic direction.
• Anticipated Changes to the Products and/or Services
  Although the national consumer market is currently experiencing a downswing, the automobile industry remains afloat through special and creative incentives offered to the consumer; thus, making purchasing (even in a down market) attractive.
• Listing of Products and/or Services
  • Consumer assistance involving research, investigation, direction, correspondence, and conflict resolution.
  • Transaction Recovery Fund administration for those who proven, via the court system, that they have been defrauded by a Virginia dealer(ship) licensed by the Board.

• We will respond to consumer email on a timely basis.
  Objective Description
  Currently, the Motor Vehicle Dealer Board tracks and reports response time of email received from the public email site via the agency website. Eventually, this objective will change to include all consumer correspondence and inquiries the agency receives. On going application development will streamline staff workload to meet future performance objectives over time.
  Alignment to Agency Goals
  • Agency Goal: Provide a high level of customer service.
  • Agency Goal: Promote the interest of both the automotive consumer and the dealer body.
  Objective Strategies
  • The agency automation and reengineering activity has been implemented for this particular measure, and will assist staff efforts to meet this performance objective. Consumer email correspondence is working towards a standard template application so that staff selects response from a menu versus typing individual letters. All incoming consumer correspondence will be tracked via one system and automated to produce monthly reports.
  Objective Measures
  • Percentage of email correspondence responded to within 3 business days.
    Measure Class:

    Governor's Key

    Measure Type:

    Output

    Measure Frequency:

    Annual

    Preferred Trend:

    Up

    Key Summary: We will increase the percentage of all consumer email responded to within 3 business days to 98% by FY 2009.

    Measure Baseline Value:

    96

    Date:

    Measure Baseline Description: 96% in FY 2005

    Measure Target Value:

    98

    Date:

    6/30/2009

    Measure Target Description: 98% by FY 2009

    Data Source and Calculation: Total monthly consumer email correspondence responded to within three (3) business days.

• Ensure effective management of the Transaction Recovery Fund.
  Objective Description
  The Motor Vehicle Dealer Board is responsible for administering the Motor Vehicle Transaction Recovery Fund (MVTRF). Individuals who have been awarded a judgment in court related to the purchase of a motor vehicle from a licensed dealer, may seek relief from the Fund if the dealer does not follow the court’s direction. The Virginia Motor Vehicle Transaction Recovery Fund has been established to reimburse persons who have suffered loss or damage in connection with the purchase or lease of a motor vehicle due to illegal actions of licensed or registered motor vehicle dealers or salespersons. MVDB staff coordinate these efforts to ensure management of the fund is upheld in accordance with Transaction Recovery Fund laws and regulations.
  Alignment to Agency Goals
  • Agency Goal: Provide a high level of customer service.
  • Agency Goal: Promote the interest of both the automotive consumer and the dealer body.
  • Agency Goal: Administer sections of the Commonwealth's Motor Vehicle Dealer Laws and regulations, as charged.
  Objective Strategies
  • Fund balance does not exceed the maximum limit for operational efficiency.
  Objective Measures
  • Percent of Transaction Recovery Fund administrative costs transferred to the MVDB operating fund
    Measure Class:

    Other

    Measure Type:

    Output

    Measure Frequency:

    Semi-Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    100

    Date:

    6/30/2007

    Measure Baseline Description: By 6/30/07, transfer 100% of the TRF administrative costs from TRF Special Fund to the operating fund.

    Measure Target Value:

    100

    Date:

    6/30/2009

    Measure Target Description: By 6/30/09, transfer 100% of the TRF administrative costs from TRF Special Fund to the operating fund.

    Data Source and Calculation: Quarterly automated fund balance reporting.

• Factors Impacting the Products and/or Services:
  The automobile industry is a fluctuating market. In previous years this market has proven itself to be a "cornerstone" in the national economy. However, it is difficult to judge the industry's economic direction.
• Anticipated Changes to the Products and/or Services
  Although the national consumer market is currently experiencing a downswing, the automobile industry remains afloat through special and creative incentives offered to the consumer; thus, making purchasing (even in a down market) attractive.
• Listing of Products and/or Services
  • The primary focus of the Board is to license and regulate the nearly 4000-combined franchise (new) automobile dealers and independent (used) automobile dealers within the Commonwealth of Virginia. These dealers have a combined total workforce of approximately 23,000 licensed salespersons. In addition to licensing and regulation, the following core business functions fall within this service area: • Inspection • Hearings and Violations • Advertising

• We will process salespersons applications on a timely basis.
  Objective Description
  We will process "clean" salespersons applications within 4 business days.
  Alignment to Agency Goals
  • Agency Goal: Provide a high level of customer service.
  • Agency Goal: Promote the interest of both the automotive consumer and the dealer body.
  • Agency Goal: Administer sections of the Commonwealth's Motor Vehicle Dealer Laws and regulations, as charged.
  Objective Strategies
  • We accomplished our "stretch" target and processed 99.45% during FY07. Toward those endswe have institutedmany processes to include the use of automation.
  Objective Measures
  • Percentage of "clean" salespersons applications processed within 4 working days.
    Measure Class:

    Governor's Key

    Measure Type:

    Output

    Measure Frequency:

    Annual

    Preferred Trend:

    Up

    Key Summary: We will process 99% of "clean" sales persons applications within 4 working days by FY 2009 .

    Measure Target Value:

    99

    Date:

    6/30/2009

    Measure Target Description: 99% by FY 2009

    Data Source and Calculation: Current Microsoft Access Applicant Tracking & Performance Database

• We will inspect original (new) dealerships on a timely basis.
  Objective Description
  In keeping with the theme of promoting employment and economic development we strive to open new business (dealers) in a timely fashion. This is one of our core functions and responsibilities.
  Alignment to Agency Goals
  • Agency Goal: Provide a high level of customer service.
  • Agency Goal: Promote the interest of both the automotive consumer and the dealer body.
  • Agency Goal: Administer sections of the Commonwealth's Motor Vehicle Dealer Laws and regulations, as charged.
  Objective Measures
  • Percentage of opening inspections of (new) original dealerships within 30 days.
    Measure Class:

    Governor's Key

    Measure Type:

    Output

    Measure Frequency:

    Annual

    Preferred Trend:

    Up

    Key Summary: We will increase the percentage of original (opening) dealerships inspections completed within 30 days of assignment to the field representative to 90% by FY 2009.

    Measure Target Value:

    90

    Date:

    6/30/2009

    Measure Target Description: 90% by FY 2009

    Data Source and Calculation: Measure is tracked in agency SQL application by determining number of new dealership inspections performed within 30 days from total number of new dealership inspection performed.

• Factors Impacting the Products and/or Services:
  The Motor Vehicle Dealer Board continues to implement automated activities that directly support service area objectives and responsibilities as charged. Application development continues to streamline work processes in these service areas to combine legacy applications into a single intergrated system for headquarters and field staff. This single system, OnBoard will continue work during FY10 and house all dealer and salesperson licensing data for staff use. It is envision a complete 360 profile of a dealership including general licensing data as well as any customer complaints, violations, hearings, active saleserpersons, and scanned images pertaining to a dealership will be available for headquarter and field work. OnBoard will also eventually service our current web applications including the Dealer Lookup and Customer Complaint form. Our primarly goals with this application is to eventually be able to promote more online access for the dealer community, consumers, and business partners while meet service area objectives.
• Anticipated Changes to the Products and/or Services
  As with any automation and reengineering activity of this magnitude, the Motor Vehicle Dealer Board anticipates numerous agency and customer benefits such as increased customer service delivery and staff productivity, decreased processing time, greater performance tracking and heightened traceability, and operational cost savings realized.
• Listing of Products and/or Services
  • The administrative service area provides the structure for operating all agency service areas, core business functions, and business processes. This service area is comprised of Board Administration (for which agency policy and direction is established) and Operations (which is comprised of administrative staff, legal services, facilities, inter-agency processing and support administration, and information technology).

• Ensure that resources are used efficiently and programs are managed effectively, and in a manner consistent with applicable state and federal requirements.
  Objective Description
  Administrative services provide direct support to ensure management scorecard criteria achieve maximum potential in the areas of : HR, Financial Management, Government Procurement, Resource Stewardship, Technology, and Performance Managment meet or exceed agency targets.
  Alignment to Agency Goals
  • Agency Goal: Provide a high level of customer service.
  • Agency Goal: Promote the interest of both the automotive consumer and the dealer body.
  • Agency Goal: Administer sections of the Commonwealth's Motor Vehicle Dealer Laws and regulations, as charged.
  Objective Strategies
  • Continue to ensure effective operational efficiencies in scorecard criteria area that promote the best interest of the automotvie consumer and dealer community.
  Objective Measures
  • Percent of Governor's Management Scorecard categories marked as meets expectation
    Measure Class:

    Other

    Measure Type:

    Output

    Measure Frequency:

    Quarterly

    Preferred Trend:

    Up

    Measure Target Value:

    100

    Date:

    6/30/2009

    Measure Target Description: 100% by FY 2009

    Data Source and Calculation: Ratings received on the Governor's Management Scorecard. Data source, eva portal, swam dashboard, DPB, DOA website reports