2000 News Archive

Registry of Motor Vehicles Reforms: Progress Report II

It has been six months since we began aggressively working to reform the Registry of Motor Vehicles (RMV). Three months ago we issued our first progress report to you on changes we had made. Once again, we have had a very busy three months as we move closer to our ultimate goal, to improve management and customer service at the RMV. We leave no stone unturned to find out what we should and can be doing to achieve these goals.

I would be remiss if I did not let you know that the employees of the RMV have pulled together as never before. Many have enthusiastically joined in our efforts. Remarkable progress continues to be made, and at a breakneck pace. Additionally, the continuing and unflagging support by Governor Cellucci, Lt. Governor Swift, and you, the members of the Massachusetts House and Senate who share the vision for an improved RMV have been vital to our success. Finally, we hear from the public that they are seeing positive results and are becoming convinced that we are doing all that we can to work in their best interests. Their encouragement has been a real boost for all our staff.

This report covers the last three months of changes, upgrades, and improvements made in a number of categories highlighted in our first report, including: management, branch facilities, customer services, customer outreach, technology, as well as improvements to the quality of our services and partnerships with other agencies and organizations.

MANAGEMENT

Middle Management
As we reported in January, we continue to move aggressively to promote the best and brightest employees we have and to bring new people into the RMV who share our philosophy. The new buzzwords for our district and branch managers are decentralization and empowerment. We continue to cede decision-making authority from our main office to these managers and are holding them responsible for customer satisfaction in their branches. Over-centralization in the past has added to the bureaucratic sluggishness many customers have experienced and needlessly slowed processes with little or no gain.

To date, we have replaced or reassigned five of our six district managers, to whom our branch managers report, and 13 of our 29 branch managers and supervisors. We have hired additional training staff so that new and existing employees get adequate technological and customer service training.

Customer Service Training
Over the past three months we have been working on a Customer Service Training Program for managers and their staff. We plan to hire an experienced training professional in the upcoming weeks and plan to unveil the training program as a pilot project in the near future.

IMPROVING CUSTOMER SERVICE

The RMV continues to expend considerable effort on customer service, our number one priority. Within existing resources and current technological constraints, we have implemented the following enhancements:

More Staff to Direct Customer Service

We are in the process of re-allocating the staff at the following locations:

Lowell is in the selection stage of hiring three full-time and two part-time employees.

Framingham will have two part-time employees added to the current staff.

Quincy will have two full-time employees added to the current staff.

Washington Street (Boston) is in the process of undergoing a remodeling effort. The setup of the building has caused confusion to customers who visit the location to take care of various transactions. This effort will consist of moving the service counters for suspended licenses, citation payments, driving records and reinstatement transactions away from the customer service operation. Upon entering the building, customers will be directed to an entirely different area of the building if they are not there to perform the standard RMV branch transactions (licensing, registration and permit testing). This effort will reduce customers in the branch by an average of 250 people per day.

Extending Hours of Operation for Driving Tests
For years, road tests have been conducted from 8:00 a.m. until 2:30 p.m., traditionally the hours most new drivers are in school. The RMV worked closely with the Massachusetts State Police, thanks to Colonel John DiFava, to change the hours to better accommodate customers. Beginning in April, the road test hours are shifted and expanded to 9:30 a.m. to 4:00 p.m. in branches across the state. In addition, the new Haverhill branch expanded road tests from two days a week to five days a week.

Expediting Vehicles Titles
We currently issue 70% of vehicle titles within a 10-to-15 day time frame. We are looking to implement a Title Quality Assurance Project, which is based on performance standards.

The 30% of titles that are not issued in a 10-to-15 day time frame are ones processed through the Electronic Vehicle Registration (EVR) program by car dealers and insurance agents. Currently, 100% of the titles processed through the EVR program are reviewed prior to a title being issued.

This bottleneck has resulted in a slow turnaround time that is about 12 weeks. To address this, we have set up a Performance Standards data base which will allow us to rate an EVR participant’s performance. The incentive to EVR participants is through more accurate work, their titles will be released more quickly. This will allow us to issue the remaining 30% based on performance in the same 10-to-15 day time frame.

Disabled Placard Issuance
On January 21, 2000, another feature to improve customer service, called "batch processing," was installed to the new software developed for disabled driver placard processing. Prior to January 21, 2000, people were waiting 3-to-4 weeks to receive their placards. The delay was a direct result of a manual paper process that had been in place for years. The RMV’s Medical Affairs Bureau only knew that a person was imaged (photographed) when notification from the branch where the person had been imaged was received back in Boston. The new batch processing feature now allows Medical Affairs to print next day placards for persons approved for disabled parking.

In short, the computer is smart enough to know that a person was approved for a placard and has just been imaged. Medical Affairs is notified the next business day through an automatic batch printing list allowing those placards to be manufactured and sent off to the customer.

We have been averaging 20 transactions a day in "the next day" batch processing feature.

Expanding Service Delivery
We recognize that some areas of the state continue to be under-served. This results in the nearest branch or license express office being deluged with customers -- making the waits there longer than average. To address these problems we have made several significant improvements.

On January 28, 2000, the RMV opened a new, full service branch in Haverhill. We were successful in this endeavor due to the generosity of Mayor James Rurak, who donated space in Haverhill City Hall, rent-free, and assisted the RMV with repairs and improvements throughout the entire process. The opening of Haverhill is relieving the burden on the Lawrence, Reading, Beverly and Danvers locations. A bulk processing center, called a RACE Unit, in the new Haverhill office was also opened for insurance agents, car dealerships and runners, to address the demands by businesses in the area.

The RMV is in the process of evaluating a new site in the Fairfield Mall in Chicopee where we currently have a small license express office. The new branch office will be designed to expand license and registration capabilities resulting in a significant increase of service.

The Cambridgeside Galleria license express location will now operate as an independent branch, as opposed to operating under the supervision of the Melrose branch office. A supervisor will be assigned to the branch. This will eliminate the back fill and the rotation of the clerks from the Boston and the Melrose branches.

The Northampton branch will relocate to Hadley in the fall of 2000. The branch will remain a full service branch. In addition, we have been working with state and local representatives to secure a site at a MA Highway location in Northampton to offset any inconvenience during the planned bridge construction set to commence this fall. This site will be a license express office and will only be in operation during the construction period.

As of March 27, 2000, the Lowell branch office added a limited bulk processing center to accommodate insurance agents and dealers. The center will allow businesses to process up to 12 transactions per day. In addition, the number of licensing stations has been increased from four to six terminals, increasing service to customers at this branch by 50%.

Greeters
One of our real successes has been the introduction of greeters. The concept of a greeter providing assistance upon entering a branch has proven to be beneficial, according to customer feedback. Customers no longer feel overwhelmed and uneasy upon entering a branch office and appreciate the idea that someone is there to facilitate their visit with a smile. The greeter is responsible for welcoming the customer and evaluating each customer’s situation. The greeter answers any questions the customer may have and provides the customer with any materials he/she needs. The customer is then directed to the appropriate destination to complete their transaction.

An added feature that appears to make the customers happy is the purchase of blue pharmacy-style jackets with the RMV logo for all of the front-line staff in the branches. The jackets make it easier for the customer to identify our staff.

Problem Resolution Desk -- Putting Managers Out Front
The goal of the Problem Resolution Desk is to ensure that a customer, whenever possible, is able to complete a transaction in one visit to a branch office. However, as indicated in the previous report, some customers were turned away because the branch managers and supervisors did not have the authority to solve certain types of problems.

In an effort to solve this we have successfully implemented a Problem Resolution Desk in all of our full-service branches. The desks are occupied by a manager or supervisor and who is empowered to make prudent decisions based upon his/her knowledge of the laws, regulations, policies, and procedures that govern the RMV. The managers and supervisors are responsible for assisting customers with problematic situations that cannot be handled by front-line clerks.

The following are newly implemented policies that have been put into place to enable our managers to assist all customers:

i) Next-Day Print for Titles
Managers and supervisors have the authority to print vehicle titles the next day. The standard process has been to mail in an application with the required fee. Processing typically takes approximately 10-14 days. However, in some instances customers need a title more quickly, perhaps in order to sell their vehicle. When situations such as this occur, the customer is directed to the Problem Resolution Desk. The manager has the ability to process a next day printing. The title is printed at our Chelsea Distribution Center and mailed out the following day. The customer is guaranteed to receive the title within three days of their request.

ii) Credit Card Acceptance Flexibility
This change was made to accommodate customers who are unaware of the accepted methods of payments. Currently, the RMV accepts credit cards but only for certain transactions due to budget restrictions. As of this writing, the House Budget includes the $700,000 requested by the Administration to allow us to accept credit cards for all transactions. However, many times customers may not be aware of the limited credit card acceptance policy and do not have another method of payment. If this situation occurs, the customer is directed to the Problem Resolution Desk and the manager has the ability to accept a credit card payment.

iii) Exam Booking Availability
Booking a road test exam is another transaction that can be addressed at the Problem Resolution Desk. The standard policy has been for customers to call the Exam Booking Section of our Phone Center to book a road exam. We realize that at times customers are not aware that they are required to call. In the event this happens, when the customer is at the branch, the manager has the authority to book the test for the customer. Also, in the instance of a customer failing a road test, the manager has the ability to book a road test within a two-day period.

iv) Federal Identification (FID) Number Information
Business owners and corporations are required by the Department of Revenue to have a Federal Identification number. Past practice was that these customers wait for a clerk to contact the Helpline at the Copley Headquarters and then fax the paperwork to the Helpline office for approval. This process was somewhat time consuming for customers as well as our clerks.

Now, customers that visit a branch to process this type of transaction are directed to the Problem Resolution Desk for assistance. The manager reviews the paperwork and, if the paperwork provided is correct, approves the paperwork allowing the process to proceed. Thus, eliminating time consuming phone calls and faxing procedures.

v) Notaries Public
There are situations when paperwork presented at the branch needs to be notarized. Often, customers are not even aware of the requirement and become frustrated when the branch employee must turn them away. In our continuing effort to create one-stop- shopping for customers, more than 60 branch managers and supervisors will be sworn in by Lieutenant Governor Jane Swift as Notaries Public this April. This will enable the manager to assist customers with any business requiring a Notary rather than turning them away once they reach the window.

Expanding Our Ombudsman Office
Two experienced staff members were assigned to address particularly difficult or complex problems that come directly to our headquarters over the phone, by mail, or in person. They are devoted full-time to getting questions answered and the needs of customers addressed in rapid fashion. In February, we added an additional staff person to assist with the growing volume of correspondence. It is the goal of the Ombudsman Office to answer all letters within two weeks of their receipt. Phone calls and walk-ins are handled on the same day. Since establishing this office in October, it has responded to more than 427 letters, 510 phone calls and 312 walk-ins.

Expanding Availability to RMV Hearings Officers
The RMV is moving forward with a pilot program to establish part-time hearings officers in the Pittsfield, North Adams, Northampton, New Bedford, North Attleboro, Plymouth and Fall River branch offices. The hearings officers located at the above sites will reduce the lines for hearings at the Springfield and Brockton locations, as well as providing improved Registry services in a more geographically balanced and user-friendly manner.

All offices that are currently under construction design will have a designated area incorporated into the construction plan to allow us to conduct hearings.

Improved Signage
We continue to hear numerous complaints about the inadequate signage that directs RMV customers to their nearest branch. The RMV has been working cooperatively with the Mass Highway Department, who conducted surveys throughout the state, to determine the adequacy of signage. As a result, the RMV will be adding approximately 130 new signs to the roadways of Massachusetts to better direct customers to branch locations. This contract has been awarded, with a May 31, 2000 completion date.

Headquarters (Copley) Employees to Branches -- Pulling Together
We are following up on our extremely successful effort to address the holiday boom in volume when staff from our headquarters took time from their regular duties to work branch locations during one of our busiest weeks of the year --the week between Christmas and New Year’s Day. As a result of a memorandum seeking volunteers, approximately 15 percent of our headquarters’ staff (73 people) volunteered to take on this duty; equaling 124 total person-days added to our regular staffing pattern. Building on this success, we have developed a SWAT team of employees to staff the branches in times of need.

SWAT Team Effort
We now have set in motion a SWAT team to support our branch staff when circumstances result in a depletion in staffing levels.

On February 17, 2000, a memorandum was distributed to all Copley headquarters and Washington Street (Boston) employees seeking volunteers to assist branch offices when there is a need for additional staffing. To date we have received 35 responses from interested employees. The employees will be trained to process transactions in the branch offices.

The coordination of the SWAT team has been a positive impact on staff morale by building a real team spirit agency-wide.

Making the Wait a Bit More Pleasant
In spite of our efforts to reduce long lines, we remain cognizant of the fact that people will still have to wait some period of time. So, we are looking for ways to make the experience a bit more pleasant. Through donations, we offer reading materials, coloring books and crayons for children, so that a wait at the RMV is at least as tolerable as a wait in one’s doctor’s office.

Beginning in January 2000, we have installed eight electronic information appliances called "silent radios". The silent radios have been installed in the following locations: Haverhill, Lawrence, South Yarmouth, Worcester, Springfield, Quincy, Watertown, Melrose, Lowell and Framingham. The other offices will have silent radios installed by June 1, 2000. These devices are readable message boards that provide the latest news stories, sports scores, weather, movie reviews and stock quotations. There is no cost to the Commonwealth. It is borne completely by the distributor, who pays for the radios through advertising revenues. The RMV, however, has final approval of who advertises. We will also explore the possibility of local businesses to purchase advertising and post promotional offers between news items.

In addition to the silent radio we have recently piloted a "Kids Room" at the Reading branch and it was a big success. The room is an area designated for children to entertain themselves with reading materials, coloring books & crayons, and activity sheets. Several of the branch offices have "kiddie corners" to make the visit more pleasurable for children as well as parents. In the future planning of new offices, the layout of the office will include a designated area for a "Kids Room".

Social Security Online Verification
The RMV will be implementing an online Social Security verification program by the end of April. Social Security Online Verification is a process that allows authorized motor vehicle agencies online access to the U.S. Social Security Administration (SSA) for social security number verification. The advantage of having direct access is to identify individuals accurately and curb the fraudulent issuance of driver licenses and identification cards. It will also cut down on errors caused when a person has a similar name as another person often resulting in misidentification.

The RMV will now be able to verify a customer’s name, date of birth and social security number with the SSA before issuing a license or ID. If the information correctly matches the SSA record, a license/ID can be issued. If the records do not match, the customer will be required to go to the SSA to resolve the problem.

Section 5 Compliance
The Vehicle Services Division of the Registry of Motor Vehicles has a section devoted to so-called Section 5 license plates: plates issued to automobile dealers, automobile repairers, farmers, and owner/contractors. The State Police investigate alleged violations related to the proper and lawful use of these plates. Often, those violations are referred to a RMV Section 5 Compliance Officer. They send a notice of violation and request that the person to whom the plates were issued come in for a "hearing" to determine whether the violation occurred. More often than not, the violation is discussed with the responsible party and the matter is resolved without a finding through a corrective action plan agreed to by both parties.

In order to maximize the efficiency of the Section 5 Compliance Unit, a Compliance Officer will now send letters to alleged violators requesting their attendance at investigative conferences. At these conferences, the Compliance Officer will attempt to resolve the matter without a finding and in a manner that allows the businessman to come into compliance. It is expected that most cases will be resolved in this informal manner. As a result, investigating police officers reporting the violation need not come to any hearing, and no formal hearing process need be followed.

Repeat offenders and egregious violators will still be subjected to the full hearing process, with all due process requirements followed and having available the full range of sanctions capable of being applied to the offense as warranted in the circumstances of each case.

Re-Design of Inspection Stickers
Since the inception of the new Enhanced Emissions Program, the RMV has received numerous complaints about the inspection sticker. The law enforcement community has been concerned that the new design is more difficult to read. Recently, consumers have complained that the sticker does not firmly adhere to their windshield. In response, a number of working groups have been formed. In particular, representatives of the law enforcement community are actively involved in our efforts to finalize changes to the appearance and construction of the inspection sticker. The revised sticker will be available at inspection stations in early summer 2000.

TECHNOLOGY WORKING FOR US

Expanding Internet Services
We continued to expand the amount of information and the number of transactions available on the RMV’s Internet site. Online customers with credit cards are able to renew registrations, request duplicate registrations, pay citations, order duplicate licenses or Mass IDs, change their address and order special plates. All these previously could only be done in person, at one of our branches. One can also check Registry hours of operation, download the state’s drivers’ manual, and get information on voter registration, the state’s vehicle inspection program, and excise tax.

i) New E-Unit Created
As traffic continues to grow on the Internet, the RMV has created an E-Unit to handle several online transactions, including customer feedback and changes of address. A full-time supervisor and two staff will be dedicated to the unit and will provide weekly, monthly and yearly updates on the number of transactions processed.

Currently, the RMV receives more than 100 customer feedback inquiries each day via the website and an average of 100-200 changes of address requests since we offered this option. The RMV has processed 4,328 changes of address since February 14th and the numbers continue to increase.

ii) New Imaging Contract Awarded to Polaroid
Last month the RMV signed a contract with Polaroid Corporation to build a new license/imaging system for implementation in branches across the state. The new Massachusetts licensing system will enable branch staff to capture an image in less time, allow for faster turnaround of licenses, and will have several new security features.

iii) Accident Forms
We get hundreds of calls or visits to the branch from people requesting accident report forms. Those forms are now available via the Internet. Since January of 2000, more than 3,000 forms have been downloaded. Previously, the forms were only available by calling the RMV or by visiting one of our branches.

COMPETITION WORKING FOR US

The Registry has produced several branch office evaluation protocols, which we use as a management tool. Several criteria are evaluated, and results are compared across the branches. We believe that making these evaluations competitive will improve the performance of agency managers and staff and provide better service to the customer.

Customer Satisfaction Reports
Each branch provides customers with postage paid comment cards. These customer survey cards, now available in Spanish, provide valuable information to the RMV about how the public is served at our branches. It is also a helpful tool in detecting patterns of poor service and, yes, even patterns of great service.

Sick Leave Usage Reports
A big drain on branch resources is the loss of counter staff hours due to sick time usage.

As much as 30% of branch staff-time has been lost in some problem branches due to abuse of sick time. Sick leave usage reports are now generated, by branch, and distributed to branch managers for their evaluation. Creative methods for reducing sick time usage are encouraged and branch manager performance evaluations will include this variable as an evaluation criteria.

We compared 1st Quarter to 2nd Quarter FY00 and were amazed by the results that occurred over just three months. We have seen a 49.3% reduction in sick time use in our branches. Sick time used July - September 1999 was 29,687 hours, compared to October - December 1999, which was only 15,040 hours.

A similar result was achieved in our Copley headquarters with an overall 22% reduction in sick time use. The total amount of sick time used between July -September 1999 was 10,118.87 hours, compared to October -December 1999, which was 7,891.73 hours.

Agency-wide this is a 45% decrease in the use of sick time.

BRANCH FACILITIES

Lease Issues
As we previously reported as of the end of September 1999, eight of our branches’ leases had lapsed, placing the RMV in an awkward, uncertain position. It was a top priority to sign lease extensions as quickly as possible. Lease extensions or new lease agreements were executed during the first three months on the following sites: Lawrence, Southbridge, Cambridgeside Galleria Mall, Northampton (Hadley) and Greenfield.

The following branch locations are scheduled for upgrade or renovation in 2000.

North Reading - We are in the process of finalizing the lease and the schematic plan for lease execution as a result of having to vacate our current location in Reading and move to North Reading. The proposal was selected in February and we have discussed with the landlord on several occasions what is needed from him to finalize the lease.

Lawrence - We have an extension in place until June 30, 2000 and the landlord has agreed to extend the lease through October of 2000 to accommodate our current lease selection process and move. We are in the process of selecting one of the proposals.

Hadley - We signed a five-year lease commencing October 2000 with a developer from Hadley to replace the Northampton Office. This lease was executed in January of 2000.

Northampton License Express - We are meeting with the Mass Highway Department to discuss the opening of a new license express location on the Northampton side of the bridge. We continue to work with area legislators on potential sites.

Cambridgeside Galleria - We signed a new five-year lease and opened a new larger location at the Mall in early December. The new location expanded our services by one license station over the previous location, from two to three stations.

Greenfield Mohawk Mall - A lease extension was signed to extend our current agreement until June 30, 2000. Division of Capital Asset Management (DCAM) is in the process of sending out the new five-year lease for execution to our current landlord. The landlord has replaced the stained ceiling tiles and has painted the office. He is expected to replace the carpeting once the new agreement is executed.

Danvers Liberty Tree Mall - Bids recently submitted for the license express proposal were unsatisfactory and rejected. Our current landlord has agreed in principal to extend our stay there until June 30, 2001 while we re-bid the license express office. DCAM is currently working on the extension with the current landlord. A new Request for Proposal (RFP) for a 1,000 square foot license express office should be out by the end of June 2000.

Lowell - The Registry has sent paperwork to DCAM regarding a new 6,900 square foot office that would include a RACE unit for use by insurance agents and dealers. The RFP is expected to be released the third week of April with proposals due by the end of May. The new branch supports the Cellucci-Swift Administration’s commitment to quality services in the City of Lowell.

Renovations
Many of the branches underwent major overhauls because of unsanitary and dilapidated conditions. Others need only cosmetic changes. The Bureau of State Office Buildings recently upgraded the HVAC, roof and parking lot at the Springfield branch.

PARTNERSHIPS TO REDUCE LINES

Expansion of the Electronic Vehicle Registration (EVR) Program
The Registry has licensed 375 auto dealerships to provide vehicle registration services to their customers. By enabling dealership staff to enter new registrations directly into the Registry database, we eliminate a trip to a branch office by either a customer or dealer. Only 15 qualified dealerships remain to be enrolled in this program.

The EVR program is currently processing 37,900 transactions per month. This represents 27% of all agency monthly registration transactions. This level of effort will increase as the number of authorized dealers increase, further reducing the number of customers in branches and reducing wait times.

Furthermore, EVR is expanding to include independent insurance agents. We have recently completed a pilot program with the agents and are preparing to roll it out across the state. To date, 64 agents are online. Our goal is to have 180 agents on-line within the next six months. We also have a pilot program with a direct writer and have signed a service provider agreement with a second vendor to accelerate our efforts.

OTHER

Letters and Language
We are continuing to improve the quality of written communications across all departments. Since the inception of this project all Medical Affairs Bureau letters have been revised and updated to be more customer-friendly. We are beginning the computer programming necessary to revise the high volume letters that are automatically generated by triggering events such as license suspensions or revocations. This project will result in clearer information for our customers.

Massachusetts Performance Enhancement Commission
The RMV was selected as one of the two agencies to participate in the Massachusetts Performance Enhancement Commission. Pursuant to section 234 of the Commonwealth’s budget for FY00, the RMV has been approved to improve organizational operations by developing a document imaging/e-transaction business plan. The goal of the project is to reduce transaction time by providing on-line access to key RMV documents. The project will reduce the time spent on document retrieval necessary for problem resolution, expand access to records for courts, police and other users, and reduce document retrieval, processing and storage costs. Each year the RMV processes and stores over seven million documents. This project will dramatically improve operations by making information available in real time for our customer service staff and key customers.

Driver Education Curriculum
Working with a group of the Commonwealth’s Driving School Owners/Instructors, the RMV has completed a re-draft of a new driver education curriculum - something that had not been done in more than thirty years. Coupled with the recently enacted junior operator licensing law, the new driver education curriculum will be an important tool to improve the skills of new drivers and reduce accidents. The new curriculum, which we hope to institute this spring, will increase the amount of time a new driver spends training behind the wheel. The curriculum includes updated information relative to the changing rules of the road and strongly emphasizes the importance of safe driving. In addition, certain business functions of driving schools will be updated to ensure the best possible service is provided to student drivers.

BUDGET REQUEST DETAIL

While we continue to make progress in many areas, our success is stifled by failing equipment and under-staffing. As I travel to the branches, the most common complaint remains ‘lack of help at the windows’. Our budget request includes funding for additional staff for the branches and expanding hours of operation to better accommodate customer’s busy lives. Also included are one-time costs for new computer and telephone systems.

These technological upgrades are crucial to improving customer service at the Registry of Motor Vehicles. The additional funds will allow us to standardize procedures at all of the branches, for instance, credit card payments and Q-matic ticketing systems. Below is a detail of the major portions of the budget request:

Computers
The RMV continues to operate on "green screen" computers, an antiquated model purchased in the 1980's. As they fail, we continue to search for used replacement parts, which are mostly unavailable. This system fails often, leaving our branches without the necessary technology to conduct daily transactions. Leaving customers in line, shaking their heads in frustration. As we approach this new millennium, technology is our most valuable asset in terms of quality customer service.

We have issued an RFR for the replacement of the "green screen" computer terminals, in the event that the funding is approved by the Legislature.

Our plan is to replace all 700 "green screen" terminals and 500 printers with state-of-the-art computers. The new computers will be six times faster than the computers in our offices today. A new network will also be installed to support our branch office operations. This network, when fully implemented, will be 10 times faster than the present network. In addition to increased reliability, the new computers will allow the RMV to lower the cost of credit card transactions with the addition of credit card receipt printers and debit card personal identification number (PIN) entry pads.

Telephones
We still operate with a phone system that, according to Bell Atlantic, receives more than 100,000 attempted calls each day, yet only 12,000 get through. That means seven of eight callers to the RMV receive a busy signal. What is even more frustrating is there are a number of transactions that could be entirely handled over the phone. Since the callers can’t get through, they are forced to visit a branch.

The proposed phone system will incorporate state of the art technology with all of the features considered essential to customer service and satisfaction. Our telephone system ‘request for quotes’ specifies a comprehensive set of features and capabilities needed to meet our service and productivity objectives.

Since our last report, the RMV sent out a Request for Quote (RFQ) in the event the funding is approved by the Legislature. The ‘RFQ’ specifies that the hardware and software must be flexible enough to provide a full range of options in terms of capacity, number of locations served and compatibility with current and future technology developments. One example of this technology is a Web-based call center. Key functions include:

CTI Functions - Provides capability to link and display selected license and registration data and deliver both the call and the data to an agent without the agent requesting the data separately. The data screens can be transferred to other agents and departments along with the call itself.

Predictive Wait - Informs callers of the estimated wait time until connected to an agent.

Leave/Return to Queue - Allows callers to listen to recorded messages without losing their place in the service queue.

Skills Based Routing - Routes the call to the most qualified available agent based on the caller’s key pad responses to prompts.

Call Prompting - Routes call using Integrated Voice Recognition technology (IVR).

Call Back Request - Callers can leave a message to request a return call.

Automated Call Wrap-Up - Allows agent to perform a number of tasks, after the call is ended, including send a FAX or E-mail, update data base, create a call history, etc.

Automated Data Retrieval - Using keypad inputs from callers, it will provide recorded messages, send faxes, provide directions to branches, etc.

Customer Survey - Using IVR or key pad responses, conduct general or specific customer service satisfaction surveys at the end of a call.

Common Knowledge Data Base - A comprehensive reference library of information available to all Registry employees. An agent scripting technique allows accurate information to be displayed and read to a caller.

Members of the media, please contact the RMV Public Relations Department for more information: feedback.registry@state.ma.us.

 

 


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