Director of the Department of Motor Vehicles Anne C. Witt Confirmation Resolution of 2003
PR 15-0216

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A PROPOSED RESOLUTION IN THE COUNCIL OF THE DISTRICT OF COLUMBIA

To confirm the mayoral appointment of Ms. Anne C. Witt as the Director of the Department of Motor Vehicles.

RESOLVED, BY THE COUNCIL OF THE DISTRICT OF COLUMBIA, That this resolution may be cited as the "Director of the Department of Motor Vehicles Anne C. Witt Confirmation Approval Resolution of 2003".

Sec. 2. The Council of the District of Columbia confirms the appointment of:

Ms. Anne C. Witt
6961 Greenvale Street, N.W.
Washington, D.C. 20015

as the Director of the Department of Motor Vehicles, in accordance with section 2 of the Confirmation Act of 1978, effective March 3, 1979 (D.C. Law 2-142; D.C. Official Code § 1-523.01) to serve at the pleasure of the Mayor.

Sec. 3. Fiscal impact statement.

The Council adopts the fiscal impact statement in the committee report as the fiscal impact statement required by section 602 (c)(3) of the District of Columbia Home Rule Act, approved December 24, 1973 (87 Stat. 813; D.C. Official Code § 1-206.02(c)(3)).

Sec. 4. The Secretary of the Council of the District of Columbia shall transmit a copy of this resolution, upon its adoption, each to the nominee and to the Mayor.

Sec. 5. This resolution shall take effect immediately.

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ANNE WITT
6961 Greenvale Street, N.W., Washington, D.C. 20015
Phone: 202/686-1609 E-MaiI: awhoey@starpower.net

Senior operations executive and skilled organizational effectiveness strategist with a proven track record of implementing high-stakes changes and managing diverse, complex operating organizations through tenacity, leadership, and conviction. Exceptional communication, interpersonal, and analytic skills.

1994 - 2002, Amtrak (National Railroad Passenger Corporation)

Five successively more responsible Corporate Vice Presidencies. As Amtrak's President put it, "I give Anne our problem organizations, and she straightens them out so others can run them," My strong analytical skills and strategic thinking enabled me, and my teams, to unravel obstinate constraints and unlock hidden opportunities. My capacity for systems thinking applied to organizational dynamics J the causes of various effects, the networks of personal and policy relationships, and the values that define cultures - helped me understand and eliminate bottlenecks and barriers and translate ideas into practical, meaningful results. My high expectations for fairness, inclusion, service, accomplishment and accountability, underpinned my leadership style and capacity to inspire others.

Vice President - Service Standards

• Developed the first unconditional service guarantee in the transportation industry - leading to Amtrak's July, 2000 launch of a new brand identity which guaranteed customer satisfaction.

• Contributed to 14% increased revenue and ridership over prior year, an immediate 10% customer satisfaction improvement, $1.6 million cost savings due to enhanced employee engagement measured by quadrupled perfect attendance, and expanded media and market attention giving credibility to the new quality-oriented brand identity.

• Led a corporate wide transformation of Amtrak's culture from traditional rail operations to one foamed an consistent quality service, touching every major program element and support system.

• Revised recruitment and performance evaluation systems, redesigned products, trained all 24,000 employees arid mergers, introduced enhanced communication systems, expanded labor/management cooperation, and introduced performance incentives.

Vice President - Service Operations

• Achieved $80 million in savings while increasing customer satisfaction with equipment by 11%.

• Managed corporate-wide Me functions of fleet maintenance, crew calling, commissary, safety, and environmental management supporting day-to-day operations.

• Ran three major backshops performing locomotive and passenger fleet overhauls and component manufacturing.

• Managed capital and operating budgets in excess of $500 million.
• Reengineered production fines, expand preventive ands programs, improved production planning, streamlined and automated materials Alarming and inventory control.

Vice President - Reservations, Saps and Customer Relations

• Grew system capacity by 1096 to $1.3 billion in safes, while reducing costs by $15 million annually.
• Received industry recognition as Call Centers of the Year for the entire transportation sector.
• Led turnaround of Amtrak's reservation sates call centers. Within two years, achieved a 35% increase in call handling productivity, 15% rise in booked revenue, 15% improvement in customer satisfaction and 5% reduction of cost.

• Consolidated the corporation's fragmented sales channels into a coordinated distribution system.

• Performed analyses that discovered 43 different paths to market and rationalized their management invested in technology, introducing on-line Internet reservations and sales, expanded automated voice recognition call handling and self-service ticketing kiosks.

Vice President - Customer and Corporate Communication

• Effectively managed crisis communications during service disruptions, weather emergencies and threatened labor unrest.

• Led and managed internal and external communications, providing a coordinated message supporting business and legislative strategies.

• Launched award-winning internal newspaper "Amtrak Ink".

• Received CIPRA award for public relations campaigns

• Designed and conducted national public forums and company-wide employee forums on Amtrak's future, creating grass roots input for legislative debate.

Vice President - Corporate Management: Corporate Secretary

• Streamlined management accountability; instituted executive management reporting system
• Clarified accountabilities and eliminated duplication in complex matrix organization, while preserving benefits of decentralized service delivery
• Coordinated corporate governance, translating mandates and policies from the Board of Directors into measurable accountabilities for the Management Committee.

1991-1994 Montgomery County, Maryland Department of Environmental Protection

Deputy Director of $55 million, 250 employee environmental protection organization responsible for planning, implementing, monitoring and evaluating policies, programs legislation and regulations design to protect the County's air, wetlands and streams.

• Designed and shepherded through option and public referendum an innovative "solid waste system benefit charge" financing system.
• Financed a 1200-ton-per-day waste-to-energy facility with A-rated $361 million revenue bond issue (Maryland's largest).
• Implemented long-evasive controversial waste disposal solutions achieving predictable, affordable, environmentally sound long-term waste disposal capacity.
• Led an intensive, innovative participatory process entailing 8,000 hours of community input.

1984 -1987 District of Columbia. Department of Public Works

Administrator of $58 million, 1,400 employee public works agency responsible for: maintaining roadways, sidewalks, bridges, parks and green areas; removing and disposing household trash; clearing snow from public ways; enforcing code provisions; and coordinating utility work.

• Implemented "Supercans" -- semi-automated 90-gallon refuse containers that increased neighborhood cleanliness and reduced costs of collection by over $2 million per year.
• In 2007, some 18 years after I received Washingtonian Magazine's "Best New Idea" award for the Suipercan program, the City announced it was replacing the popular containers extending its longevity for another twenty years.
• Achieved 12-fold increase in street leaning frequencies while reducing curb-mile cost from $67.91 to $2.73; a 58% reduction in processing time far abandoned vehicle removal; and 19% reduction in refuse collection man-days through continuous path routing.
• Instituted work methods analysis, standards development staffing and equipment scheduling, deployment studies, and otter methods to rejuvenate and refocus the Department.
• Streamlined and modernized a change-resistant bureaucracy wish widely replicated initiatives, such as the "Clean It or Lien It" vacant property nuisance abatement program.

1991- 2000, Director, Children's National Medical Cedar. Washington, DC

A two-year vigil attending to my infant daughter's diagnosis of brain cancer involved 289 in-patient days, 5 surgeries, 90 chemotherapy sessions, and countless tests and procedures at Children's. An added benefit of her remarkable survival has bean my 10-year service as Vice Chair of the Hospital's Board of Directors, and Chair of its Consumer Affairs Committee. In addition to fund-raising activities, I have helped the hospital expand its consumer focus; institute patient, parent and referring physician satisfaction surveys; improve telephone response and scheduling systems; and enhance directional signage and patient parking polices.

Harvard University, Kennedy School of Government: Master of City Planning
Federal City College, Bachelor of Science in Urban Planning
Kalamazoo College, Undergraduate Study
H.B. Maynard Institute. Methods Engineering Certification
Harvard University, Senior Executive Institute
Leadership Washington