IT'S SO NICE TO BE BACK. I'M EXTREMELY PLEASED TO BE CONSIDERED TO DIRECT THE DISTRICT OF COLUMBIA'S DEPARTMENT OF MOTOR VEHICLES. AS MANY OF YOU KNOW, IN EARLIER YEARS I ALREADY HAVE 15 YEARS OF D.C. SERVICE AND IT WAS SOME OF THE MOST GRATIFYING OF MY CAREER. ALREADY IN THE FEW WEEKS I'VE BEEN BACK AS ACTING DIRECTOR, I'VE FELT THAT FAMILIAR EXHILARATION THAT COMES FROM SERVING THE COMMUNITY WHERE I LIVE, THE COLLEGIALITY OF THE DISTRICT WORK FORCE, AND THE SATISFACTION OF WORKING TO MAKE A DIFFERENCE IN THE QUALITY OF LIFE FOR D.C. RESIDENTS.

AS YOU CAN IMAGINE, I'VE GOTTEN A RANGE OF REACTIONS FROM PEOPLE WHO'VE LEARNED OF MY NEW POSITION. IN FACT WHEN I BEGAN, I SOLICITED CITIZEN INPUT AND HAVE RECEIVED OVER A HUNDRED RESPONSES. OVERALL, I SENSE ACKNOWLEDGMENT THAT DMV HAS CHANGED FOR THE BETTER. BUT IT'S ALSO VERY CLEAR THERE ARE A MYRIAD OF SERVICE, CONVENIENCE, CONSISTENCY, AND RESPONSIVENESS EXPECTATIONS THAT ARE NOT YET MET.

WHAT'S SO GREAT IS, THIS JOB IS WHAT I DO! I LOVE TO MANAGE, IMPROVE, TURN-AROUND OR ENHANCE COMPLEX SERVICE DELIVERY OPERATIONS. SOME GREAT PAST EXPERIENCES TAUGHT ME VALUABLE SKILLS AND LESSONS. I'M EAGER TO APPLY THEM AT DMV.

MY ENTIRE CAREER HAS BEEN IN THE PUBLIC AND QUASI-PUBLIC SECTOR, BEGINNING AS A GS- I SUMMER COLLEGE INTERN AT THE BUREAU OF THE PUBLIC DEBT IN CHICAGO. AFTER COMPLETING MY BACHELOR'S DEGREE AT D.C.'S OWN FEDERAL CITY COLLEGE, AND THEN MY MASTER'S DEGREE IN CITY PLANNING AT HARVARD UNIVERSITY, I JOINED THE D.C. GOVERNMENT. I WORKED AT THE THEN DEPARTMENT OF ENVIRONMENTAL SERVICES IN THE AREA OF SOLID WASTE MANAGEMENT, WHERE I DEVELOPED MY INTEREST AND TALENT FOR OPERATIONS IN LARGE ORGANIZATIONS.

ONE OF THE FIRST WOMEN TO WORK IN FIELD LINE OPERATIONS, I EARLY LEARNED THE NEED FOR ESTABLISHING CREDIBILITY THROUGH SWIFT, SOLID AND FAIR DECISION-MAKING AND OPEN TWO-WAY COMMUNICATION. I APPLIED MY PLANNING AND DEVELOPMENT SKILLS - ANALYZING AND DESIGNING INNOVATIVE INITIATIVES SUCH AS THE AWARD-WINNING SUPERCAN PROGRAM. THIS AND OTHER EFFORTS, SUCH AS THE "CLEAN IT OR LIEN IT" VACANT-PROPERTY NUISANCE ABATEMENT PROGRAM, HAVE WON ACCOLADES FROM MANY CORNERS AND BEEN WIDELY REPLICATED IN RECOGNITION OF THE IMPROVED QUALITY OF LIFE THEY BROUGHT TO THE DISTRICT.

IN THAT DISTRICT SERVICE, WAS EXPOSED TO THE COMPLEXITY OF MANAGING MULTIPLE FUNCTIONS DELIVERING SERVICES TO A WIDE VARIETY OF CONSTITUENCIES IN A POLITICALLY CHARGED PUBLIC FORUM. I HAD RESPONSIBILITY FOR A LARGE BUDGET AND STAFF, LEARNED TO MANAGE UNDER STRESS (NOTHING LIKE A SNOW AND ICE STORM DURING INAUGURAL WEEKEND), AND CAME TO UNDERSTAND THE POWER OF EMPLOYEE AND STAKEHOLDER PARTICIPATION AND TEAMWORK.

AS DEPUTY DIRECTOR OF ENVIRONMENTAL PROTECTION IN MONTGOMERY COUNTY, MARYLAND MY MANAGEMENT EXPERIENCE WAS EXPANDED TO INCLUDE SUPERVISING PROFESSIONAL STAFF, INCREASINGLY SOPHISTICATED FINANCIAL MANAGEMENT OF AN ENTERPRISE FUND, OVERSIGHT OF A LARGE CAPITAL BUDGET AND FACILITY CONSTRUCTION PROJECTS, AND THE REVENUE BOND FINANCING TO SUPPORT THEM. I WORKED CLOSELY WITH LEGISLATIVE AND EXECUTIVE POLITICAL LEADERS TO DEVELOP POLICY, BUDGETS AND LEGISLATION. I RESOLVED LONG-EVASIVE AND CONTROVERSIAL WASTE DISPOSAL DECISIONS BY LEADING AN AGGRESSIVE AND INVOLVED COMMUNITY PARTICIPATION EFFORT, AND DEVELOPED AN INNOVATIVE PUBLIC FUNDING MECHANISM THAT SUPPORTED $361 MILLION IN REVENUE BONDS AND CONTINUES TO SUPPORT THE ENTERPRISE TODAY.

IN 1994 I JOINED AMTRAK WHERE I SERVED AS VICE PRESIDENT DURING MY EIGHT YEARS THERE. AMTRAK'S QUASI-PUBLIC NATURE COMBINED A PUBLIC PURPOSE MANDATE WITH A PRIVATE SECTOR BUSINESS STRUCTURE HAVING PROFIT AND LOSS RESPONSIBILITY. MY RESPONSIBILITIES AT VARIOUS TIMES INCLUDED CORPORATE COMMUNICATIONS, RESERVATION CALL CENTERS, SALES DISTRIBUTION SYSTEMS, FLEET MAINTENANCE AND EQUIPMENT OVERHAUL, FOOD & BEVERAGE COMMISSARIES, CREW CALLING, SAFETY AND ENVIRONMENTAL FUNCTIONS.

DURING MY TENURE I WAS EXPOSED TO THE ISSUES AND COMPLEXITIES OF SERVICE PLANNING AND SCHEDULING, AND THE POWER OF TECHNOLOGY AS A STRATEGIC TOOL FOR IMPROVED INTERNAL MANAGEMENT AND EXTERNAL SALES GENERATION. I INTRODUCED REENGINEERED PROCESSES THAT IMPROVED RESOURCE UTILIZATION AND OUTPUTS. AND I DEVELOPED NEW TRAINING, TEAM STRUCTURES AND EMPLOYEE INCENTIVES THAT RESULTED IN MEASURABLE PRODUCTIVITY GAINS AND IMPROVED BOTH CUSTOMER AND EMPLOYEE SATISFACTION SCORES.

THE MOST AMAZING TIME AT AMTRAK, HOWEVER, WAS WHEN I WAS CHARGED WITH TRANSFORMING THE CORPORATION'S CULTURE TO ONE THAT THRIVES ON MARKET-RESPONSIVE CUSTOMER SERVICE. IN THE TWOYEAR PROCESS, I BENCHMARKED COMPANIES KNOWN FOR CUSTOMER SATISFACTION AND/OR CORPORATE TRANSFORMATIONS. MY VISITS AND DISCUSSIONS WITH LEADERS LIKE GREG BRENNEMAN, THE COO OF CONTINENTAL AIRLINES; COLLEEN BARRETT, NOW COO OF SOUTHWEST AIRLINES; THE HUMAN RESOURCES AND TRAINING LEADERSHIP AT SEARS AND RITZ CARLTON; OR THE EQUIPMENT MAINTENANCE AND SERVICESCHEDULING EXPERTS AT UNITED PARCEL SERVICE AND MIDWAY EXPRESS AIRLINES WIDENED MY SENSE OF THE POSSIBLE AND CLARIFIED THE CHALLENGES. EVEN MORE, THEY SHOWED ME THE POTENTIAL OF SERVICE-FOCUSED MANAGEMENT.

MEANWHILE, I SPENT EXTENSIVE TIME WITH EMPLOYEES, ONE-ON-ONE, IN SMALL GROUPS, JOB SHADOWING, AND IN TOWN-HALL-TYPE FORUMS ACROSS THE COUNTRY. OUT OF ALL THIS, THREE MAJOR THEMES BECAME CLEAR AS CONSISTENT KEYS TO EFFECTIVE SERVICE DELIVERY ORGANIZATIONS

CUSTOMERS AS THE CENTER OF EVERYTHING WE DO

THIS IS VERY EASY TO SAY AND QUITE CHALLENGING TO DO. OUR MEETINGS WITH EMPLOYEES CONSISTENTLY REVEALED THAT MANAGEMENT'S ACTIONS - PARTICULARLY THE WAY RESOURCES ARE ALLOCATED - RARELY SQUARED WITH OUR RHETORIC ABOUT VALUING CUSTOMERS. THE PROVEN, SUCCESSFUL COMPANIES FOUND WAYS - OFTEN BY BEING GOOD AT LISTENING TO THEIR EMPLOYEES- TO STAY FOCUSED ON THEIR CUSTOMERS' DEMOGRAPHICS, NEEDS AND PREFERENCES.

EMPLOYEES AS THE SOURCE OF CHANGE, AND NOT ITS TARGET

RATHER THAN HAVE A FEW SENIOR MANAGERS "PULL" THE ORGANIZATION ALONG, THESE COMPANIES HAD FOUND WAYS TO INFORM AND INSPIRE THE WORK FORCE TO CREATE THE "PUSH" FOR CHANGE. BY ENGAGING AND SUPPORTING THE EFFORTS OF THE ENTIRE WORKFORCE, RATHER THAN THE ELITE FEW, CHANGE OCCURS ON A MUCH FASTER YET MORE REALISTIC MANNER.

MANAGERS AS ACCOUNTABLE LEADERS

THE MORE SUCCESSFUL AND ENLIGHTENED COMPANIES HAD COME TO UNDERSTAND THAT THE MOST VALUABLE SKILLS IN THEIR MANAGEMENT RANKS WERE NOT THE TECHNICAL KNOWLEDGE AND JOB EXPERIENCE, BUT RATHER THE PERSONALITY TRAITS THAT ENCOURAGE TEAMWORK, COMMUNICATION, LEADERSHIP, COACHING, INTEGRITY AND RESPECT. IN SHORT - HOW YOU MANAGE IS AS OR MORE IMPORTANT THAN WHAT YOU MANAGE.

IT IS MY INTENTION TO APPLY THESE SAME PRINCIPLES IF GIVEN THE PRIVILEGE TO LEAD THE DEPARTMENT OF MOTOR VEHICLES. WE HAVE ALREADY BEGUN. THANKS TO THE FEEDBACK WE RECEIVE FROM OUR CUSTOMERS, DIRECTLY AND THROUGH YOUR OFFICES, WE ARE HEARING THAT OUR PRACTICES ARE AT TIMES CONFUSING, INCONSISTENT OR OVERLY COMPLICATED. WE'VE BEGUN A COMPREHENSIVE REVIEW OF ALL OUR POLICIES, TO ENSURE THEY'RE SIMPLE, CLEAR, CONSISTENT AND EASILY KNOWABLE BY THE PUBLIC. THE MANY TEAMS DOING THE REVIEW COMPRISE MANAGERS AND EMPLOYEES, AS WELL AS OTHER STAKEHOLDERS AS APPROPRIATE. AND THE DEPARTMENT'S CUSTOMER ADVISORY COMMITTEE HAS AGREED TO PARTICIPATE AS WELL.

I KNOW YOU'VE HEARD BY NOW THAT NEXT WEEK I'M TAKING THE EXTRAORDINARY STEP OF CLOSING ALL DMV LOCATIONS FOR THE DAY ON WEDNESDAY. CURRENTLY, THERE IS NEVER A PERIOD WHEN OUR EMPLOYEES ARE AT WORK THAT WE'RE NOT ALSO OPEN FOR SERVICE. TO FOLLOW THROUGH ON THE COMMITMENTS THAT WE AS A DEPARTMENT WILL UNDERTAKE, WE MUST HAVE THE OPPORTUNITY TO MEET AND TRAIN TOGETHER.

I REGRET THE INCONVENIENCE THIS COULD CAUSE OUR CUSTOMERS AND WE'RE WORKING HARD TO MAKE SURE IT'S WIDELY COMMUNICATED. BUT I BELIEVE EVEN MORE STRONGLY THAT THE ONLY WAY TO ACHIEVE THE LEVEL OF SERVICE OUR CUSTOMERS' DESIRE IS TO SPEND AND INVEST TIME WITH OUR EMPLOYEES - BOTH SHARING INFORMATION AND LISTENING TO THEM. I'VE PROMISED THE MAYOR AND COUNCIL A COMPREHENSIVE REVIEW OF OUR SERVICE HOURS, WITH A VIEW TOWARD MAXIMIZING OUR FLEXIBILITY AND CITIZEN ACCESS. IN THAT PROCESS, I'M ALSO DETERMINED TO BUILD IN SOME REGULAR TIME FOR EMPLOYEE MEETINGS, TRAINING AND RECOGNITION THAT WON'T REQUIRE SPECIAL CLOSINGS SUCH AS WE NEED NEXT WEEK.

SINCE I'VE ARRIVED I'VE VISITED ALL OF OUR WORK SITES; TRIED TO MEET EVERY EMPLOYEE; AND SPENT TIME WORKING AT THE INSPECTION STATION, IN THE CALL CENTER AND AT SERVICE CENTER INFORMATION DESKS IN AN EFFORT TO SEE OUR WORK FROM THE EMPLOYEES' VIEW. I'VE ALSO MET WITH THE MANAGERS AND SUPERVISORS MORE THAN ONCE, MOST RECENTLY IN PREPARATION FOR OUR DEPARTMENT-WIDE SESSION NEXT WEEK.

I'M CONVINCED THAT TO BE SUCCESSFUL, WE HAVE TO TREAT OUR EMPLOYEES IN THE MANNER THAN WE EXPECT THEM TO TREAT THE CUSTOMERS. THAT MEANS MODELING MY DEMEANOR FOR THE MANAGERS WHO REPORT TO ME, AND SO-FORTH THROUGH THE ORGANIZATION. I'VE MADE CLEAR TO MANAGERS AND SUPERVISORS BOTH MY EXPECTATIONS ABOUT OUR BEHAVIORS AND MY BELIEF THAT IT'S IMPOSSIBLE TO SUCCEED WITHOUT THEIR BUY-IN, SUPPORT AND ACCOUNTABILITY. I'VE COMMITTED TO BE THEIR ADVOCATE, JUST AS I AM FOR THE EMPLOYEES AND CUSTOMERS, SO THAT THEY ARE NOT TAKEN FOR GRANTED OR CONVENIENTLY BLAMED WITHOUT HAVING RECEIVED THE TOOLS, TRAINING AND SUPPORT THEY REQUIRE.

I DON'T LIKE TO PROMISE THINGS - I LIKE TO DO THEM. BUT A CONFIRMATION HEARING IS A FORUM WHERE SOME PROMISES ARE EXPECTED. THIS IS A COMPLICATED JOB THAT REQUIRES A BALANCING ACT OF REGULATION AND SERVICE. I'VE ADOPTED A MOTTO FOR OUR EMPLOYEES TO USE AS A GUIDE: "FIND THE SIMPLEST, LEGAL YES." OUR ACTIONS HAVE TO BE LEGAL. THEY MUST BE FOCUSED ON CARRYING OUT OUR REGULATORY RESPONSIBILITIES. THEY DON'T HAVE TO BE COMPLICATED, HOWEVER. AND THEY NEED TO BE FOCUSED ON FINDING A "YES" FOR THE CUSTOMER IF IT'S LEGALLY POSSIBLE.

SO I PROMISE TO TACKLE THIS JOB WITH A SENSE OF ENTHUSIASM AND POSSIBILITY. AS A MATTER OF FACT, NOTHING I'VE SEEN DISCOURAGES ME FROM BELIEVING WE'LL SUCCEED. WE HAVE A DEDICATED WORK FORCE. WE HAVE GREAT NEW FACILITIES AND INFORMATION SYSTEMS. WE HAVE A SUPPORTIVE MAYOR AND EXECUTIVE BRANCH. AND WE HAVE A LEGISLATURE THAT I KNOW WANTS US TO SUCCEED.

I PROMISE TO WORK CLOSELY WITH YOU, LISTEN TO AND MEET WITH YOUR CONSTITUENTS, RESPOND TO THEIR CONCERNS AND ADVOCATE STRONGLY FOR THEM, OUR EMPLOYEES AND OUR FUNCTIONS. I PROMISE TO MAKE EFFICIENT USE OF OUR RESOURCES AND TO SHOW TANGIBLE SERVICE RESULTS FROM THE INVESTMENTS YOU MAKE IN US.

I KNOW I PROBABLY DON'T HAVE TO PROMISE TO BE ACCOUNTABLE - BECAUSE YOU AND THE MAYOR WILL MAKE SURE OF THAT! BUT I DO ACCEPT THAT AS PART OF THE RESPONSIBILITY I'M SEEKING, AND ALSO NEED YOUR SUPPORT TO HELP ME ACHIEVE IT. THANK YOU.

Anne C. Witt, Acting Director, Department of Motor Vehicles Testimony to the Committee on Public Works and the Environment on the “Director of the Department of Motor Vehicles Anne C. Witt Confirmation Resolution of 2003,” PR 15-216 June 20, 2003

CUSTOMERS AS THE CENTER OF EVERYTHING WE DO

EMPLOYEES AS THE SOURCE OF CHANGE, AND NOT ITS TARGET

MANAGERS AS ACCOUNTABLE LEADERS

Anne C. Witt, Acting Director, Department of Motor Vehicles
Testimony to the Committee on Public Works and the Environment on the “Director of the Department of Motor Vehicles Anne C. Witt Confirmation Resolution of 2003,” PR 15-216
June 20, 2003