TECHNICIAN CLASSIFICATION SERIES REVIEW

CALIFORNIA DEPARTMENT OF MOTOR VEHICLES

TECHNICIAN CLASSIFICATION SERIES REVIEW

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Confidential Management Report Attachment A

A Classification and Pay Review DMV Technician Class Series

May!,2007

~v~Brubaker andK:afeFoley, consultants tor Cooperative Personnel Services prepared iliis report for the Department of Motor Vehicles.

A. BACKGROUND

Section 14.15 of the July I, 2005 - June 30, 2008 Bargaining Unit 4 Memorandum of Understanding, states that:

The Department of Motor Vehicles (DMV) will conduct a classification and compensation review of the DMV-Specific classifications of Motor Vehicle Field Represenafive, Motor Vehicle Technician, Senior Motor Vehicle Technician, and Motor Vehicle Assistant. When this review has been completed, the DAIV will provide a copy of the written report to the Union regarding its findings on the use of these classes in the DMV's call centers and public counters.

The Department of Motor Vehicles contracted wiili Cooperative Personnel Services to conduct a classification and compensation review of ilie following classifications in ilie Department's Telephone Services Centers, HQ Operations Offices, Ficld Offices, and Driver's Safety Office to

1) makeadete~inationif~~~:scurren!;.~e ?feach;c1as~ isappr()priare given historical and r~ntlyacqmredresponslbtlitJes, and t1l¥e"lliwclassesn'1otherDe~ntssuch as RtnploYtnent.I)\lv\llopment,Department,Franchise',Tax,Board",and,~eview'generalistclasses such as Staff Service AnalysNo ,determine if, given the recently acquired responsibilities, the above DMV technical classes are now mote "analytical'.' and therefore appropriate candidates for a compensation adjustment.

Motor Vehicle Field Representative Motor Vehicle Technician Senior Motor Vehicle Technician Motor Vehicle Assistant

B. METHODOLOGY

The team collected a variety of f}MVdocuments, including organizational charts, atiooation ) ~tandards, class specifications, duty statements, and multiple IT generated reports from DMV stJf. Additional information was obtained from the following Departments: EDD, FTB, PERS, STRS, BOE, Lottery and Consumer Affairs for comparison and analytical purposes. Information included ilie following: classification and ()rganizationalstructuresthrough ilieDPA eslablishediflUeddata base, c1asshisteries, MOU Janguage,pay, class specifications, allocation standards, alternate range criteria, and pay differentials.

The team visited and interviewed staff from 38 headquarters and field offices, (ATTACHMENT A) including subject matter experts in 7 specialized processing units. Interviews were conducted with Regional Managers, Office Managers, some subordinate managers, and technical staff (MV A, MVT, MVFR, and SMVT). Each visit consisted of interviewing from one to six

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employees per site for a total of about 150 employees. The questions were general in nature and encouraged dialogue. (ATTACHMENT B)

In August, the Union requested a meeting to discuss the study and provide input. The meeting was held October 11,2006, resulting in a request to interview the Legal Presence Unit in Headquarters. The team completed the interview on October 28, 2006. In a letter to DMV, SEIU requested that specified employees in 7 named field offices plus unspecified cmployees in 4 Headquarters offices be interviewed. These interviews were completed in February 2007.

C. FINDINGS

The Changed Work of DMV Technicians:

The work of DMV technicians has signifieantly changed from that envisioned when the classes were established in 1987. The complexity of the work has increased and new programs have been established, resulting in the need for Technicians to assume additional programmatic knowledge and a higber and wider level of skills and abilities .

• :. The complexity of processing the "normal" transactions historically encountered has increased because of:

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A large influx of new foreigners (in addition to Mexico and Canada) with different languages and cultures, and, different customs regarding ways of doing business and different perceptions about "govermnent". Completing transactions can be met with intimidation, fear, and suspicion, requiring increased awareness of different cultures and the sensitivity and skill to overcome the cultural and language. barriers. Increasing number of Senior Citizens, requiring "extra" help in completing transactions, including interpreting and explaining the laws rules and procedures relating to the mental/physical processes required when their driving ability is in question. Increasing number of indigent customers requiring identification. Increasing number of rural farm workers without physical addresses, renewing registration and licenses in person rather than using mail. Increasing number of out-of-state, out-of-country registrations. Increasing number of chain of ownership transactions. Increasing number of lien sales and litigated lien sales.

.:. New and more stringent legislation has increased the responsibilities, processes, and complexities ofDMV technician work because of:

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Environmental awareness resulting in differing smog requirements for different years and types of engines in vehicles and vessels. Unsafe and intoxicated drivers requiring researeh of different years' legislation based on conviction dates and types of infractions, more stringent laws relating to physical and mental abilities, requiring medical/legal knowledge and understanding of a variety of legal documents.

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• Identity (identity theft and Homeland Security) requiring increased responsibility for detection of fraudulent documentation, increased number of types of documentation to know and verify. And, the Federally required implementation of Real ID (2008) will dramatically compound the complexity and numbers of new transactions.

• Consumer Protection (insured motorists, insurance fraud, registration fraud (stolen vehicles, branded vehicles, lien sales), resulting in increased responsibility for detection of fraudulent documentation.

• Increased taxes (increased changes in the types and variety of fees for technologically new motorized equipment, weights and types of intra/inter state and inter-country motor carriers), licensing criteria for the historical and new motor vehicle industry (dealers, sales persons, manufacturers, dismantlers, traffic schools, registration services), resulting in knowing more technical information, increased need for complex calculation of "layers" of fees .

• :. Programs associated with other State and local agencies that are not primarily related to motor vehicle registration or licensing have also increased the complexity of DMV technician work because DMV is now responsible for:

• Collecting parking fines for local goverrunent, requiring additional knowledge and increasing potential for confrontation by customers.

• Collecting voter registration information resulting in additional type of transactions. • Suspending renewals for unpaid child support, resulting in additional knowledge and

increasing potential for confrontation by customers. • Suspending renewals for unpaid taxes, resulting in additional knowledge and

increasing potential for confrontation by customers. • On-line social security verification, increasing time and knowledge in processing

transactions. • Vehicle insurance verification, increasing time and knowledge in processing

transaction. J 1,,9\M.,A.AM. ~ ~(Wt..II ht.S~ wI1~ f'. \I_~

All of these culminate in a need for wider, more in-depth knowledge base, and the ability to assimilate and apply these laws and processes into an increased number and complexity of the new and uniquc type of transactions that these socio, legal, economic, and demographic changes have precipitated.

D. RECOMMENDATIONS

1. The team determined that MVFR and MVT employees perform similar work with elements of equal complexity, knowledge, skills and abilities, and workload demands. MVTs are expected to be, and generally are "proficient" within I year of hire as are MVFR employees. Therefore, these classes can and should be combined into a new Deep Class (three ranges) and be specific to DMV.

2. The DMV Technicians in the MVT and MVFR classes are currently aligned with Office Assistant (Gen), Office Technician and Program Tech I and II. Comparing the duties of these DMV Technician classes with multiple Class Specs, Allocation Standards, and

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JSAlKSAs demonstrate that these DMV Technicians are operating at a higher level than the other classes and should be compensated commensurately, perhaps within the pay ranges of Program Technician II and III and Personnel Specialist. ~ ~ ~ W"~

3. The Minimum Qualifications for the new, consolidated DMV technician class should be increascd appropriately to reflect the increased level and depth of the knowledge, skills and abilities.

4. SMVTs are currently aligned to the Program Technician III class. Comparison of duties, Class Specs, Allocation Standards. and JSA/KSAs demonstrate that DMV's SMVTs are operating at a higher level than Program Technician III perhaps within the pay ranges of the Personnel and Senior Personnel Specialist classes.

5. In field offices, Senior Motor Vehicle Technicians perform the most difficult work, are lead persons, provide training, act for Managers, and act as expert witnesses and subject matter experts. In Headquarters units, SMVTs normally assist in the analytical work associated with development of policies, procedures, legislative analysis, etc. The pay range of the class does not sufficiently recognize this level of work. The class deemed comparable to the SMVT is the Personnel Specialist. ~ f'1j ~

6. The MV A classification is comparable to the Office Assistant (Gen) classification. As MV A positions become vacant, these should be reclassified and filled at the OA level. MV A incumbents could remain in the class until they attrite out. A Footnote 24 should be added to the MV A classification. When no incumbents remain in the MV A class, it should be abolished.

7, The CC I and II classes are promotional classes for the DMV Tech and SMVT class series. Raising the base salaries for these two classes diminishes the promotional salary structure for the CC I and II class. The recommendation includes maintaining the promotional salary difference.

CONSIDERATIONS

Workload and staffing: DMV employs over 9,000 people providing services to California residents. Yearly, the department issues 8 million driver licenses and ID cards, registers over 30 million vehicles, issues over 68,000 motor carrier permits, answers over 20 million telephone calls, responds to 13 million customers via website contacts, and responds to over 132 million requests for information.

There are three core types of transactions supporting the Department's mission: transactions related to (I) vehicle titling and registration, (2) licensing of motorists and the motor vehicle industry, and (3) the Driver Safety Program. DMV has also been assigned responsibility for programs from other state and local agencies. Additional programs include: collecting parking fines, back taxes, collecting voter registration information, suspending driver licenses for unpaid

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child support, fraudulent document detection, on-line social security verification, and vehicle insurance verification.

Per the State Controller's filled/vacant database, the staff providing the contact and research to the direct in-person, telephone, mail, and website services for the above 98 million transactions each year are approximately 3,645 Pennanent or Pennanent Intennittent Motor Vehicle Teehnicians, Motor Vehicle Field Representatives and Senior Motor Vehicle Technicians in HQ and Field Offices throughout California.

Headquarters Technicians: While Field Units (discussed below) appear to be the most visible "driving force" for accomplishing the Dcpartments' primary mission and who detennine the Department's customer service reputation, Headquarters' Operational and Field Support Units, not so visible, are equally important to the Department's customer service reputation and achievement of the primary mission. Staff in Headquarters Units are Motor Vehicle Assistants, Motor Vehicle Technicians, andScnior Motor Vehicle Technicians. These staff report directly to a DMV Manager I, with DMV Managers II-IV as second line supervisors or managers.

Operational Units are organized to address the specialized disciplines relating to the Motor Vehicle Code and the myriad of related laws, rules and procedures that affect the following: Identity of California residents, licensing of drivers (e.g. individuals, commercial drivers (bus, ambulance, emergency, and truck/tank, etc.); registration of personal vehicles, commercial vehicles, farm and industrial vehicles, specialized vehicles and vessels; licensing of vehicle dealers, traffic schools, registration services, manufacturers and dismantlers; issuing pennits and collecting fees for intra state, inter-state and inter-country motor carriers; drivers safety including review and disposition of claims/court actions regarding mentally or physically impaired or unsafe drivers; and units that provide support in the collection, accounting and disbursement of departmental fees, and money collected by DMV from back child support, taxes, and parking tickets.

The MVTs, and SMVTs who staff these units in headquarters encounter the same types of customers via telephone and written correspondence, difficulties, and workload demands as do staff in field offices. The units whose staff were interviewed include: Registration Processing (RUs 175, 179, 185), Field Operations Support (RU 138), Special Processing Unit (RU 134), Issuance (RU 231), Mandatory Actions (RU 225), and Drivers Safety (RU 285). Technicians work under extreme workload pressures, have direct telephone contact with Field Staff, the public, law enforcement, courts, private finns, other states' govemmental and private agencies, and must resolve the most complex transaction issues in the shortest possible timeframes.

DriversSafety (RU 285) staff must know Driver License laws/rules, but also must bc equally knowledgeable in legal and medical laws, rules, and tenninology. Again, complexity, consequence of error, and deadlines add to the pressure of meeting the Department's mission and reputation. This unit is much like the front-line units in that their job rcquires at least 50% direct customer service.

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Mandatory Actions (RU 255) stood alone in tenns of the depth of knowledge, ability to research and analyze, and ability to detennine the best method of resolution in resolving difficult transactions, The laws, the IT infrastructure and the number and vagaries of irresponsible drivers make each transaction uniquc and difficult to resolve,

The Motor Carrier Branch, International Registration Plan and Motor Carrier Pennit Operations do not require Driver License (DL) and Registration training, but do require intense on-the-job training, provide direct telephone service, process pennit transactions requiring in-depth knowledge of the motor carrier industry laws/rules; California and other states' laws/rules, and staff must have in-depth knowledge of vehicle types, weights, fees, etc, Consequence of error is crucial as errors affect other agencies, other states, as well as the customers' ability to operate,

The .occupational Licensing Unit includes multiple and distinct sub-units dealing with a multitude of laws, procedures, and fees to issue licenses to customer employers and their employees. Two units, Finns and Arrest Review require a high level of knowledge, skills and abilities, including research and analysis.

Two Headquarters Units (Financial Responsibility (RU 266) and Revenue Services Support (RU 134» do not require DL and Registration training, however in processing the monetary related documents between the Department and other agencies, staff provide documentation review and resolution for customers' and DMV's records.

The Commercial Operations Unit, (RU 120) and Law Enforcement Unit (RU 243) proeess applications for government and private entities to aecess the department's database, provide pull notice infonnation to employers, and Law Enforcement Unit staff respond to requests from law enforcement and media.

Telephone Service Center Technicians (MVFR and SMVT): The Telephone Serviee Centers (TSC) duties require both DL and Registration training. TSC Staff utilize the same manuals as do Field and Support Units. Staff must be people-oriented, knowledgeable of the department organization structure, laws, rules, processes, and fonns, and know how to read infonnation on printouts in order to respond effectivcly to customers. The workload at the 9 TSCs is very large. The monthly statewide average of incoming calls is 1,500,000 and ranges from a low of 63,OOO/month (Fresno) to a high of 400,000/month (Sacramento) .

Field Office & Driver Safety Office Technicians (MVFR and SMVT): The consultants only visited one Consolidated Registration Center (Folsom) and one Industrial Service Center (Mountain View). So, while the comments below are derived only from those two visits, the conclusions about the nature and complexity of work is very likely applicable to all similar operational units in DMV.

The Folsom Consolidated Registration Center has no in-person or telephone customer service. The bundles are received by mail and completed transactions are mailed out. The unit may use the fa" for asking and receiving clarification on specific transactions.

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The Mountain View Industrial Service Center ha~ a large and varied customer base comprised of "businesses. In-person customer service staff are expected to process up to 80 transactions in a two-hour period. Technicians are responsible for large amounts of money, many times in cash, and the amounts can be up in the tens of thousands of dollars. Technicians may encounter dealers and registration service staff who provide incomplete or incorrect paperwork. or who might be registering vehicles that are salvaged. Transactions that are very complex include livery and IRP, rollbacks, repossessions and chain of ownership issues.

Technicians located in the Department's Field Offices are Motor Vehicle Field Representatives (MVFR) and Senior Motor Vehicle Technicians (SMVT), generally called "technicians" in this report. The supervisory and managerial structure of each field office varies depending upon the size of the office. There may be a SMVT as lead and/or trainer, but, in many cases, offices have also designated a Range C MVFR as lead person.

Each Field Office Technician will encounter the full range of transactions as described above, and each is responsible for the timely and complete processing of each registration or driver license transaction while the customer is at the Technician's window. While most customers are congenial and able to help accomplish their business needs, Field Office Tcchnicians often encounter customers who are: non-English speaking with no bilingual staff available, hostile and threatening, litigious, senile, or illiterate. Mothers may come in with unruly and screaming children, non-citizens may come in with incomplete paper work, customers may have fraudulent documentation, may pay with counterfeit money, may owe back child support, may be wanted for arrest, may have stolen identity, or may not have the financial means to pay full fees, but need the license or registration to be employable. Field office customers may have very eomplicated DUl or Driver Safety issues that cause them to be confrontational and challenging. Customers may be ill and faint or vomit or suffer a heart attack, or they may be high on illegal substances. In each case the Technician must be ablc to respond appropriately, maintain calm, and continue to process the transaction accurately and timely, or, in the more critical scenarios know when to get the Manager. If the customers are not at the window, they are waiting, usually with a large number of other customers, and in larger, metropolitan offices, may be lined up outside.

If the technician cannot resolve the transaction while the customer is at the window. there are three alternatives:

(I) The Technician can refer the transaction to a SMVT or Manager who will either call the appropriate HQ field support unit who can respond immediately, or call for paper or microfiche records and do immediate research while the customer returns to the waiting area.

(2) The Technician may send the customer home (RDF) and wait for HQ to call back and then have the customer return the following day.

(3) The Technician may have to "suspense" the transaction to HQ Support Units for finalization. This alternative is considered to be a la~t resort.

The goal for completing each customer's transaction(s) is 25-30 minutes, starting when the customer enters the office to stand in line until the customer's transaction is completed.


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Technicians are monitored by a "Q" system that alerts Managers and Supervisors when goals are not being met. Some Technicians stated that the Q system has increased the pressure of providing helpful customer service and achieving accuracy. Most ofthesc Technicians stated that while they felt increased pressure, most Supervisors and Managers were sensitive and available to offer assistance when needed.

Training: MVF~arc hired from the open list and MVTs are hired from a promotional list (consisting of current DMV MV As). Ineumbents initially spend a short time in their office being acquainted with office standards, procedures and manuals. MVT incumbents also attend the training in units that require formal driver license and/or registration training. As quickly as possible, they are sent to either formal Driver License training or Registration Training. The training is an intensive 2-week module learning the codes and processes of all the straightforward types of transactions. They are trained from the basic three manuals, DART, Registration and Licensing. After the formal training, the field office MVFRs spend an additional one-week period in a designated field office under the tutelage of a SMVT. Once back at their reporting location, they are immediately put at a window.

F. HISTORY

The.DMV Technician classes (MV A, MVT, and MVFR) were established on July 21, 1987; the Senior Motor V chicle Technician (SMVT) was established on November 16, 1999. In 1987, the work being performed was primarily clerical and technical in nature (MV A employees opened and reviewed correspondence (transactions), determined the nature of the transactions, sorted the requests into bundles and routed the various bundles to the appropriate organizational units for "processing". MVT's in the specific units of headquarters then, again, reviewed the transactions to (I) determine the desired outcome which included determining if the requested transaction met the tests of the Vehicle Code and related laws/rules/procedures (2) determine if all forms were complete and accurate (3) compared information included on the forms to DMV records, and if all data was consistent, (4) processed the transaction utilizing a set of standardized procedures. Incomplete or inaccurate information resulted in the MVT completing a form to initiate a request for information "form letter" being sent to the customer explaining the related VC requirements and necessary documents required to complete the transaction, and once retumed, the MVT completed the transaction through a series of prescribed manual or automated processes. In Field Offices, MVFRs performed the same processes as MVTs, except for (I) field MVFRs could expect to encountcr "any" type of transaction from an "in-person" customer requiring immediate assimilation of the desired outcome, review of documents for completeness. accuracy, and conformance to the VC and related laws and rules. Incomplete. inaccurate and non-conforming information was verbally explained, interpreted and discussed to attempt immediate resolution and processing. Higher level technical expertise and supervision was provided by Supervising Motor Vehicle Representatives (in Field) and Motor Vehicle Program Supervisors (in Headquarters). Beginning in the mid to late 90's, the Department concluded that the current Technician classifications were not meeting the continually changing demographics of the state's population as well as the increasing changes in the Vehicle Code requirements as the result of new legislation to address the increasing socio/economic and legal issues. In 1999, to address these changing program needs, the Department instituted the Manager I as the first

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"supervisory" level, and added the SMVT class as the specified lead and expert level Technician to respond to the more ditlicult and complex transactions.

Since 1999, mUltiple in-house and contracted studies were completed to determine how to address (I) the increasing complexities of processing the "normal" transactions historically encountered, (2) increasing responsibilities, processes, and complexities resulting from new and ever more stringent legislation resulting from (a) environmental awareness, (b )unsafe and intoxicated drivers, (c) identity (identity theft and Homeland Security concerns), (d) consumer protection (insured motorists, insurance fraud, registration fraud, e.g. stolen vehicles, branded vehicles, and lien sales), (e) increased taxes (increased changes in the types and variety of fees for technologically new motorized equipment, weights and types of intra/inter state and intercountry motor carriers, and (f) licensing criteria for the historical and new motor vehicle industry (dealers, sales persons, manufacturers, dismantlers, tratlic schools, registration services).

Also, during this time period, the Department acquired responsibility for programs that were previously the sole responsibility of other state and local agencies. These programs include: collecting parking fines, collecting voter registration information, suspending driver licenses for unpaid child support, fraudulent document detection, on-line social security verification, and vehicle insurance verification. For all of these programs, Technicians are responsible for understanding the laws, rules, and proccsses in order to interpret, explain, enforce and process.

G. CLASSIFICATION CONSIDERATIONS

In order to compare and determine the analytical versus technical skills the Technicians currently employ, the following specifications, allocation standards (where available) and salaries for the following classes were compared: In addition, copies of multiple departmental job announcements and duty statements were requested and if received, were also compared.

Motor Vehicle Assistant Motor Vehicle Technician Motor Vehicle Field Representative Senior Motor Vehicle Technician Office Assistant (Gen) and (Typing) Otlice Technician (Gen) and (Typing) Program Technician I, II, and III Personnel Specialist Management Services Technician Staff Services Analyst Employment Progranl Representative - EDD Customer Service Specialist - FTB Tax Program Assistant- FTB Tax Program Technician - FTS, 1 and II Tax Technician T, II, and III BOE Benefit Program Specialist - PERS Pension Program Representative - STRS


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Focus was directed on the Program Technician, Management Services Technician! StafI Services Analyst, and Personnel Specialist series, as there were multiple analytical tools available such as allocation standands, KSAJJSA analyses, and all other classifications reviewed were within the salary, type of tasks, and allocation parameters ofthe classes focused upon.

Motor Vehicle Technician and Motor Vehicle Field Representative Classes: Motor Vehicle Technicians and Motor Vehicle Field Representatives require equal aptitude in all components of the classification considerations, It is true, incumbents in Field environments must possess attributes compatible with public contact, and it is true that incumbents in headquarter settings will become more "expert" in their specialized environments. However, in both environments, most incumbents interviewed showed a high aptitUde for having the incentive and initiative for achieving proficiency and expertise, especially where the Manager was willing and able to "empower" the Technicians (and of course, each Technician's willingness and ability to be empowered) in taking the initiative and responsibility for learning and applying, not only the black and white laws, rules, procedures, but also being able to apply individual judgment in the gray areas. StafI in Field Offices demonstrated that, while they were forced to be "generalists" by nature of the in-person customer services, and lack of certain infrastructure resources, they had the capabilities, with time and experience, to resolve many of the most complex transactions.

Program Technician I, II, and III: Given the above observation, comparing the DMV Technician series to the Program Technician r, II, and III classification considerations and allocation standards, showed the following:

GENERAL:

The Program Technician class is used State-wide in multiple agencies. A review of the seo EstablishedIFilled Database, shows that most Departments utilize Program Techs as their primary public contactlProgram class. They are generally responsible for being knowledgeable in the Department's Program, related laws, rules, policies and procedure and responding to questions and assisting customers (i.e. the general public, business owners, vendors, licensees, etc.) in completing their business needs. Most Departments listed, were smaller or, larger departments with specialized units (i.e. Corrections, Health Services, Consumer AfIairs, State Controllers). The larger employers of Program Technicians are: Justice, EDD, Social Services. and the Parole and Community Services Division of DOC. Excluding EDD and Social Services, a review of class specifications, job announcements (and duty statements when received, and Departmental program websites, determined that Technicians in these departments do not have the number of specialized and extensive programs with related laws, policies and procedures as DMV, do not have the massive customer base with the exponential number of unique and complex problems, and some are not geographically isolated from the primary motherDepartment.

EDD has Technicians to respond to the public similar to DMV. The study team pulled class specifications, received a "generic" duty statement that included all possible types of positions for the Technician class, and also pulled information relating to the EPR and IDPR, and accessed

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the Department's website for general background, The Program Technicians appear to be operating appropriately at the various levels, responding to the public and performing similarly to DMV Technicians, but EDD also has the Unit 1 classes that perform the more complex analytical duties of problem cascs. The Unit I classes have other program duties in addition to resolving the most difficult/sensitive customer service.

Social Services also has higher level Disability and Licensing Analysts to perform actual case work, while Program Technicians respond to less technical issues and perform technical support duties.

The classification specifications and allocation standards for the Program Tcchnician series are very specific for supervision, thinking/problem solving, program knowledge, public contact, initiative and independence, and consequence of error. Comparing the definitions of these, to the understanding gained by interviewing employees and Managers, DMV Technicians are operating at the Program Tech II level initially, and once tenured (by mid-range B and C), are operating at the Program Tech III level.

CLASSIFICATION SPECIFICATIONS:

Supervision. Received: MVTIMVFR SVMT under direction under general

direction

Duties and Knowledge:

PTI under close supervision

PT II under general SuperviSIOn

PT III under general direction

In all classes, the specifications state that incumbents interpret, apply, and explain laws, rules, and regulations pertaining to the particular Departments' missions. Each review and process detailed forms, sensitive information, deal with the public in-person, by phone or with written correspondence. The specification for Program Technician I requires incumbents to have thorough and detailed program knowledge. The MVFR specification is silent on level of knowledge required of incumbents. The MVT class specification requires incumbents to have general program knowledge in addition to a program specialty. The Program Technician III specification states that this class is the "super-journey level" and incumbents act as expert resources responsible for consultation on the most sensitive and complex issues. According to its class specification, the SMVT is a "super-journey level" whose incumbents act as expert resource for consultation and for assisting Managers in providing lead and training responsibilities. The Program Technician specification lists a variety of general duties, while the three DMV Technician specifications (MVT, MVFR, and SMVT) all list a multitude of specific duties.

Motor Vehicle Field Represeutative: Based on interviews with MVFRs, Supervisors, Managers, and sitting with Subject Matter Experts, to be proficient as a MVFR, incumbents must have a detailed and thorough knowledge of the laws, rules, and regulations pertaining to a significant number oj specialized transactions. This level of proficiency is required so that the Department can attain its customer service goal to

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complete the customer's business during one visit to the field office, The Department's statistics report limited numbers of transactions being suspended to specialized areas in Headquarters and display the types and complexities of transactions encountered as described by field office staff. It is true that Headquarter Field Support staff are available by telephone to Field Offices to assist in resolving problems while the customers are present. Tenured staff (including Senior Teehnicians and Managers), however, assimilate these difficult problem resolutions and become staff resources within the field office. It is also noted; tenured (Range C) employees in Field Offices often act a~ expert resources, may provide lead assistance, may act for supervisory staff, and provide expert testimony in court hcarings.

Motor Vehicle Technician: Based on interviews with MVTs, Supervisors, Managers, and sitting with Subjeet Matter Experts, to be proficient as a MVT, incumbents must either have a detailed and thorough knowledge of Vehicle Code and related laws, rules, and/or a basic knowledge of the Department's program and a thorough knowledge of regulations, policies and procedures pertaining to a particular specialty within the Department's programs. The specialized program knowledge and dnties are refereneed above under "FINDINGS".

Senior Motor Vehicle Technician: Interviews with SMVTs, Supervisors, Managers, and sitting with Subject Matter Experts, elicited that in order for SMVTs to perform the most complex work, consulting on the most sensitive and complex program areas, and assisting in the development of work processes, SMVr s must apply analytical abilities similar in nature to abilities demonstrated by Personnel Specialists, and Management Services Technicians/Staff Services Analysts performing work in such structured environments as Human Resources, Contract and Procurement offices.

Decision-making responsibility: The PT I specification is silent on this point, while the. PT II specification states detailed knowledge of the program so difficult calculations can be made, and/or processing can be done where guidelines are not clear, and where direction to the public, employees, other public jurisdictions, or clients can be made. The PT III specification states that incumbents are expert staff resources and are responsible for consultation with other staff on the most sensitive and complex issues. The specification is general in nature and does not describe under what conditions or parameters work is performed. In contrast, the MVFRlMVT specifications imply technicians have deeision making responsibility in that work is done under general direction, applying VC provisions and related laws, rules, policies and procedures to "interpret, explain, determine, assess, analyze, vetitY, calculatefees/penaities, issue, solve problems, etc." on a multitude of routine and specialized transactions. Ba~ed on interviews of staff, supervisors and Managers, Technicians do have manuals/references in which detailed and structured information and processes are explained. However, these resources fall short of the increasing number of unique and complex transactions that are encountered. And, these references explain the process "after" (I) all information is reviewed, (2) missing and inaccurate information is corrected, (3) after research, analysis and problem solving techniques are applied to determine the intent of the transaction (4) after the Technician has determined the proper sequence of data entry to successfully process the transaction. Tenured Technicians also have the latitude and authoritv to negotiate payment amounts and payment schedules for customers with limited income.

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Conseqnence of Error: The Program Technician class specification is silent on consequence of error. The MVT cites "high consequence of error",

Analytical Requirements: The Program Technician Specification is silent on analytical requirements, The MVFR and MVT specification cites analytical requirements in thc processing of driving records, Interviews with staff, supervisors and managers elicited a multitude of examples where "problem" (not "project") solving analysis is required, "Problem solving" analysis is more limited and defined than "project analysis" and requires a lower level depth of knowledge, skills and abilities, Some examples of transactions (some performed by both "seasoned" Range C MVTs, MVFRs and primarily by SMVT's) include the following: lieensing transactions involving PUI convictions, legal presence transactions involving questionable documentation, driver safety transactions involving qtrestiol1s of mental and physical fitness; registration transactions involving out of state/country registratiOl1, chain ofowriership transactions involving multiple prior owners, and contested lien safes, Problem solving analysis is n:quired in the. investigation and licensing of salespersons, dealers, manufacturers, anddismantlers where questionable records and complaints exist.

Purpose, Type, Level of Contacts: Both Program Technician and DMV Technician specifications list internal and external contacts as part of the normal job, DMV Headquarter Technicians regularly interact with other California state agencies, outside state agencies, local and federal agencies, courts, medical professionals, private firms, local, state and federal law enforcement agencies, and the general public,Field Techniciansfegularlyiritet'acfWith the general public, iNcluding indigents, non'Englishspeaking foreigners,i1l1tttigrants, teen-agers, senior eitizens, housewives, blue-collar workers, prnfessionals, elected officials, dignitaries, military personnel, and advocates, ombudsmen, or legal representatives of eUstomers, Senior Technicians may contact local law enforcement, courts, or other agencies to resolve specific prnblems,

Minimum Qualifications:

The minimum qualifications for the Program Technician Class series and the DMV Technician series are similar in education and experience,

Franchise Tax Board - Tax Program Technician and Customer Service Specialist The study team also compared the DMV Technician class series to the Franchise Tax Board (FTB) Tax Program Technician class series and the Customer Service Specialist, FTB. Again, based on job specifications the Technicians perform similarly to DMV Technicians, but the CSS class performs the most complex work, and like SMVT's , the CSS class performs the most complex and sensitive customer service work, provides lead work over the lower level technicians, develops training modules, and performs quality assurance over the work of Tax Technicians,

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Other State Agency Program Technician and Unit I Class Comparisons: Based on the comparisons of the Program Technician series and interviews with DMV teehrucians, supervisors, and managers, proficient (one year of experience) DMV Technicians perform work at the level of Program Technician II and primarily III. A significant number of Range C Technicians and SMVTs perfonn work at a level exceeding the Program Technician III, and appeared to be equal in nature to the work of such classes as Management Services Technician and Staff Services Analyst, and, the more specialized classes such as Personnel Specialist.

Motor Vehicle Technician, Motor Vehicle Field Representative, Senior Motor Vehicle Technician Comparison to the Management Services Technician and Staff Services Analyst Classifications: The team compared the Motor Vehicle Technician class series specs to allocation standards, class specifications, and duty statements to Management Services Technician, Staff Service Analyst, Personnel Specialist, Senior Personnel Specialist and the EDD and FTB Unit 1 classes mentioned above. In addition, the study team each have approximately 30 years of state experience of either working as, or with, or supervising/managing all but the EDDIFTB classes.

The MST/SSA class series is used in administrative functions such as personnel, accounting budgeting, management analysis, contracts, procurement, and facilities and as administrative support positions in other program functions. This class series has effectively been used for upward mobility from the States' clerical class series of Office Assistant/Office Technician, as well as entry level for college graduates with at least a BA in business administration or accounting, economics, political or social science, or law.

A summary of Class Considerations for the DMV Technicians, MST and SSA classes validate that the DMV classes are competitive:

MST: MVT and MVFR employees currently perfonn duties similar to those that are noted as "typical" in the class specification for MST. For example, typical duties for the MST include: In Employment Relations: Researches, gathers, and analyzes infonnation for use in investigations and in adjusting complaints; may prepare reports. In Tax Compliance: Perfonns the most routine work of tax lawenforcement. In Budgeting, Auditing or Management Analysis: auditing, technical, or related reports, In Accounting: Takes corrective action on balance reports and may maintain less complex accounting records. In Program Analysis: Perfonns the less complex gathering and analysis of program infonnation.

SSA: An SMVT and MVTIMVFR (Ranges B and C) employee gathers, tabulates, and analyzes data and interviews and consults with departmental officials, employees, and others to give and secure infonnation; makes decisions on financial, personnel, and other transactions of average complexity. A DMV Technician, in order to complete a transaction must review the customer's documents, retrieves (or "gathers") DMV records, to determine accuracy of both, problems require research and analysis to "adjust" or "resolve" and complete the transaction. Technicians

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Confidential Management Report May, /,2007

"enforce" the VC, related laws, rules, policies, procedures in resolving/completing transactions. Technicians act to resolve inconsistent information/data in licensing and registration documents.

SMVT's perform "problem" analysis on complex DUI, Legal Presence, Lien Sale, and multiple types of the more difficult registration transactions. They are responsible for developing training modules, procedures, are expert witnesses and subject matter experts, performing process analysis functions in conjunction with Management, IT, and organizational studies that afIect the primary work of the Transactions units.

All of these typical duties and tasks for SMVT, MVT, and MVFR are similar to those for SSA.

Staff Services Statewide Knowledge, Skills, and Abilities Analysis: The team was provided copies of a prior Job Analysis study for the "DMV Technician" classes (MVT, MVFR, and SMVT classes) and compared this information to the Statewide Staff Services Analyst (General) Job Analysis Results. The following is a brief sununary of the team's findings (using the SSA results as the point of comparison):

Interpersonal Skills - The DMV Technicians meet or exceed 14 of the 19 measures of the skills for SSA. Related Tasks - The DMV Technicians meet 3 of the 5 tasks listed.

Oral Communication - The DMV Technicians meet or exceed 8 of the 9 measures listed. Related Tasks - The DMV Technicians meet 2 of the 5 tasks listed.

Written communications - Most seasoned DMV Technicians meet 4 of the 13 measures listed and most senior level (incL SME) meet 12 of the 13 measures listed. Related Tasks - Senior DMV Technicians meet 4 of the 9 tasks listed.

Research and Data Collection - The DMV Technicians from Units interviewed do not meet the four measures listed. Related Tasks - N/ A Data Analysis and Compilation - The seasoned DMV Technicians meet 12 of the 13 measures listed. Related Tasks - Senior DMV Technicians meet 2 of 5 tasks.

Quantitative Analysis - The DMV Technicians from Units interviewed do not meet the twelve measures listed. Related Tasks - NI A

Decision Making - Most seasoned DMV Technician meet 10 of the 14 measures listed. Senior DMV Technicians meet the 14. Related Tasks - DMV Technicians meet 5 of 5 tasks listed, but the tasks described for SSA were not "transactions", therefore, in the SPB classification package, the team will defend th is criteria.

Project and Program Management - these 10 measures do not apply to the DMV Technicians. Related Tasks - NI A

Workload Management Just by the nature of how the workload is initiated (customers) and how it is managed (Department), most DMV Technicians meet 6 of the II measures listed. Senior DMV Teehnicians in HQ and those who train most likely meet II measures. Rclated

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Tasks - 2 of 5 measures were met The team will need to defend these criteria in the SPB package.

Information Technology - Of the II measures listed, only senior level DMV Technicians in HQ and those who develop and perform training may meet 2 measures. Related Tasks - 2 of the 5 measures were met.

Training and Development - The Senior level Technicians mcet the 5 measures listed. Related Tasks - 2 of the 5 measures were met.

In addition to reviewing the statewide SSA Knowledge, Skills and Abilities, the Department provided CPS a copy of an older Job Analysis for the DMV Technician classifications. This analysis is excellent for identifYing the multitude of tasks Technicians perform, but they do not identifY the depth of knowledge or thought proceSs the Technicians must utilize to solve the task.

Personnel Technicians, Personnel Specialists: A summary of the Personnel Technician class and Personnel Specialist class will validate the level and type of work that is comparable to the Senior Motor Vehicle Technician. Work rcquiring equal, if not more, knowledge, skills and abilities are:

Personnel Technicians assemble and analyze examination historical data for use by personnel analysts in the development of the examination plan; review applieations for education and experience; perform item analysis; resolve item protests; prepare correspondence; collect salary data; analyze and organize job description forms; perform technical review of personnel transactions for counties; prepares training course announcements to meet course coordinator requirements; screens proposed participants for eligibility; explains procedures to clients; assists in the development and administration of training programs; investigates and makes recommendations on Board of Control claims; investigates employee grievances; reviews and takes action on temporary work week group reallocations; makes classification audits; and does other related work.

Personnel Specialist and Senior Personnel Specialist Personnel Specialists are advanced journey (performing less complex work), Senior Specialists are expert journey level. Seniors, under general direction, serve as the expert staff resource responsible for the most difficult and complex personnel/payroll issues. As a "staff specialist", researches critical personnel problems and recommends alternative solutions; develops and maintains specialized training programs; reviews various control agency letters, memos, and bargaining contract provisions, and develops/revises internal procedures as necessary; prepares management reports, spreadsheets, and charts; drafts correspondencc; functions as a team member on personnel-related projects; are coordinators for a variety of personnel/payroll programs, e.g., FMLA; and may act in a lead role (i.e., training, workload, etc.) over lower-level staff.

SMVTs perform the most sensitive and complex transactions that require them to assemble and analyze historical data pertaining to long histories of license/registration data relating to DUTs and driving citations and related laws, chain of ownership registrations, instate and out of state,

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research personal, criminal, financial records for business oVllllcrs (not historical) research weights, model/yrs, load weights, determine fees for multi-states, for commercial carriers. Perform technical reviews of transactions for law enforcement and other agencies, analyze multiple issues after gathering data, develop chronological information, and apply to multiple laws to resolve discrepancies or incorrect information Prepares informational material for Technicians. Develops training modules, provides quality review. In addition, they are responsible for resolving the most difficult and sensitive transactions, research, analyze and determine and act on the best possible sol ution; develop and maintain specialized training programs; develops and revises internal procedures; draft correspondence provide lead direction.

Knowledge and abilities for all levels of DMV Technicians equal or exceed the Personnel Technician/Specialist series. A summary of the Personnel Series includes: Knowledge of: grammar, spelling, punctuation, and modem English usage. current office methods, procedures, equipment, and basic math principles, laws, rules, regulations, and bargaining contract provisions affecting personnel record keeping, personnel transactions, payroll, and certification processes used in State departments.

Ability to: Think logically, multitask, and apply laws, rules, regulations, and bargaining contract provisions concerning personnel transactions; independently interpret and use reference material; give and follow directions; gather data; design and prepare tables, spreadsheets, and charts; advise employees of their rights; consult with supervisors on alternative actions which they may take on various transaction situations; communicate effectively; operate a computer keyboard/terminal; establish and maintain cooperative working relations with those contacted during the course of the work; organize and prioritize work; create/draft correspondence; maintain personnel records. Interpret written material; edit written material; write effectively; analyze written and numerical data accurately, and follow oral and written instructions; clear and concise expression and oral presentations, written reports and correspondence. accept increasing responsibility for accuracy and thoroughness in performance of tasks; work effectively with others in both professional and clerical occupational groups; skill in analytical evaluations. SPECIAL PERSONAL CHARACTERISTICS - ALL LEVELS: Accuracy and thoroughness in performance of tasks and ability to work in harmony with others in both professional and clerical occupational groups. Seniors perform all of the above, and represent the department on intra/interdepartmental teams; coordinate a variety of personnel/payroll transactions; research critical transactions and recommend alternative solutions.

Special Issues Regarding the Motor Vehicle Assistant Class: Thc class is used as a bridge from clerical into the technician series. In all areas visited. the unit could use MVA and OA interchangeably. The team found the work performed by MVA incumbents to be consistent with the Office Assistant classification considerations. MV A incumbents work under close supervision and the majority interviewed are responsible for filing, sorting, bundling, and routing documents to be actually researched, analyzed and processed by Technicians. They may respond to the very basic of questions by the public (similar to an office receptionist who may provide basic information or provide, either in person or by mail, informational brochures, forms or other public documents, or may provide clerical support by

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typing, filing, and mailing). MV A incumbents do not attend formal driver license/registration training.

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Con/identialll4anagement Report Attachment A May I, 2007

DMV/CPS TECHNICIAN SERIES CLASSIFICATION REVIEW - INTERVIEW SCHEDULE

2006-2007 DATE

8-Jun-06FOD 12-1un-06 FOD I3-Jun-06FOD 13-Jun-06 FOD 14-Jun-06 FOD 14-Jun-06 FOD 15-Jun-06FOD 15-Jun-06 FOD

DIV

I 6-Jun-06FOD 19-Jun-06HQ 19-Jun-06 HQ 19-Jun-06 HQ 20-Joo-06HQ 20-1un-06 HQ 20-Joo-06 HQ 21-Joo-06 HQ 22-Joo-06 FOD 22-Joo-06 FOD 23-Joo-06HQ 23-Jun-06HQ 23-Joo-06HQ 26-Jun-06HQ 26-Joo-06HQ 14-Aug-06El Cajon FO 14-Aug-060ceanside FO 15-Aug-06 San Clemente FO 15-Aug-06Beli Flower FO 16-Aug-06Thousand Oaks FO I 6-Aug-06 Hope St FO 28-A ug-06 Placentia FO

3-Aug-06Redding FO 3-Aug-06Red BluffFO

OFFICE CODE

RU 285 RU625 RU505 RU 573 RU430 RU201 RU655 RUCRC RU601 RU243 RU231 RU 154 RU 175 RU 179 RU266 RU 138 RU?? RU 503 RU 134 RU 112 RU 120 RU 151 RU 255

CITY

Sacto Carmichael Fresno Porterville Saeto Sacto Folsom Folsom Paradise Sacto Sacto Sacto Sacto Sacto Sacto Sacto Mountain View San Francisco Sacto Sacto Sacto Sacto Sacto El Cajon Oceanside San Clemente Bell Flower Thousand Oaks LA (telephone) Redding Red Bluff

SUBJECT MATTER EXPERT INTERVIEWS

DATE CITY 29-AugSacto 29-AugSacto 29-AugSacto 31-Aug Sacto

5-SepSacto

Human Resource Serl!ices

UNIT CITY Out of State Reg Sacto Lien Sales Sacto MAU Sacto Sacto FO Sacto Involuntary Transfer Sacto

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REPORT ON THE STUDY OF THE DEPARTMENT OF MOTOR VEHICLES TECHNICIAN SERlE'> liJARCH 2007

A TT ACHMENT B

Interview Questions re: DMV Technician Study

How long have you been a Tech and how did you learn about the job?

What is your specific job?

Is the job what you thought it would be based on the Announcement and test?

What are the essential skills necessary to be successful?

How long did it take you to feel comfortable or proficient in performing your job?

What Training and Manuals do you need in order to perform your job?

What do you like best about your job?

What do you like least?

What would you change if you could?

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TECHNICIAN CLASSIFICATION SERIES REVIEW

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