Growing population and changing demographics in North Carolina result in increased demand for DMV services specifically for REAL ID issuance. Considering the geographic distribution and the spatial characteristics of the demand, decision makers need to open new locations or reallocate limited resources among existing DMV offices to reduce wait times and improve operational efficiency. In this study, we performed a location analysis and developed a set of analytical tools that can be integrated as “NCDMV Next-Generation Organizational Intelligence Platform". The proposed technology would ensure that all DMV offices operate at targeted efficiency and have adequate service capacity to provide maximum service quality to NCDOT customers.
Focusing on operational performance and the strategic priorities, the research team developed a new performance management framework considering four competitive dimensions (sustainability, efficiency, and effectiveness, responsiveness, flexibility) and four perspectives (customers, operations, finance, employees). After analyzing statewide performance dashboard (SAS Scorecard) data and demand projections, a resource reallocation optimization model is developed and solved to identify the best capacity expansion option while keeping the expansion costs and efforts at minimum. The optimization solution indicates specific offices that should receive additional resources and from which location it should be reallocated. Additionally, locations that should have extra labor hours and mobile unit support are indicated. For instance, the North Raleigh office should receive two DLEs from Franklin and two DLEs from Roxboro with four extended hours allocated for an optimal solution. Another example would be Durham East, which would utilize two DLEs from Aberdeen and three DLEs from Cary and a weekend labor allocation of four additional hours. For in-depth analysis of operational efficiency, a simulation model with 3D animation is created for the North Raleigh Driver License Office. Based on the baseline simulation results, it would take 215 days to satisfy the projected REAL ID demand of 2,813,167. If the improvement of information technology infrastructure is complemented with an additional greeter, 2.8 million customers can be served within 90 days.
The suggested Next-Generation Organizational Intelligence Platform consisting of state-of-the-art business intelligence and data analytics tools, including SAS Scorecard, ArcGIS, resource reallocation optimization, and simulation, would enhance the operational performance of the NCDMV and provide a more customer-centric approach.
