The revenue generated by licensing fees exceeded department needs, but reducing the rates required a transition through a protracted regulatory process.

Forecasted the loss incurred by diminishing licensing costs based on an evaluation of licensing trends. Calculated the impact to each unit’s budget over the ensuing four years. Determined which reductions caused the least disruption while still producing the desired objectives. Prepared a recommendation to the governor’s office detailing the changes and shepherded the proposal through the regulatory process.

Lowering license prices saved constituents more than $1.2 million annually.

Many state employees did not accept providing customers with quality service as relevant to the job. Achieving an attitude change presented imposing obstacles.

Received nomination from the cabinet secretary to serve on a multi-agency workgroup commissioned to launch an effective state-wide service improvement initiative. Frequent brainstorming sessions offered the opportunity to share mutual challenges and provided the basis for developing solutions. With the primary issues identified, a comprehensive remedy evolved combining a visionary service commitment declaration, necessary training, methods of measuring progress, communications tools, and vehicles for providing reinforcement through recognition.

Spearheaded unit’s advance in customer satisfaction rating from 5.9 to 9 on a ten-point scale reflecting the overall level of departmental improvement.

The division spent more than $145,000 annually printing and distributing about 125,000 license renewal notices via the US mail while email offered a viable less-expensive alternative. Making the change required legislative approval of each statute’s alteration causing officials to respond to the proposal with skepticism.

Gained concurrence from the cabinet secretary to pursue the governor’s approval of the switch. Enlisted the assistant attorney general’s aid in preparing a single bill that removed the posted mail requirement from 25 governing canons. To avoid potential objections, did not extend the provision to charging documents, complaints, or documents relating to litigation. Presented the bill to the legislative committees.

The bill passed and the governor signed, saving the division approximately $25,000 annually, 17% of the relevant budget. The validity of the idea caused two other agencies to amend similar statutes to the measure.

Government licensing boards resist lowering barriers to occupational entry under the belief that easing licensure restrictions increase job competition and lead to deregulation. As a means of inducing change, the federal Department of Labor funded an effort managed by three national organizations to address the concerns and provide recommendations for improvement. The partner organizations issued an RFA, thus soliciting applications from interested states to participate.

Assisted in preparing Maryland’s response, earning an invitation and selection as the state’s representative. Assembled a team of stakeholders with expertise in various core areas of interest. Facilitated discussions during a three-year analysis period and drafted a package of recommendations that included allowing interpreters to assist with examinations, increased intrastate reciprocity, greater credit attributed to military service, and lower score thresholds on written tests. Awareness of contributions to the process’s success generated requests to speak at regional and national gatherings and responsibilities for vetting replacement board appointees to ensure the continuation of a reform mentality.

The depth of involvement and resultant knowledge of and insight into the issues produced recognition as Maryland’s subject matter expert.

Staff reacted skeptically to the request from a manager with one-year seniority to execute the arduous task of modernizing regulations for 25 separate occupational-specific units left unreviewed for many years.

Decided upon a directive approach to initiate the effort. Defined the scope of the project to the team explaining the objectives of deleting obsolete references and duplications, clarifying confusing terminology, and making compliance with retained guidelines simpler for individuals and businesses.

Revised more than 200 ordinances improving efficiency in interactions with the government for 250,000 customers.

Restrictive state budgets confounded attempts to upgrade a cumbersome thirty-year-old database that limited employee productivity and curtailed the quality of customer service.

Needed to demonstrate strong budget management skills and a cost-savings mentality to establish credibility for an appropriations award. After exhibiting a prudent fiscal management style, lobbied the legislature for and received a grant of $6 million allocated in three equal installments that needed individual re-authorization on a yearly basis. A cautious investment plan left a majority of the first increment unspent by the time the second installment came up for approval. Sensing an opportunity to lower total state expenditures, the committee initially voted to withhold year-two funds, but a strong persuasive campaign changed the decision.

With $4 million in financing secured, the program proceeded at a responsible spending pace.