DMV Strategic Plan for Fiscal Year 2011-2012



From the Director


Who We Are
Goals, Strategies, & Performance Measures


Contact Us

From the Director

DMV Director George Valverde

The Department of Motor Vehicles (DMV) through engagement in the strategic planning process has a strong history of getting things done. That is why I am pleased to present the 2011-12 Strategic Plan.

This edition of the plan is very significant for me. It marks a renewed commitment to take this organization to even greater achievement. When I was asked to continue as Director I felt such a strong sense of pride. Ever since joining DMV, I have seen first hand the high level of dedication to service exhibited by our employees; even under challenging circumstances. I have also been impressed by the innovative strides we have made with the products and services we provide our customers.

Staying Our Course

Here at DMV we use strategic planning as a tool to facilitate positive change by setting and achieving our goals through specific actions. It is clear that through all the years of planning, and staying our course or making adjustments, strategic planning has helped us realize significant results. By staying our course, the goals and strategies, which are driving our major efforts currently underway, will come closer to reality while maintaining our strategic direction.

A New Vision through Strategic Imperatives

We kicked off 2011 by unveiling DMV’s new Vision—California DMV: A recognized and trusted leader in public service. This new Vision inspired a considerable amount of discussion. At our annual Executive Planning session, the Executive Team took up the question, “How will customers and employees view the DMV in the year 2020 as a result of realizing our Vision?”

To better understand how the new Vision will help shape the future of DMV, we defined five areas of focus that we call “Strategic Imperatives.” They are:

  • Customer-Focused: DMV strives to understand and respect our customers’ needs. We take these needs into account when designing and delivering our services.
  • Innovative: DMV sets the trend in public service by delivering innovative services and anticipating evolving customer needs.
  • Empowered Employees: DMV demonstrates trust in employees by giving them flexibility based upon their individual skills and capabilities.
  • Trusted: DMV earns the public’s trust through fair and transparent use of state resources and diligent safeguarding of the personal information we hold.
  • Efficient: DMV delivers products and services in ways that minimize time and effort, promote effective stewardship of state resources, and achieve outcomes.

These Strategic Imperatives are meant to position DMV to be viewed among the best in public service. Whether grouped together or individually, they not only speak to how our products and services will evolve, but also to how they will be managed. In doing so, our customers will consider us to be fast, convenient, and attentive. Our employees will feel motivated and empowered, and as a result, they will feel more successful in what they do.

From Vision to Reality

Achieving our Vision will not occur without hard work and dedication. We now set out to define and implement the changes necessary to make our Vision become reality. We will continue setting trends in government with innovation. Innovation here at DMV is a collaborative process by which we abandon old paradigms and make significant advances. For instance, steps are underway to develop additional services for an increasing mobile customer base that uses a Smartphone, tablet PC, or other wireless device to interact with government. There is also an effort in progress to allow customers to complete more transactions through our enhanced website.

Additionally, we must continue maintaining and nurturing our customer-first culture. That is the responsibility of all DMV employees, which makes the Strategic Imperatives developed by our Executive Team highly appropriate. These Imperatives make it clear how we envision both the internal and external customer experience to be going forward.

As previously stated, I am very excited about continuing the work ahead. The daily work practices I see within this organization support the confidence I have in going from our Vision to Reality.

Director's signature
George Valverde, Director
California Department of Motor Vehicles

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Who We Are

Our Mission:

To serve the public by providing quality licensing and motor vehicle-related services.

Our Vision:

California DMV: A recognized and trusted leader in public service.

Our Core Values:
  • Honesty and integrity
  • Commitment to serve the public
  • Respect and consideration for each other, our customers, and the environment
  • Accuracy and quality in all our products and services

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Our Core Functions:
Driver License and Identification Card Program

We test and issue licenses to qualified drivers, provide identification services to the public, and verify the identity of all licensed drivers and identification card holders.

Vehicle Titling and Registration Program

We issue titles and register all automobiles, motorcycles, trailers, vessels, and commercial vehicles used for both interstate and intrastate commerce. We also issue disabled person placards and personalized license plates. Revenue collected from this program is then disbursed to other state and local agencies.

Driver Safety Program

We promote traffic safety by monitoring the driving performance of licensed drivers. Furthermore, we evaluate high-risk drivers for driving competency and take corrective actions against the driving privilege of drivers who demonstrate safety risks.

Licensing the Motor Vehicle Industry

We provide consumer protection through the licensing and regulation of occupations and businesses related to the manufacture, transport, sale, and disposal of vehicles, including: vehicle manufacturers, dealers, registration services, salespersons, transporters, and dismantlers. In addition, we regulate all occupations and businesses related to driving and traffic schools.

Our Support Functions:
Revenue Collection and Distribution

Through traditional agency accounting activities, this function collects and tracks nearly $7 billion in revenue each year. These funds are then distributed to:

  • local governments and environmental agencies,
  • state agencies and departments including California Highway Patrol, Caltrans, and DMV,
  • California’s General Fund.
Human Resources

This function is responsible for the administration, coordination, and implementation of activities related to the recruitment, hiring, development, and retention of employees.

Enforcement Services

This function conducts auditing, monitoring, inspecting, and investigative services on the internal and external entities related to our core programs.

Information Services

This function includes all services associated with fulfilling requests for DMV information related to vehicles, persons, or business entities.

Information Technology (IT) Services

The IT function provides programming, installation, and maintenance for DMV’s complex and unique IT systems. This function enables us to conduct our internal operations and service delivery to our customers through technology solutions while providing the flexibility to efficiently adapt to changing governmental mandates and business requirements, and meeting the shifting demands of the citizens of California.

Facilities Operation

This function manages the DMV’s facilities statewide including: delegated leasing, energy conservation, seismic safety in buildings, access compliance, emergency response, and disaster recovery.

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Goals, Strategies, & Performance Measures

Service Goal
Enhance services to our internal and external customers.

One of DMV’s Core Values is a commitment to serve the public. Our customers rely on us to offer quality products and efficient services in order to meet their evolving needs. We actively seek our customers’ input and listen to their concerns and suggestions. Only by thoroughly understanding our customers, can we deliver on this pledge.

This also holds true for the service we provide within our organization. Whether delivering services to internal or external customers, we continue to focus on building new tools and capabilities, making our processes easier, and directly asking our customers how we can best serve them. Our aim is to set the trend in innovative services to everyone we serve.

  1. Research and assess the diverse needs of our customers.
  2. Enhance and promote effective organizational communication.
  3. Enhance and promote effective external customer communication.
  4. Align DMV products, services, and resources with current and evolving customer needs.

floating windows

Performance Measures
  1. Maintain the percentage of surveyed field office customers who rate their satisfaction as “satisfied” or better.
  2. Maintain the percentage of customers who use alternative services for vehicle registration renewal transactions.
  3. Increase the percentage of customers who use alternative services for driver license renewal transactions.
  4. Increase the percentage of surveyed employees that answered “agree™ or “strongly agree” to the following statement, “DMV is customer-oriented toward internal customers (employees).”

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Workforce Goal
Strengthen and support the professionalism and skill of our workforce.

Understanding that “employees make the difference,” DMV is committed to further developing the professionalism and skill of our workforce. In order to sustain this goal, we will pursue employee-focused initiatives that enhance both individual and organizational capabilities. We will further invest in our employees by providing them with the training, tools, and resources necessary to effectively serve our customers.

Additionally, we understand that empowered employees are more productive, more likely to offer innovative ideas to enhance their work, and when a problem arises, they feel they have the ability—if not the obligation—to resolve it. Therefore, we are fostering a culture that supports employee empowerment by giving employees flexibility and responsibility based upon their individual skills and capabilities.

  1. Improve methods that foster collaborative and open communication among the workforce.
  2. Research and assess the diverse needs of our workforce.
  3. Enhance our workforce environment.
  4. Enhance our workforce capabilities to meet current and evolving business needs and demographics.
  5. Create an infrastructure to support an effective workforce.
  6. Modernize our recruitment and selection processes to maximize the effectiveness of our workforce.


Performance Measures
  1. Increase the percentage of surveyed employees that answered “agree” or “strongly agree” to the following statements:
    • “Considering everything, I am satisfied working at DMV.”
    • “I understand how my work contributes to the overall success of DMV.”
    • “The training I have received for my current position has adequately prepared me for the work I do.”
    • “I have the tools and equipment necessary to do my job.”
    • “I am informed about current events, major projects, and critical issues facing DMV.”
  2. Increase the percentage of eligible employees who receive an annual Individual Development Plan.

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Safety Goal
Enhance traffic safety through internal programs and partnerships.

At DMV, we rely on partnerships with other safety-related government agencies to make our roadways safer. Nowhere is this more apparent than through our active participation in California’s Strategic Highway Safety Plan where DMV takes the lead on implementing 29 specific safety plans in various traffic safety challenge areas. These areas include reducing impaired driving, ensuring driver competency, and targeting crashes involving younger and older drivers.

  1. Expand traffic safety related projects and programs.
  2. Ensure drivers are qualified and competent to use the roadways.
  3. Educate the public to promote traffic safety through proven methods and innovative approaches.
  4. Evaluate and provide evidence-based information on the effectiveness of traffic safety related actions to stakeholders.
  5. Improve the quality, completeness, timeliness, and uniformity of safety data and the sharing among federal, state, and local agencies and stakeholders.
  6. Plan for and assess the safety implications of innovative modes of transportation.

traffic jam

Performance Measures
  1. Reduce the number of fatalities per 100 million vehicle miles traveled.
  2. Increase the percentage of total Administrative Per Se (APS) license suspensions or revocations sustained during any stage of the APS process.

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Security Goal
Strengthen validity, security, and protection of personal information.

Every day, thousands of customers provide us with detailed information about themselves in order to register a vehicle, receive a driver license, or complete other DMV transactions. We earn the public’s trust through diligent safeguarding of the personal information we hold by employing proven fraud prevention methods.

We also understand that a California driver license or identification card is considered the de facto form of identification (ID) with banks, law enforcement, and businesses that require ID of their customers. It is because of this that we continue to strive for one license–one record–one identity.

  1. Promote information security and privacy awareness.
  2. Ensure accurate submission and timely processing of departmental actions.
  3. Ensure consistent enforcement of DMV information security policies.
  4. Identify and integrate best practices to mitigate fraud and protect personal information under DMV authority.
  5. Establish accurate and secure identity management to facilitate authentication and authorization.
  6. Strengthen and enhance the processes used to release or exchange DMV information.

New Driver License security features.

Performance Measures
  1. Reduce the number of impacted individuals from Personal Identifiable Information incidents.
  2. Increase the percentage of notices of a privacy incident sent within 15 calendar days.

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Protection Goal
Enhance consumer protection.

We want consumers to feel confident when patronizing vehicle-related businesses. As a regulator and licensor of these businesses, DMV protects the public when they purchase a vehicle from a dealership, send a child to driving school, or attend a traffic violator school. We investigate consumer complaints and if necessary, take action against these types of businesses. We also protect against identity theft, financial fraud, and document counterfeiting.

  1. Enhance inspection, investigation, and review processes.
  2. Develop new and improved trend analysis and enforcement tactics.
  3. Enhance case management and resolution processes.
  4. Identify and integrate best practices that impact consumer protection as they relate to licensing, motor vehicle-related services, and enforcement practices.
  5. Promote public awareness of rights, responsibilities, and consumer protection services.
  6. Improve visibility and strengthen communication and partnerships with licensees and other stakeholders.

Laptop computer displaying DMV Investigations shield.

Performance Measures
  1. Increase the percentage of post-licensing dealer inspections that had no violation.
  2. Increase the percentage of actions taken as a result of investigations of unlicensed activities.

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Strategic Planning, performance measurement, and the ongoing monitoring and tracking of data are integrated systems and processes that make up the framework for Performance Management here at DMV. The key elements function as follows:

Performance Management Model

Environmental Assessment

The Performance Management process is initiated annually through an assessment of our environment. We use the results to identify our strategic issues and opportunities.

Strategic Planning

The Executive Team validates or revises the Mission, Vision, Core Values, Goals, Strategies, and Performance Measures. Collectively, these elements represent our strategic direction. Setting the strategic direction means that once adopted, these major elements will guide what we will focus on for the next 12 to 18 months.

Organizational Performance Measures

We track performance measures tied directly to the Department’s Goals and Strategies. They are used to gauge progress toward Goal achievement and intended results. At the program level, performance measures are also established and maintained. Measures at this level are used to determine how well the division is fulfilling its core functions. Additionally, program level measure results are used to explain changes in our organizational measure data.

Assessment of Progress

Each quarter, data and trends are reviewed by the Executive Team. Each review provides the opportunity to consider changes, adjustments, or corrections to any element of our strategic direction.


Every quarter, organizational performance measures and accomplishments resulting from major projects and activities, are shared department-wide.

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Contact Us

CA Department of Motor Vehicles
Office of Strategic Planning and Organizational Development
2415 First Avenue, MS G500
Sacramento, CA 95818

Stephanie Dougherty
Chief of Strategic Planning and Organizational Development

This plan is available to employees on the DMV intranet
and to the public on the internet at: