DMV Strategic Plan for Fiscal Year 2012-2013

Fiscal Year 2012–2013

Contents
From the Director
Who We Are
Goals, Strategies, & Performance Measures
Methodology
Contact Us

From the Director

DMV Director George Valverde

I am pleased and excited to present DMV’s 2012 – 2013 Strategic Plan.

Over the years, in our pursuit of service excellence, we have put into place major enhancements to the services and products we provide to customers and employees.  This is due in part to our strategic planning process and the framework we use to advance our Mission, Vision, and Goals.

Yet, in today’s environment, we are challenged to be even more precise in our decision making as we go forward.  That is why we have developed a bold new Service Strategy Statement:

Leverage available resources to achieve customer success at their initial point of contact with DMV.

This strategy affirms our commitment to maximizing the new capabilities provided by our technology and workforce investments and applying them to how we serve customers.  It also places heightened emphasis on customer success.  No matter how a customer chooses to do business with us, we will strive to provide a service experience that is complete, consistent, and easy to understand.

The formula for a “once-and-done” service experience involves a few elements.  We must provide clear and consistent information to our customers so they understand what is required of them to be successful when doing business with the DMV.  We must also enhance the usability of our service options, particularly our self-service channels, to allow customers to complete their business on their first try.

I realize that for many of our employees this concept of “customer success” is not a new idea.  Every day, their work is based on meeting customer needs on their first field office visit, phone call to DMV, or other contact.  I applaud their efforts to provide the best quality service to the people of California.

It is an exciting time at DMV and with this clarity in how we will focus our service efforts, we will be better able to deliver on the rest of our plan.

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

California roadsign

OUR SERVICE STRATEGY

Leverage available resources to achieve customer success at their initial point of contact with DMV.

Customer Success

Our approach when serving our customers is to make each interaction with DMV consistent, complete, and easy to understand.

We will focus on customer success by:

  • Making sure our customers are prepared to do business with DMV: We educate customers on which service channels they may use and provide them with clear instructions on what is required to successfully complete their DMV business.
  • Providing service that is consistent and complete: We believe that the service and information provided should be consistent across our service options. We take the time to completely and accurately process each transaction.
Initial Point of Contact

We offer customers several options for conducting business with DMV. Regardless of which service channel they choose, we endeavor to successfully complete our customers' business on their first attempt.

In order to achieve this outcome, we will place a priority on directing eligible customers to self–service options so that those with more complex transactions may experience customer success through our fullservice options.

This Service Strategy also holds true for how we will serve our internal customers.

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, as well as commercial vehicles used for both interstate and intrastate commerce. We also issue disabled person placards and personalized license plates.

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 of 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 deliver services.

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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SERVICE

Enhance Services to our Internal and External Customers.

One of DMV’s Core Values is a commitment to serve the public. We also offer quality products and efficient services 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 service innovation for everyone we serve.

STRATEGIES
  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.

customer service score sheet

PERFORMANCE MEASURES
  • Maintain the percentage of surveyed field office customers who rate their satisfaction as “satisfied” or better.
  • Increase the percentage of customers who use alternative services for vehicle registration renewal transactions.
  • Increase the percentage of customers who use alternative services for driver license renewal transactions.
  • Increase the percentage of customers that had an appointment at the time of their field office visit.
  • Increase the percentage of surveyed employees that answered “agree” or “strongly agree” to the following statements:
    • “DMV provides quality service to the public.”
    • “DMV employees provide quality service to each other.”

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WORKFORCE
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 pursue employee-focused initiatives that enhance both individual and organizational capabilities. We 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.

connected spheres

STRATEGIES
  • Improve methods that foster collaborative and open communication among the workforce.
  • Research and assess the diverse needs of our workforce.
  • Enhance our workforce environment.
  • Enhance our workforce capabilities to meet current and evolving business needs and demographics.
  • Create an infrastructure to support an effective workforce.
  • Modernize our recruitment and selection processes to maximize the effectiveness of our workforce.
PERFORMANCE MEASURES
  • 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.”
  • Increase the percentage of eligible employees receiving their annual Individual Development Plan (IDP).

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SAFETY
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 34 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.

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

Don't text while driving it's the law message board

PERFORMANCE MEASURES
  • Reduce the number of fatalities per 100 million vehicle miles traveled.
  • Increase the percentage of eligible DUI convicted offenders within the four pilot counties (Los Angeles, Sacramento, Alameda, and Tulare) who install an Ignition Interlock Device (IID) on all vehicles they own or operate.

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SECURITY
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.

STRATEGIES
  • Promote information security and privacy awareness.
  • Ensure accurate submission and timely processing of departmental actions.
  • Ensure consistent enforcement of DMV information security policies.
  • Identify and integrate best practices to mitigate fraud and protect personal information under DMV authority.
  • Establish accurate and secure identity management to facilitate authentication and authorization.
  • Strengthen and enhance the processes used to release or exchange DMV information.
PERFORMANCE MEASURES
  • Reduce the number of impacted individuals from Personal Identifiable Information incidents.
  • Increase the percentage of notices of a privacy incident sent within 15 calendar days.

New Driver License security features.

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PROTECTION
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.

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

Auto with Driver Education - Student Driver sign.

PERFORMANCE MEASURES
  • Increase the percentage of post-licensing dealer inspections that had no violation.
  • Increase the percentage of actions taken as a result of investigations of unlicensed activities.

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METHODOLOGY

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:

ENVIORNMENTAL 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. 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.

REPORTING

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

PERFORMANCE MANAGEMENT MODEL

Performance Management Model

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CONTACT US

California Department of Motor Vehicles
Office of Strategic Planning and Organizational Development
2415 First Avenue, MS F500
Sacramento, CA 95818

Stephanie Dougherty
Chief of Strategic Planning and Organizational Development
SPO@dmv.ca.gov

This plan is available to employees on the DMV intranet
and to the public on the internet at:
www.dmv.ca.gov