DMV Strategic Plan for Fiscal Year 2013-2014

Fiscal Year 2013–2014

Contents
From the Chief Deputy Director
Who We Are
Goals and Strategies
Methodology
Contact Us

From the Chief Deputy Director

DMV Chief Deputy Director Jean Shiomoto

It is with great enthusiasm that I present the 2013–2014 Department of Motor Vehicles (DMV) Strategic Plan.

In 2015, DMV will be celebrating 100 years of public service. As we look ahead to this milestone, I am reminded of how much DMV service has changed in recent years. It was not long ago that doing business with the department required a visit to a DMV field office. Today, DMV offers a variety of service options that better fit our customers’ busy lifestyles. Our online and phone services, self-service terminals, and business partnerships give customers the flexibility and convenience of completing their transactions away from a field office counter.

As part of our annual strategic planning process, we reflected on our current service environment and considered what is important to our customers and employees. We reviewed service trends and DMV customer feedback to better understand customer preferences and behaviors. We learned that:

  • Today‘s customers expect a superior online experience that is simple to use and easy to understand.
  • Customers are embracing today’s technology and using mobile devices to access information, make purchases, and connect with social networks.
  • Some customers continue to prefer in-person service, particularly for more complex transactions. These customers want an experience that provides access to knowledgeable employees, consistent information, and simple transaction processing.


Knowing this about today’s customers led us to develop our new Service Strategy:

DMV will redefine the customer experience by offering convenient, innovative, and virtual service options.

This is the right strategy to lead DMV into the future. Whether renewing a vehicle registration on the go, requesting help via live chat, or checking in for an appointment prior to arriving at a field office, this strategy envisions a future DMV where customers can complete their business at any time and from anywhere.

We recognize that achieving this strategy involves more than just leveraging technology. We must also continue to invest in our employees to ensure we have the right skills and knowledge in place to bring our strategy to life. It is an exciting time for DMV as we build on our rich history of service, and I look forward to further redefining how we serve Californians.


Jean Shiomoto, Chief Deputy 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

SERVICE STRATEGY

DMV will redefine the customer experience by offering convenient, innovative, and virtual service options.

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, and 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.

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.

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.

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. Internally, we also focus on providing quality service to other DMV employees. Whether delivering services to external or internal customers, we pursue service innovations that enhance the customer experience and result in increased satisfaction.  We actively seek our customers’ input and listen to their concerns and suggestions. Only by understanding our customers, can we deliver on our goal of enhanced customer service.

We realize that our employees are the heart of DMV and are key to enhancing our customers’ experience. We continue to focus on providing our employees with the tools and capabilities to deliver excellent customer service. We also strive to make our processes as efficient and customer-friendly as possible

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

 

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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 routinely survey and obtain feedback from our employees. We understand that engaged employees are more productive, more likely to offer innovative ideas to enhance their work, and take an active role in resolving problems.

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.

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SAFETY

Enhance Traffic Safety through Internal Programs and External Partnerships.

At DMV, we rely on internal programs and 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

 

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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 and 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.

 

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.

 

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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

We validate or revise 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 three years.

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

We review performance measure results and trends. 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

SPO@dmv.ca.gov

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