Pub. 1 2019-2020 Issue 3

23 Accept Credit Cards. While currently credit cards can only be used for on- line and self-service terminal transac- tions, the Strike Team and DMV are working to allow customers to use credit cards in field offices. Improve DMV Website. The Strike Team is working on short-term im- provements to the DMV website to make sure people can more easily find the information they need and conduct their transactions smoothly. Review Call Center Procedures. The DMV’s call center procedures are being thoroughly reviewed to help im- prove operations and lower hold times. Add Additional Customer Communication Channels. Opportunities to add more customer service communication channels such as chatbots and live chat are being explored. Streamline the REAL ID Process. At the request of the Strike Team, the DMV has hired a consulting firm to help streamline the REAL ID process and share methods for designing and testing service improvements. Another top GovOps leader, Kathleen Webb, was appointed by Governor Newsom to serve as interim DMV Director during this time of transformation. In response to the Strike Team and audit find- ings, the DMV has developed an Implementation Strategy with action plans outlining specific strategic accountability measures. These measures include legislative re- porting and engagement, internal controls of resource allocations and staff deployment, and a discussion about the development of a compre- hensive Corrective Action Plan. The Corrective Action Plan encompasses three strategic areas: customer ser- vice and service delivery, workforce development and change manage- ment, and information technology improvements. Customer Service and Service Delivery Customer Communications. The DMV has proposed to implement an email, live chat, and customer relation- ship management system and will use a chatbot available 24/7 to answer simple customer questions and direct them to helpful information online. Website Redesign. The DMV will procure a vendor to undertake a comprehensive website redesign to. The new website will give customers more effective content to guide them to information about services that can be completed online and allow them to easily log in using a new, more ef- ficient identity verification system. Outreach and Marketing. The DMV has proposed a marketing and public relations campaign to inform the pub- lic about alternatives to visiting field offices and to raise awareness about what documentation is needed for transactions, such as REAL ID. Business Partners. The DMV will broaden awareness of the BPA program through the website rede- sign and marketing campaign, and will continue to explore ways to work with business partners to broaden services offered that do not require a field office visit. Appointment Wait Times. The DMV will explore ways to alleviate cus- tomer wait times at field offices, such as deploying hand-held tablets to establish mobile check-in stations and notify customers via text mes- sage when their customer number will be called; putting in place addi- tional strategies to increase appoint- ment availability and guard against third-party abuse by eliminating the ability to make multiple appointments with the same telephone number while also providing for system vali- dations; and making kiosks available for self-service at field offices and other non-DMV locations. Field Office Assessment and Redesign. Options will be developed for creating the “DMV of the Future” by rethinking and modernizing the design and flow of the current field of- fices to enhance digital opportunities and improve operational structure. Workforce Development and Change Management Learning Management System. The DMV wants to introduce a new system with Department-wide train- ing management, records, reporting, scheduling, and compliance training management methods. Enterprise Governance. To ensure that DMV governance and project prioritization are consistent and in alignment with governance best practices, the DMV will engage a consultant to reengineer the current governance process by establishing roles and responsibilities to ensure true accountability is achieved – spe- cifically in the IT space. Training Resources. Both the audit and Strike Team have recommended additional employee training to better prepare DMV employees to be able to knowledgably and effectively serve customers, especially those with com- plicated transactions such as REAL ID. Employee Tools. To provide em- ployees the tools they need to effectively do their jobs, the DMV will be implementing a PC refresh, fleet replacement, mobile command A website redesign and improved content strategy could move 4 million transactions per year out of field offices. 41 percent of DMV customers seeking help from a call center agent never receive help. The average DMV call wait time is 50 minutes, with a maximum wait time of 5 hours.