Pub. 1 2019-2020 Issue 3

24 unit procurement, lanyard procurement, and a signage evaluation. Regional and District Support. The DMV is adding 32 district manager positions to help ensure consistent use of tools in each field office, assist with the uniform imple- mentation of policies across all field offices, and make recommendations to the regional administrator about training, employee issues, and resource allocation. Organizational Change Management. Much of the benefit and expected improvement from the DMV’s new initiatives and strategies for improving customer service will be tied to people changing how they do their jobs, which will require organizational change management to ensure that all DMV employees are on board. Information Technology Improvements Front End Sustainability. This project is a multiyear in- cremental technology update to replace DMV's aging sys- tems (DMVA and BPA) with a modern hardware platform and languages supported by the IT industry, which will ultimately enable the DMV to meet legislative mandates in a timely manner and improve customer experience. Information Technology Refresh. The DMV plans to pursue business processes and technological changes to ensure the sustainability and modernization of current systems and to meet service expectations, changing business needs, and legislative changes by proactively replacing end-of-life information technology infrastructure assets that support critical systems before they fail. Network Redundancy. DMV’s wide area network was de- signed and implemented many years ago without redun- dant network connections to mitigate the risk of business operation interruptions due to network failures. To pre- vent future disruptions in available and efficient customer service, the DMV is proposing to add redundancy for the largest and busiest field offices (Grade III, IV and V), call centers, and auto clubs. Enterprise Architecture Plan. The DMV wants to create a five-year Enterprise Architecture Plan that will lay the future foundation for innovation and IT transformation by setting forth the architectures needed to support enter- prise, provide a framework to meet legislative mandates in a timely manner, introduce newer technologies to sup- port an agile and more stable environment, remove obso- lete technologies, and improve customer experience. While these plans depend on budgets, executive and legislative branch buy-in, and business support, they rep- resent an unprecedented effort to fix our most troubled state agency. Since interacting with the DMV is inevitable for all California dealers and most California consumers, let’s all hope that Governor Newsom’s strategic directives steer the DMV in a new direction. 3