What will all this mean to ALREADY VICTIMIZED “LEGAL CALIFUSION CITIZENS”? Who knows? But I would be willing to bet EVEN GREATER DMV costs passed on to citizens to continue CALIFUSION ARROGANT OPEN BORDER POLICIES WITH A CORRESPONDING “RIGHT TO VOTE” ADVOCACY PROGRAM FOR MILLIONS OF ILLEGAL IMMIGRANTS – ALL TO INSURE A VOTER POPULATION IN SUPPORT OF THE REFUSAL TO ABIDE BY FEDERAL IMMIGRATION LAWS OF THIS COUNTRY WHILE SIMULTANEOUSLY FORCING LEGAL CITIZENS TO PAY FOR THE CLEAR DIVERSION FROM LEGAL DUTIES AND RESPONSIBILITIES. (Just like the LDPCSD subsidized outside Place of Use water services to LAFCO ANNEXATIONS beyond water license 11395! same only different, yeah? lol)
I fail to understand how such continued activities by the State of Califusion, and DEMOCRAT, PROGRESSIVE, SOCIALIST LEFT OFFICIALS leading these various departments and agencies, actually benefits LEGAL STATE CITIZENS, much less their entire UNITED STATES of AMERICA HOMELAND. Sure appears to be an institutionalized sabotage in pursuing a POLICY OF OPEN BORDERS AND RESOURCE “GIVE AWAYS” aka, REDISTRIBUTION TO OTHERS WHO IGNORE IMMIGRATION LAW.
But please remember, Califusion’s current Attorney General, Xavier Becerra and his Deputy AG, both left Washington DC during the DEMOCRAT CAUCUS COMPUTER SERVER INVESTIGATION….weird huh? So now the California Department of Justice is the Department of “JUST US”. Rem also that good ‘ol Xavier does not consider the millions illegally entering this country to actually be committing a crime and is working to eliminate the “crime” designation of that activity.
Tons of information in this audit, but below are only a few items that caught my eye as symptomatic of a problem spanning the entire STATE OF CALIFUSION and spreading throughout our country. The June response will be interesting. OK, here we go on an extremely limited “snap shot” of some of this DMV audit.
COVER LETTER:
March 27, 2019: Final Report—California Department of Motor Vehicles Performance Audit
The California Department of Finance, Office of State Audits and Evaluations, has completed its audit of the California Department of Motor Vehicles (DMV). The enclosed report is for your information and use. DMV’s response to the report findings is incorporated into this final report. DMV agreed with our findings. We appreciate their assistance and cooperation during the engagement, and willingness to improve their business practices and reduce wait times to enhance the field office customer experience. This report will be placed on our website. A detailed Corrective Action Plan (CAP) addressing the findings and recommendations is due within 60 days from receipt of this letter. The CAP should include milestones and target dates to correct all deficiencies. The CAP should be sent to: OSAEReports@dof.ca.gov. After the initial CAP is submitted, it should be updated every six months thereafter, until all planned actions have been implemented. The appropriate individual or mailbox DMV has designated will receive reminders when the updates are due to Finance.
FROM EXECUTIVE SUMMARY PAGE: At the direction of Governor Brown, the California Department of Finance, Office of State Audits and Evaluations, conducted a performance audit of the California Department of Motor Vehicles (DMV). The audit objectives were to:1. Assess the efficiency and effectiveness of DMV’s current operations and make recommendations to improve its practices and enhance the field office customer experience.2. Evaluate DMV’s information technology (IT) system and its impact on the field office customer experience
With the vision of being a trusted leader in delivering innovative services, the mission of DMV is to serve the public by licensing drivers, registering vehicles, securing identities, and regulating the motor vehicle industry. DMV’s five-year strategic plan, focused on delivering superior customer service, is designed to support its vision and mission. DMV’s operations are not always efficient and effective in delivering services to its customers and many opportunities exist to improve its practices and enhance the field office customer experience.
Although the REAL ID implementation and long wait times during summer 2018 highlighted problems at the DMV, the findings and recommendations described throughout this report indicate DMV has operated with significant weaknesses in its underlying governance structure and organizational culture.
PAGE 3:
BACKGROUND In summer 2018, California news outlets began reporting on DMV customers experiencing hours-long waits at DMV field offices. Long customer wait times were intensified by IT outages. In September 2018, at the direction of Governor Brown, Finance’s Director informed DMV it would be subject to a performance audit, as long wait times do not reflect the high standards of service that Californians expect from state government
PAGE 5: DMV and the REAL ID Act
In May 2005, Congress passed the REAL ID Act, establishing minimum security standards for state-issued driver licenses and identification cards. Beginning October 1, 2020, individuals will need to present a REAL ID-compliant driver license or identification card or another acceptable form of identification to board a domestic flight or access secure federal facilities.
(LEW – 13 YEARS LATER?…)
In January 2018, DMV began issuing REAL ID driver licenses and identification cards. To apply for a REAL ID at DMV, citizens are required to visit a field office and provide original or certified documents proving their identity, Social Security number, and residency. For additional information regarding REAL ID and its requirements, see Appendix D for DMV’s Fast Facts about Federal REAL ID.
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Our audit did not include an assessment of any activities related to the Motor Voter program. An assessment of the Motor Voter program is being performed by Ernst and Young, LLP, and its results will be issued under separate cover.
PAGE 10:
FINDINGS AND RECOMMENDATIONS
Finding 1.1: Significant Deficiencies in Planning and Implementation of the REAL ID Program Negatively Impacted the Field Office Customer Experience DMV’s customer experience was significantly impacted by the implementation of REAL ID, manifested mainly by long field office wait times in summer 2018. DMV should have implemented a more robust approach for planning and executing the REAL ID Act. DMV’s strategic plan goals include providing superior customer service and equipping employees with the tools and facilities to meet its responsibilities, which fell short with regard to REAL ID.
The approach for complying with REAL ID was inconsistent in the decade leading up to implementation,
(LEW EMPHASIS)
the REAL ID IT project was not recognized as a priority until 2017,
(rather like the legal WL11395 POU was never confirmed by LDPCSD!)
and DMV missed opportunities to reevaluate policy impacting the frequency customers require its services. In preparing for REAL ID implementation, DMV anticipated approximately 23 million people would apply for a REAL ID-compliant card by 2022-23. As of September 2018, DMV had issued approximately 1.3 million REAL ID driver licenses and identification cards, leaving over 20 million people expected to still apply. 3 As referenced in the Background section of this report, beginning October 1, 2020, individuals will need to present a REAL ID-compliant card or another acceptable form of identification to board a domestic flight or access secure federal facilities. If DMV does not address the recommendations detailed throughout this report, it risks repeating long wait times and unsatisfied customers leading up to October 2020 and beyond.
PAGE 11:
In preparing for REAL ID implementation, DMV anticipated approximately 23 million people would apply for a REAL ID-compliant card by 2022-23. As of September 2018, DMV had issued approximately 1.3 million REAL ID driver licenses and identification cards, leaving over 20 million people expected to still apply. 3 As referenced in the Background section of this report, beginning October 1, 2020, individuals will need to present a REAL ID-compliant card or another acceptable form of identification to board a domestic flight or access secure federal facilities. If DMV does not address the recommendations detailed throughout this report, it risks repeating long wait times and unsatisfied customers leading up to October 2020 and beyond
PAGE 12:
DMV also formed an internal REAL ID steering committee to help implement the REAL ID Act. The steering committee met in 2007 and 2008, but was hesitant to take meaningful action. For example, meeting minutes from October 2007 reported management was concerned that the issuance of a letter to DHS could be construed as a commitment to implement the REAL ID Act. The steering committee meetings appear to have ended in September 2008.
PAGE 15:
Field office managers expressed concern with the lack of preparation time provided to familiarize themselves with the content prior to weekly meetings. Field office managers often receive the meeting content from regional office management on Tuesday evening or Wednesday morning shortly before the meeting starts, as it originates from the Director’s Tuesday morning team meeting. This limits managers from spending time to fully understand the materials and ask follow-up questions before sharing with employees. Additionally, this could result in managers providing inaccurate guidance, delays in addressing employee questions, and inconsistent implementation of policies and procedures. DMV should consider moving the date of the Director’s meeting to Monday mornings with communication to field office managers no later than Tuesday mornings, to provide sufficient preparation time for weekly meetings.
SOUND FAMILIAR? Same routine as the LAKE DON PEDRO CSD “noticing” Board of Director monthly meetings with the agenda/packet delivered on the Friday before the Monday meeting, which insures the public will not have enough time to
read and understand the packet, but more importantly,
such limited notice effectively prevents adequate time to contact the office (or other pertinent agencies) FOR CORRECTIONS regarding incorrect and/or misleading information used to intentionally misled and/or distract customers from what is being proposed for GM/Treasurer/Board action.
PAGE 26:
Field offices are expected to designate employees to triage the pre-queue, i.e., approach customers in line to determine the purpose of their visit, answer questions, review documents, and direct them to the appropriate area of the office to complete their transactions. Triaging customers helps ensure customers are prepared with the proper documentation to complete their transaction and know where to go. During our visits to 30 field offices, we observed 15 offices with lengthy pre-queue lines. Only 6 of those 15 offices were observed triaging the pre-queue line. Inconsistently triaging the pre-queue lines increases the risk that customers will experience long waits only to learn they cannot complete their transactions because they have the wrong documents or payment method. For example, customers may wait in the pre-queue, receive a ticket, wait for their ticket to be called, go to a window, and begin processing their transaction, only to learn at the window that field offices accept cash, check, money order, or debit cards for payment, and not credit cards. DMV should ensure all field offices consistently dedicate employees to triage customers in the pre-queue lines, including educating customers of DMV’s accepted forms of payment. Additionally, DMV should evaluate the feasibility of accepting credit cards as a form of payment in field offices
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In September and October 2018, field offices were provided tablet devices to aid in triaging the pre-queue line so employees could issue Qmatic tickets and make return appointments for customers when necessary.
Only 1 of the 15 offices visited with lengthy pre-queue lines were observed using tablets to triage the pre-queue line. DMV informed us that tablets may not be consistently used because of limits with network connectivity, which it was actively working to resolve. One field office stated it received limited hands-on training regarding how to use the tablets and therefore did not rely on them. Tablets may also have not been observed in use because field offices were not triaging pre-queue lines.DMV should ensure employees responsible for triaging lines use tablets to assist customers while they wait and assign Qmatic ticket numbers. The employees should be trained on how to use the tablets to effectively assist customers. If problems arise with tablets, DMV should troubleshoot and timely resolve the issue rather than abandoning use of the tablets.
No wonder the DMV since 2013 (new DMV DIRECTOR APPOINTED) can’t figure out my home is in Mariposa County and keeps charging me an extra $22 in registration fees by repeated asserting I live in Stanislaus County and subject to valley SMOG REGULATIONS (and no, it is not just the zip code confusion with 95329). Heck, maybe if I were to claim to be from some Central American country, here illegally and stole the truck during our group’s invasion into the USA …. Registration would be exempt? Lol)
Take a look at the report if you care to see some more frightening detail as I must get outside and perform some work – no one else is going to do it for me.
My best to you and yours, Lew
