Report to the
Joint Legislative Budget Committee
of the
State of California

Department of Motor Vehicles
Monthly Status Update Report

Edmund G. Brown Jr.
Governor
Brian C. Annis
Secretary
California State Transportation Agency
Jean Shiomoto
Director
Department of Motor Vehicles

September 5, 2018
0 P a g e

 The recent wait time increases at the Department of Motor Vehicles are unacceptable and not
reflective of the standards that the department strives to achieve. Beginning in the spring of
this year, wait times started to rise as several new programs were implemented and introduced
to the public for the first time. These included the rollout of the federal REAL ID, designed to
enhance the security of the driver license and identification (DL/ID) card holders as well as the
implementation of the Motor Voter Act (AB 1461, Gonzalez-Fletcher, Chapter 729, Statutes of
2015), the electronic DL/ID card application, and a new queuing system. The department is
committed to provide services to the public in a courteous, proficient and expeditious manner.
Current wait time levels are not the “new normal” for the DMV and the department has taken
major steps to immediately begin to reduce wait times and continues to evaluate additional
opportunities to provide a foundation that will ensure wait times return to pre-REAL ID levels
and remain there in the future. The following sections of this report outline what steps have
been taken to date and the results of those efforts, along with additional plans to continue to
reduce wait times and the expected outcomes.

WAIT TIME REDUCTIONS TO DATE
The DMV has committed to reducing statewide wait times by a minimum of 20 minutes in
August and another 20 minutes by the end of September. The wait time goal of 20 minutes in
August has been exceeded. The tables and charts below provide some perspective on how wait
times have been reduced this month.

Methodology for Baseline Comparison -

DMV began tracking the “Pre-Queue” wait times on July 18, 2018. This is the amount of time a
customer waits in line prior to being issued a queue number. The week of July 23 to 27 is the
baseline for wait time measurement as this captured a full week of “pre-queue” wait time data.
The first chart below (“Weekly Top 20”) compares the average wait time for customers without
an appointment at the 20 offices with the highest wait times during the week of July 23–27 with
the average wait time for the 20 highest wait time offices during the week of August 20–25.
The average wait time reduction was 49 minutes.
The second chart (“Original Top 20”) compares the 20 highest wait time offices for the week of
July 23 -27 with the wait times in those same 20 offices for the week of August 20-25. The
average wait time reduction was 66 minutes.
The third chart (“Statewide”) compares the overall average statewide wait time for customers
without an appointment for the week of July 23–27 with the week of August 20–25. The
average wait time reduction was 30 minutes. This exceeds the wait time reduction goal of 20
minutes for the month of August.

1 P a g e

 Avg Wait Time:

Avg Wait Time:

211

130

Minutes

Minutes

162

100

Minutes

Avg Wait Time:

211

Minutes

145

Minutes

Minutes

To provide another context of wait time reductions, the table below shows the reduction in
wait times for various grades (sizes) of field offices. Grade I/II offices are small, mostly rural
offices. Grade III offices are mid-sized offices and Grade IV/V offices are large, mostly urban
offices. The first two tables show the average wait time in the various grades of field offices for
the week of July 23–27 with the week of August 20–25. The third table displays the difference
between August 20–25 and July 23-27. For example, the ‘Overall – Appt/Non-Appt’ Queue and
Pre-Queue wait time dropped by 31 minutes (92 minutes August 20–25 compared to 123
minutes July 23–27) for large Grade IV/V offices. Similarly, the total number of customers
served for the same category increased by 9,174 customers when comparing the two weeks.

2 P a g e

 STATEWIDE - BASELINE WEEK OF Jul 23, 2018
Week of July 23-27, 2018

Grade

APPOINTMENT

NON-APPOINTMENT

Cust
Served

Queue
Wait
Time

Cust
Served

Queue
Wait
Time

OVERALL - Appt / Non-Appt

PreQueue
Queue +
Wait Pre-Queue
Time (Non-Appt)

Total
Cust
Served

Queue
Wait
Time

Queue &
PreQueue
Wait Time
68

7,987

17

38,632

64

15

79

46,619

56

Grade III - 48 Offices

17,877

24

65,551

83

36

119

83,428

70

98

Grade IV/V - 67 Offices

37,988

23

143,457

99

50

149

181,445

83

123

Week of August 20-25, 2018

APPOINTMENT

Grade I/II - 57 Offices

STATEWIDE - WEEK OF Aug 20, 2018

Grade
Grade I/II - 57 Offices
Grade III - 48 Offices
Grade IV/V - 67 Offices

Cust
Served
8,322
21,284
47,488

Queue
Wait
Time
17
22
23

Cust
Served
36,782
65,287
143,131

NON-APPOINTMENT
PreQueue Queue
Queue +
Wait Pre-Queue
Wait
Time
Time (Non-Appt)
51
13
64
67
21
88
78
37
115

OVERALL - Appt / Non-Appt
Total
Cust
Served
45,104
86,571
190,619

Queue
Queue &
Wait
PreQueue
Time
Wait Time
45
55
56
72
64
92

DIFFERENCE BETWEEN WEEK OF Jul 23, 2018 and WEEK OF Aug 20, 2018
Week of Aug 20-25 vs Baseline

Grade
Grade I/II - 57 Offices
Grade III - 48 Offices
Grade IV/V - 67 Offices

APPOINTMENT

Cust
Served
+335
+3,407
+9,500

Queue
Wait
Cust
Time
Served
0
(1,850)
(2)
(264)
0
(326)

NON-APPOINTMENT
OVERALL - Appt /
PreQueue Queue
Queue +
Total
Queue
Wait
Wait Pre-Queue
Cust
Wait
Time
Time
Time (Non-Appt) Served
(13)
(2)
(15)
(1,515)
(11)
(16)
(15)
(31)
+3,143
(14)
(21)
(13)
(34)
+9,174
(19)

Non-Appt
Queue &
PreQueue
Wait Time
(13)
(26)
(31)

Note: The Gra de I/II Pre-Queue wa i t ti mes i s es ti ma ted for the Week of Jul y 23. Pre-Queue duri ng Jul y wa s ca ptured for l a rger offi ces (Gra de III
a nd a bove). Al l offi ce pre-queue ti mes (Gra des I – V) a re ca ptured a s of mi d Augus t.

Smaller offices had an average wait time reduction of 15 minutes while mid-sized and larger
offices had reductions of 31 and 34 minutes respectively for customers without an
appointment. It should also be noted that there were more customers served in the week of
August 20–25 compared to those served in the week of July 23–27.

HIRING
The Legislature has authorized the department to hire new staff to address the increased
workload associated with REAL ID. In addition to the hiring information listed below, the
Legislature passed SB 862 (Committee on Budget, 2018) that would provide an additional
opportunity, if needed, for the department to augment resources with conditional reporting
requirements. The department continues to monitor workload and wait times, and is working
with the Department of Finance to develop a plan that will lay out the conditions under which
the DMV would exercise the potential provisions of SB 862. The Legislature will receive this plan
with any resource augmentation request.
Below are the efforts and progress made in hiring additional staff to ease wait times while
providing better customer service and serving more customers:
3 P a g e

 •

The 2018-19 Budget Act authorized the department to hire approximately 500 new
staff for REAL ID. DMV already hired about 330 of those positions in 2017/18;
therefore, DMV only needed to hire an additional 166 positions in 2018/19. All of
these new staff are now hired and are completing their training and will be working
in field offices across the state by the end of September. Additionally, SB 856
(Committee on Budget, Chapter 30, and Statutes of 2018) authorized the
department to hire an additional 230 positions, pending approval of the Joint
Legislative Budget Committee (JLBC), which occurred on August 8, 2018. The new
employees are assigned to field offices primarily based on higher wait times and
greater volumes of customers being served.

•

The Department of Human Resources (CalHR) authorized the department to pursue
emergency hires, pursuant to Government Code Section 19888.1 and California
Code of Regulations Title 2 Section 303. The emergency hires can work up to six
months and are hired without utilizing hiring lists or exams to expedite the hiring
process. CalHR also authorized DMV to waive the 180 day waiting period before
hiring back a retired annuitant, which allows the department to hire recently retired
staff. These efforts will help with filling DMV’s vacancies until fully trained civil
service staff can be onboarded, trained and deployed.

•

As of August 31, 2018, the following job offers have been made o
o
o

•

181 Civil Service Appointments made – 116 have already started
287 Emergency Hires made – 185 have already started
112 Retired Annuitants hired – 106 have already started

In addition to hiring new employees, DMV Headquarters staff, along with other
multiple state agencies staff, have been deployed to DMV field offices throughout
the state. At peak, this support consisted of over 450 loaned staff with over 150
from 22 state agencies with a focus on offices with the highest wait times. Staff
from other departments welcome customers, review paperwork, issue queue
tickets, serve as lobby ambassadors, take customer photos, direct customers to selfservice terminals, and perform other non-technical work. This allows DMV to assign
as many trained technicians as possible to work at service windows to complete
transactions for customers. While loaned staff have been assisting field offices, the
department has been engaged in concurrent efforts to ensure impacted offices are
hiring additional staff (civil service, emergency, and retired annuitant hires). As
loaned assignments end, newly hired DMV employee are replacing loaned staff.

4 P a g e

 INFORMATION TECHNOLOGY MODERNIZATION
DMV is working on two additional enhancements to the electronic Driver’s License/
Identification Card application, which include Enterprise Application System Environment (EASE)
integration (DMV’s core system used to process these transactions) and use of computer
tablets. The EASE integration is scheduled for implementation in September, which will
minimize technician keying and will electronically populate a customer’s application information
into DMV’s EASE database. This integration is expected to have a very positive impact on
customer wait times as it may shave off several minutes for each DL/ID card transaction that is
processed. At a future date, implementation of functionality for a customer to review their
completed application and provide a digital signature at the stationary tablet device will occur.
41 field offices have received tablet devices to aid in issuing queue tickets, making return
appointments when necessary, allowing customers to complete their online DL/ID card
application (in offices that currently have public WiFi), and to appropriately triage the line. An
additional 500 tablet devices were purchased on August 23, 2018, and will be sent to the field
offices in a phased approach. The initial rollout was focused on field offices with the highest
wait times, with the remaining tablets being deployed based on customer volumes and wait
times.
In August, the DMV added the self-service vehicle registration renewal kiosks to 10 additional
field offices. Another kiosk was installed at the library in downtown Sacramento on August 24,
2018. Another kiosk will be installed at the Carmichael Library with the installation date set for
October 1, 2018. These terminals allow customers to renew their registration and receive their
tags on site. DMV has identified an additional 50 retail locations where self-service terminals
can be installed over the next few months as the vendor is able to supply the equipment.
DMV is currently developing a system to gather the “pre-queue” wait time in an automated
fashion, rather than the manual tracking currently being done. When successful, the end goal is
to report this additional wait time on DMV’s internet site, along with the queue wait time that is
currently displayed, to give customers a more complete and accurate view of the real wait time
(both “pre-queue” and queue) at each field office.

CUSTOMER SERVICE ENHANCEMENTS
Recognizing the need to provide greater service and comfort to customers visiting a DMV field
office, the department has focused on improving the overall experience for customers. These
services range from providing water and shade to text notifications that allows customers to
leave the office and receive a text message when they are getting close to having their number
called. Examples of the steps taken to enhance the service provided include:

5 P a g e

 •

DMV broadened its service hours to include offices that are open to the public on
Saturday and during extended office hours. To date, sixty DMV offices provide
service every Saturday between the hours of 8am – 5pm. Fourteen offices provide
extended hours beginning at 7am. Two additional DMV offices are scheduled to
provide Saturday service and two additional office will offer extended hours in
September 2018.

•

The department procured comfort items such as chairs, tents, and water. An initial
order of over 33,000 bottles of water were delivered to field offices statewide. A
subsequent contract to ensure a supply of water is available to all offices for at least
the next six months has since been made. Additionally, 2,580 chairs were delivered
to 126 different field offices and 254 pop-up tents have been received in 97 field
offices across the state.

•

As of August 16, 2018, all offices are offering text message notification. The text
message notification alerts a customer that their assigned queue number is within
approximately 30 minutes of being called by a DMV technician. This allows the
customer the flexibility to leave the office and return to DMV prior to their queue
number being called by a technician. The goal of this is to reduce wait times within
the office and enhance the customer’s experience. Feedback from customers who
have elected to use this option has been very favorable.

•

Appointments are opened to the public at 90-day intervals, with new daily releases.
To allow customers more time to schedule an appointment to renew prior to the
expiration date of a DL/ID, DMV began sending DL/ID card renewal notices 90 to 120
days prior to an individual’s expiration date starting August 28, 2018. This allows
customers to schedule an appointment and reduce their overall office wait time.

CONTINUED PROCESS IMPROVEMENTS:
The DMV has already implemented many changes that are having a fundamental impact on
wait time reductions. We recognize that there is still much to do. The following actions are
underway to build upon the foundation being established to further bring wait times down to
an acceptable level and sustain them in the future:
•

LEAN Six Sigma Field Office Improvement Plan – DMV began this effort on August 22,
2018, starting with an analysis and assessment of processes at the Carmichael field
office. Further analysis is continuing in San Jose currently, with further data
gathering in Southern California offices in early September. Some areas of focus
include:

6 P a g e

 o Implement a new document review and approval process that takes place
before a customer arrives at the technician window.
o Revise/develop Triage and Start Here roles and responsibilities. (ex: initial
document review, quick transactions, issue tickets).
o Have all technicians prepared with inventory (stickers, plates, Temporary
Operating Permits, etc.) at their window.
o Have all technicians prepared with cash in their drawer prior to the open of
business.
This data collection will continue over the next several weeks, with results and finding being
documented, and recommendations developed for additional implementable solutions that will
result in more customers being processed faster, thereby reducing wait times further.
•

Command Center – As of August 6, 2018, the DMV established a command center at its
Headquarters to assist local field offices in queue management. This has helped field
office managers and regional managers evaluate how to reduce queue times by being
able to get into micro details of transactions occurring and shifting transaction priorities
by each DMV window technician.

•

A consistency task force has been established to help implement best practices, new
processes and consistent procedures throughout all field offices. Training on topics such
as “Triaging Wait Lines” will be rolled out to all field offices to ensure everything from
hiring to customer service to new policies are rolled out, implemented and conducted in
a consistent and efficient manner across headquarters and all field offices. The first
video training will go out in September to showcase the Granada Hills field office as a
best practice in how to triage wait lines.

•

A REAL ID task force began meeting in August with a goal to further reduce wait lines at
field offices targeted at the Real ID customers. The first step is to improve
communication with the public so customers are better prepared when they arrive at a
field office. The task force will also develop new and innovative ways to reach customers
who need a REAL ID by partnering with airports, businesses and community groups to
offer opportunities to apply for a REAL ID in a location other than a DMV field office.

•

A Hiring/Staffing task force has also been established, which brings together the various
units within the DMV to work across divisions ensuring there are no gaps in customer
service due to vacant positions. This task force is also working on improvements to the
Wellness program to help address a 30% absenteeism rate in field offices. Absenteeism
severely affects wait times and must be addressed so wait times can continue to
decrease.

•

The final task force established by the department is the data task force. This group is
reviewing the data provided by the newly implemented queuing system, which allows
7 P a g e

 DMV managers the ability to view in real time transaction and wait time data in field
offices. This system provides a massive amount of data that the DMV can use to
improve queue management and transaction processing times. The data task force is
also compiling data received from field offices on the “pre-queue” wait times and
developing methods to more accurately collect and report this data. Analysts on the
team have already used this data to innovate changes to the queue and pre-queue, and
to better provide leadership with important trends across field offices, such as the
charts used earlier in this report, that help identify and prioritize where further
improvements need to be made.
The DMV is committed to ensuring that customers coming to a field office to apply for a
REAL ID license, or conduct any other transaction, do not have to set aside hours of their
day to accomplish this. Progress has been made in August in reducing wait times, yet
there is clearly much work that remains to be done. To reiterate, the current wait times,
even with the reductions that have been made, are not reflective of the standards and
goals of the department. The strategies that have been put into place in the past two
months are a foundational structure to continue bringing down wait times and
sustaining them at pre-REAL ID levels. The additional efforts identified in this report will
further aid and contribute to wait time reductions and help the department achieve its
ultimate wait time service level goals.

8 P a g e

 DEPARTMENT of MOTOR VEHICLES
Average Wait Time by Field Office
Week of August 20 - 25, 2018

Week of August 20-25, 2018

OFFICE

APPOINTMENT

Cust
Served

AUBURN
CHICO
COLUSA
ALTURAS
FALL RIVER MILLS
QUINCY
CORTE MADERA
CRESCENT CITY
DALY CITY
EUREKA
FORT BRAGG
GRASS VALLEY
GARBERVILLE
LAKEPORT
MOUNT SHASTA
OROVILLE
PARADISE
SUSANVILLE
WEAVERVILLE
WILLOWS
YREKA
NOVATO
PETALUMA
RED BLUFF
REDDING
ROCKLIN
ROSEVILLE
SAN FRANCISCO
SANTA ROSA
TRUCKEE
UKIAH
YUBA CITY

307
191
38
8
433
40
891
247
43
192
12
60
20
112
56
48
13
88
58
188
352
274
523
533
740
1,395
822
94
103
762

Region I (Northern CA)TOTAL

8,643

NON-APPOINTMENT

Queue
Wait
Time

Cust
Served

Queue
Wait
Time

59
5
18
8
13
21
11
18
8
13
14
5
6
8
12
9
5
10
16
25
10
44
33
15
6
13

795
1,009
427
194
242
357
1,062
483
2,444
973
371
523
309
713
504
665
806
441
292
509
434
1,035
1,229
950
1,165
1,152
2,074
2,862
1,484
538
887
1,564

45
117
58
1
14
23
170
18
112
27
36
53
28
74
21
57
34
24
10
39
39
54
59
28
62
56
58
150
84
104
42
59

23

28,493

72

12
17
20
3
-

PreQueue
Wait
Time
8
17
12

OVERALL - Appt / Non-Appt

Queue +
Total Cust
Pre-Queue
Served
(Non-Appt)

Queue
Wait
Time

Queue &
PreQueue
Wait Time

17
7
17
9
10
9
10
11
3
15
7
7
6
1
0
6
4
25
7
8
8
22
9
24
49
3
4
6

53
134
70
1
31
30
187
27
122
36
46
64
31
89
28
64
40
26
10
45
42
78
66
37
70
78
67
174
134
107
46
66

1,102
1,200
465
194
250
357
1,495
523
3,335
1,220
414
715
321
773
524
777
862
489
305
597
492
1,223
1,581
1,224
1,688
1,685
2,814
4,257
2,306
632
990
2,326

36
101
55
1
14
23
138
17
87
23
34
44
27
70
21
51
33
22
9
34
36
47
47
24
48
46
45
116
66
91
38
44

42
116
66
1
30
30
150
25
94
30
42
52
30
83
27
56
38
24
9
40
39
68
53
31
54
61
52
132
98
93
42
49

13

86

37,136

61

71

-

 DEPARTMENT of MOTOR VEHICLES
Average Wait Time by Field Office
Week of August 20 - 25, 2018

Week of August 20-25, 2018

OFFICE

CAPITOLA
FREMONT
GILROY
HAYWARD
HOLLISTER
KING CITY
WATSONVILLE
LOS GATOS
OAKLAND CLAREMONT
OAKLAND COLISEUM
PLEASANTON
REDWOOD CITY
SALINAS
SAN JOSE
SAN JOSE DLPC
SAN MATEO
SANTA CLARA
SANTA TERESA
SEASIDE
Region II (Bay Area) TOTAL

APPOINTMENT

NON-APPOINTMENT
PreQueue
Wait
Time

OVERALL - Appt / Non-Appt

Cust
Served

Queue
Wait
Time

Cust
Served

Queue
Wait
Time

Queue +
Total Cust
Pre-Queue
Served
(Non-Appt)

181
510
402
656
103
141
203
441
494
829
580
466
579
684
898
540
990
360
333

22
30
27
21
12
10
20
19
32
21
26
22
41
9
20
20
38
19
24

1,234
991
806
1,789
687
501
526
1,455
1,901
2,010
1,481
1,680
1,164
2,014
2,482
1,731
2,257
1,939
804

47
76
80
91
60
23
60
117
109
78
104
97
103
60
88
76
146
63
95

14
36
51
48
11
16
38
29
36
24
30
37
33
32
21
70
37
16
20

60
112
131
139
71
39
98
146
144
102
135
135
136
91
109
147
183
80
115

9,390

24

27,452

88

32

120

Queue
Wait
Time

Queue &
PreQueue
Wait Time

1,415
1,501
1,208
2,445
790
642
729
1,896
2,395
2,839
2,061
2,146
1,743
2,698
3,380
2,271
3,247
2,299
1,137

44
60
62
72
54
20
49
94
93
61
82
81
82
47
70
63
113
56
74

56
84
96
108
64
33
76
117
121
78
104
110
104
70
85
116
139
70
88

36,842

72

96

 DEPARTMENT of MOTOR VEHICLES
Average Wait Time by Field Office
Week of August 20 - 25, 2018

Week of August 20-25, 2018

OFFICE

CARMICHAEL
CONCORD
DAVIS
EL CERRITO
FAIRFIELD
FOLSOM
LODI
MANTECA
NAPA
PITTSBURG
PLACERVILLE
JACKSON
SAN ANDREAS
SOUTH LAKE TAHOE
SACRAMENTO
SONORA
SACRAMENTO SOUTH
STOCKTON
TRACY
VACAVILLE
VALLEJO
WALNUT CREEK
WOODLAND
Region III (Sacramento Area)
TOTAL

APPOINTMENT

NON-APPOINTMENT
PreQueue
Wait
Time

OVERALL - Appt / Non-Appt

Cust
Served

Queue
Wait
Time

Cust
Served

Queue
Wait
Time

Queue +
Total Cust
Pre-Queue
Served
(Non-Appt)

596
737
355
834
266
778
933
528
257
703
280
65
135
84
1,115
166
742
441
271
341
340
452
198

8
25
27
15
15
24
34
21
3
27
31
8
13
11
14
25
20
7
27
10
15
10
8

2,325
1,528
615
1,765
1,406
1,569
1,248
1,282
1,577
1,565
633
595
439
466
2,662
506
2,289
2,009
1,483
695
1,125
1,145
1,083

40
75
76
80
38
61
92
112
17
61
107
72
72
93
65
64
107
42
67
48
61
45
77

9
16
49
24
13
20
25
7
10
17
24
3
15
28
20
5
11
51
21
10
21
31
10

49
91
126
103
51
81
116
119
28
77
131
75
86
121
85
69
117
93
88
58
82
76
88

10,617

19

30,010

65

19

84

Queue
Wait
Time

Queue &
PreQueue
Wait Time

2,921
2,265
970
2,599
1,672
2,347
2,181
1,810
1,834
2,268
913
660
574
550
3,777
672
3,031
2,450
1,754
1,036
1,465
1,597
1,281

33
58
58
59
35
49
67
85
15
50
83
66
58
80
50
54
85
35
61
35
50
35
67

41
69
90
75
45
62
81
91
24
62
100
68
69
104
64
58
94
77
79
42
66
57
75

40,627

53

67

 DEPARTMENT of MOTOR VEHICLES
Average Wait Time by Field Office
Week of August 20 - 25, 2018

Week of August 20-25, 2018

APPOINTMENT

NON-APPOINTMENT
PreQueue
Wait
Time

OVERALL - Appt / Non-Appt

Cust
Served

Queue
Wait
Time

Cust
Served

Queue
Wait
Time

ARVIN
BAKERSFIELD
CLOVIS
DELANO
FRESNO
FRESNO NORTH
HANFORD
LANCASTER
LOS BANOS
MADERA
MERCED
MODESTO
PORTERVILLE
REEDLEY
RIDGECREST
BISHOP
COALINGA
LAKE ISABELLA
MARIPOSA
SHAFTER
BAKERSFIELD SW
TAFT
TULARE
TURLOCK
VISALIA

26
353
668
160
889
510
354
1,183
247
163
379
849
291
287
34
12
45
25
54
206
315
56
244
466
331

11
10
13
8
20
15
28
23
12
14
10
9
22
21
10
6
18
11
12
35
10
9
9
18
24

337
1,630
1,512
1,217
2,672
1,008
899
2,226
960
1,112
1,176
2,487
818
930
304
228
517
221
157
579
2,132
278
1,222
1,581
1,000

39
37
57
30
59
52
84
75
45
18
24
49
62
71
18
35
55
35
19
76
41
43
27
34
46

9
24
23
9
9
12
11
11
13
10
8
17
19
23
11
10
15
9
5
21
10
5
7
8
19

48
61
80
39
68
64
95
86
59
28
32
67
81
94
29
45
70
43
23
97
51
48
34
42
65

Region IV (Central Valley) TOTAL

8,147

17

27,203

48

13

61

OFFICE

Queue +
Total Cust
Pre-Queue
Served
(Non-Appt)

Queue
Wait
Time

Queue &
PreQueue
Wait Time

363
1,983
2,180
1,377
3,561
1,518
1,253
3,409
1,207
1,275
1,555
3,336
1,109
1,217
338
240
562
246
211
785
2,447
334
1,466
2,047
1,331

37
32
44
28
49
40
68
57
39
17
21
39
52
59
17
33
52
32
17
65
37
37
24
30
41

45
52
59
36
56
47
76
65
49
26
26
52
65
77
27
43
66
40
21
81
46
42
30
36
55

35,350

41

51

 DEPARTMENT of MOTOR VEHICLES
Average Wait Time by Field Office
Week of August 20 - 25, 2018

Week of August 20-25, 2018

OFFICE

ARLETA
CULVER CITY
GLENDALE
GOLETA
HOLLYWOOD COLE
HOLLYWOOD WEST
GRANADA HILLS DLPC
NEWHALL
OXNARD
PASO ROBLES
LOMPOC
SAN LUIS OBISPO
SANTA BARBARA
SANTA MARIA
SANTA MONICA
SANTA PAULA
SIMI VALLEY
THOUSAND OAKS
VAN NUYS
VENTURA
WINNETKA
Region V (Northern Los
Angeles/Coastal Area) TOTAL

APPOINTMENT

NON-APPOINTMENT
PreQueue
Wait
Time

OVERALL - Appt / Non-Appt

Cust
Served

Queue
Wait
Time

Cust
Served

Queue
Wait
Time

Queue +
Total Cust
Pre-Queue
Served
(Non-Appt)

760
1,113
623
196
421
478
462
667
513
247
385
477
254
299
494
186
477
495
646
594
575

18
36
10
22
25
11
17
27
12
10
14
22
32
16
13
7
18
37
26
13
21

2,640
1,604
2,554
655
1,535
1,538
1,792
1,482
1,496
831
883
908
915
1,351
2,318
1,330
1,172
1,474
3,070
1,736
2,010

62
80
41
87
87
32
57
60
69
41
53
77
80
68
64
34
59
99
66
41
62

41
86
95
18
101
18
47
59
17
8
6
14
5
17
68
9
60
19
39
35
40

102
167
136
105
188
50
104
120
86
48
59
92
86
85
133
43
119
118
105
76
102

10,362

21

33,294

62

44

106

Queue
Wait
Time

Queue &
PreQueue
Wait Time

3,400
2,717
3,177
851
1,956
2,016
2,254
2,149
2,009
1,078
1,268
1,385
1,169
1,650
2,812
1,516
1,649
1,969
3,716
2,330
2,585

52
62
35
72
74
27
48
50
54
34
41
58
70
58
55
31
47
83
59
34
53

84
113
111
86
152
41
86
91
67
40
45
68
74
72
112
39
89
98
91
60
84

43,656

52

85

 DEPARTMENT of MOTOR VEHICLES
Average Wait Time by Field Office
Week of August 20 - 25, 2018

Week of August 20-25, 2018

OFFICE

BELL GARDENS
BELLFLOWER
COMPTON
EL MONTE
HAWTHORNE
INGLEWOOD
LINCOLN PARK
LONG BEACH
LOS ANGELES
MONTEBELLO
PASADENA
SAN PEDRO
TORRANCE
WEST COVINA
Region VI (Los Angeles Area)
TOTAL

APPOINTMENT

Cust
Served
661
836
616
748
856
451
639
900
683
1,131
630
756
1,118
10,025

Queue
Wait
Time
22
14
26
22
31

NON-APPOINTMENT

Cust
Served

15
19
31
22
19
21
36
33

2,023
2,443
1,902
1,372
2,553
2,341
2,198
2,954
1,420
2,275
1,590
1,468
2,270

25

26,809

-

Queue
Wait
Time
60
43
50
78
78

PreQueue
Wait
Time

OVERALL - Appt / Non-Appt

Queue +
Total Cust
Pre-Queue
Served
(Non-Appt)

55
42
67
58
55
53
55
84

71
65
61
130
17
90
93
34
72
97
17
67
135

130
108
111
208
96
145
135
101
131
152
70
122
219

2,684
3,279
2,518
2,120
3,409
2,792
2,837
3,854
2,103
3,406
2,220
2,224
3,388

59

69

129

36,834

-

Queue
Wait
Time

Queue &
PreQueue
Wait Time

50
36
44
58
67
48
37
58
47
43
44
48
67

104
84
90
143
80
124
109
85
95
108
56
93
158

50

101

-

 DEPARTMENT of MOTOR VEHICLES
Average Wait Time by Field Office
Week of August 20 - 25, 2018

Week of August 20-25, 2018

OFFICE

BARSTOW
RIVERSIDE EAST
FONTANA
FULLERTON
NEEDLES
NORCO
POMONA
RANCHO CUCAMONGA
REDLANDS
RIVERSIDE
SAN BERNARDINO
SANTA ANA
STANTON DLPC
VICTORVILLE
WESTMINSTER
WHITTIER
Region VII (Orange
County/Inland Empire) TOTAL

APPOINTMENT

NON-APPOINTMENT
PreQueue
Wait
Time

OVERALL - Appt / Non-Appt

Cust
Served

Queue
Wait
Time

Cust
Served

Queue
Wait
Time

Queue +
Total Cust
Pre-Queue
Served
(Non-Appt)

244
923
933
1,060
28
470
773
975
431
527
560
723
894
755
831
615

19
23
17
23
10
16
21
33
16
12
13
23
28
28
25
15

774
2,733
2,966
3,195
247
1,750
2,076
2,638
1,302
2,050
2,532
3,045
2,920
2,420
2,469
2,096

76
102
120
86
22
83
73
97
78
59
50
52
86
87
95
73

13
20
25
22
3
23
28
37
29
17
13
11
18
12
19
24

88
122
144
108
25
106
101
135
107
76
63
63
104
99
114
97

10,742

22

35,213

80

20

100

Queue
Wait
Time

Queue &
PreQueue
Wait Time

1,018
3,656
3,899
4,255
275
2,220
2,849
3,613
1,733
2,577
3,092
3,768
3,814
3,175
3,300
2,711

62
82
95
70
21
69
59
80
62
50
43
46
73
73
77
60

72
97
114
87
24
87
79
107
84
63
54
56
86
82
92
79

45,955

67

82

 DEPARTMENT of MOTOR VEHICLES
Average Wait Time by Field Office
Week of August 20 - 25, 2018

Week of August 20-25, 2018

OFFICE

BANNING
BRAWLEY
BLYTHE
CHULA VISTA
COSTA MESA
EL CAJON
EL CENTRO
HEMET
INDIO
LAGUNA HILLS
OCEANSIDE
PALM DESERT
PALM SPRINGS
POWAY
SAN CLEMENTE
SAN DIEGO CLAIREMONT
SAN DIEGO NORMAL
SAN MARCOS
SAN YSIDRO
TEMECULA
TWENTYNINE PALMS
Region VIII (San Diego Area)
TOTAL
STATEWIDE TOTALS
Saturday Service in 60 Offices

APPOINTMENT

NON-APPOINTMENT
PreQueue
Wait
Time

OVERALL - Appt / Non-Appt

Cust
Served

Queue
Wait
Time

Cust
Served

Queue
Wait
Time

Queue +
Total Cust
Pre-Queue
Served
(Non-Appt)

Queue
Wait
Time

Queue &
PreQueue
Wait Time

448
71
9
629
616
661
135
495
236
643
538
302
235
487
388
744
495
611
731
617
77

24
13
9
19
32
24
15
29
16
49
25
27
11
31
20
22
21
20
20
34
11

1,237
1,121
437
3,205
1,562
2,884
1,360
2,070
1,066
1,671
1,680
1,057
1,253
1,626
1,413
2,903
2,219
2,716
2,820
1,659
767

87
26
13
104
103
80
28
84
48
128
61
67
33
103
99
104
100
88
92
120
30

13
5
7
15
28
13
5
8
9
47
24
4
11
42
84
30
15
12
14
31
10

99
31
20
119
131
93
33
92
58
174
85
72
44
146
183
134
115
100
107
151
40

1,685
1,192
446
3,834
2,178
3,545
1,495
2,565
1,302
2,314
2,218
1,359
1,488
2,113
1,801
3,647
2,714
3,327
3,551
2,276
844

70
25
13
90
83
70
27
73
42
106
52
58
29
87
82
87
86
75
78
97
29

79
30
19
102
103
80
32
80
50
140
70
62
38
119
148
111
98
85
89
119
38

9,168

25

36,726

85

21

105

45,894

73

89

77,094

22

245,200

71

29

100

322,294

59

81