DMV Strike Team Final Report

July 23, 2019

 Executive Summary
During 2018, the California Department of Motor Vehicles (DMV) was facing
historic and unprecedented surges in demand, coupled with stagnant budgets,
outdated infrastructure and little strategic planning to meet its challenges. Those
strains reached their peak last summer, when long lines formed at DMV offices
throughout the state. In August 2018, for example, average wait times were
nearly two hours in the state’s largest DMV offices, and 16 percent of all
customers had wait times of more than two hours.
To bring stability to a tenuous situation, while simultaneously planning for the
future, on January 9, 2019, Governor Gavin Newsom announced a DMV
Reinvention Strike Team (Strike Team), with Government Operations (GovOps)
Agency Secretary Marybel Batjer leading the six-month effort. The DMV Strike
Team was charged with launching a comprehensive modernization and
reinvention of the DMV and making recommendations for new long-term
leadership and reform at the DMV – with an emphasis on transparency, worker
training and performance, speed of service and overall consumer satisfaction.
The Strike Team, led out of GovOps, brought a fresh perspective to the DMV,
and empowered the voices of mid-level managers who had actionable ideas
for how to improve their own organization. The Strike Team believed from the
start that it had two key constituencies who needed support – the employees of
the department and its customers. Throughout its efforts, the Strike Team worked
to include dedicated DMV employees and find ways to make their work more
effective. This, in turn, helped them better serve the people of California.
The Strike Team wanted to avoid a repeat of long lines in the Summer of 2019,
manage the flow of traffic through the October 1, 2020 federal REAL ID
enforcement deadline and start an overall transformation of the DMV.
Achieving those goals included many of the steps outlined in this report and
supported the DMV in its budget request, which was signed on June 27, 2019.
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 Six months later, the Strike Team hands back to the California Transportation
Agency (CalSTA) a more stable organization and a vision for the DMV of the
future. However, the DMV is not out of the woods yet -- significant challenges
remain between now and October of 2020, and these strains may continue to
mean frustrating wait times for customers. While the Strike Team’s work to
implement solutions -- technology, human resources, process improvements,
and more – will reduce the wait time challenges facing the department and
customers, they will not be eliminated altogether.
With new leadership, new and more targeted multi-year funding and a mission
to look at new ways of doing business, the Strike Team believes efforts are
underway to stabilize the DMV and that it is on the path to success. While many
challenges remain, with ongoing funding, the DMV should continue to make
progress in delivering services to Californians in the easiest, most effective and
accessible way possible.
In this final report, the Strike Team lays out the accomplishments made over the
last six months and the changes that are underway. It also suggests next steps
for the department.

Overview of Strike Team Efforts
As noted above, the DMV is facing historic and unprecedented surges in
demand. This increased demand has been primarily driven by the following:
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Stringent federal identification requirements to obtain a REAL ID, which
require an in-person visit to a DMV field office.
Motor Voter opt-out requirements, which have greatly increased the
workload of DMV staff.

The Strike Team focused its efforts on improving the processes surrounding REAL
ID, with the expectation that increased efficiencies in REAL ID transactions
would then translate to other areas of the DMV.
It is clear that changes are essential if the DMV is to meet its most immediate
challenge: successfully meeting increased demand for REAL ID driver licenses
before the October 1, 2020 federal deadline without the surge in wait times that
customers experienced in field offices during the summer of 2018.

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 These changes needed to happen quickly, as every day, more and more
Californians face the decision of whether to get a REAL ID. Unlike other states,
California chose not to mandate a REAL ID so as not to single out
undocumented residents eligible for a driver’s license through AB60. This choice
increased the complexity of DMV operations but reflect a commitment to
stewarding California values.
The DMV needs to identify the Californians who need a REAL ID, increase
throughput in field offices, increase “first time right” transactions to prevent
customers from making multiple trips to field offices and level out demand to
prevent a surge just before the October 1, 2020 deadline.
The Strike Team’s first steps included extensive interviews with the DMV executive
team, a review of the department’s IT capacity and forming an enterprise view
of various customer-facing actions already underway.
Various interviews were also held with interested parties, DMV business partners
and DMV officials in other states. The purpose of these meetings was to gather
information and learn what improvements could be made in a short period of
time.
The result of those interviews informed the Strike Team’s next steps as it worked
to bring cohesion to various ideas and efforts underway, break down barriers to
moving forward and implement new ideas as quickly as possible.

Accomplishments
Leadership: The first priority for the Strike Team was to help identify leadership for
the DMV, as both the director and chief deputy director had left the
department. Governor Newsom appointed Kathleen Webb acting director on
January 30, 2019. Acting Director Webb had been the Director of Performance
Improvement at GovOps and as such, was able to work closely with the Strike
Team while at the DMV.
The Governor’s Office and Strike Team also launched a search for a new DMV
director who could continue the much needed transformation of the
department into a customer-service entity. The new leadership will continue to
make improvements at the department and build the DMV of the future.

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 Process Improvement: The Strike Team realized the need to relieve DMV
customer pain points, improve the department’s operational performance, and
transform its customer experience delivery. In order to do that, the Strike Team
selected McKinsey & Company (McKinsey) through a competitive selection
process to thoroughly explore the complex issues surrounding REAL ID and
suggest ways to improve processing. With guidance from McKinsey, the DMV
and the Strike Team co-developed a series of concepts designed to both
deliver the increased volume of REAL IDs processed and improve other DMV
services.
The work was structured across three phases: (1) Discover Phase to build a
robust fact base to inform solution areas, (2) Design Phase to prototype solutions
to validate impact and prioritize and sequence delivery in the field, (3) Deliver
Phase to execute in the field with “test and learn” cycles to rapidly iterate and
implement sustainable solutions.
Discover Phase: The Discover Phase focused on rapidly building a robust
fact base to inform initial hypotheses through four primary modes of
research.
The Discover Phase analysis identified the total universe of Californians
who could potentially request a REAL ID between March 2019 and
October 1, 2020 to be as many as 28.2 million customers. The analysis
identified five large solution areas to focus further design efforts: reduce or
smooth customer demand for REAL ID; reduce service time per
transaction; improve the percentage of “first time right” transactions; shift
non-REAL ID transactions out of the field offices to alternate channels; and
increase overall capacity to support increased transaction volumes.
The analysis demonstrated that, while the customer demand driven by
REAL ID is unprecedented and will require a “doubling of the DMV,” it is
not insurmountable as finding successful approaches for each solution
area can address a majority of the REAL ID demand.
Design Phase: Based on the outcomes of the Discover Phase, McKinsey
partnered with the Strike Team and the DMV to launch three design
“concept sprints” intended to drive rapid solutioning and prototyping from
customer and employee perspectives. Each of the three concept sprints
were structured as intensive, immersive two-day workshops that brought
together frontline field staff with a cross-functional group of stakeholders
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 across DMV divisions to design solutions that could drive immediate
impact in the field. Three concept sprints included:
o “Prepare me,” which focused on improving customer
communications to reduce unnecessary field office visits, direct
customers to the best channel and time for the services they need,
and better prepare customers to bring the correct documentation
necessary to ensure a successful visit.
o “Process me,” which focused on deconstructing every step of a
customer’s experience in the field office and identified
opportunities to reduce inefficiencies and create smoother
processes.
o “Empower me,” which focused on improving the end-to-end
employee experience to enable more effective onboarding, offer
relevant training, and empower frontline employees to make
decisions in real-time that improve the customer’s experience in the
field office.
Each sprint resulted in several solution concepts which were translated
into testable prototypes currently deployed in the field. Examples include:
o A new personalized mailer for customers on their 5- or 10-year
license renewal cycle that includes clearer instructions and more
intuitive design, along with nudging customers to get their REAL ID
now, so that they don’t surge into field offices later.
o A digital REAL ID decision tree for the DMV website and for field
office employees performing a triage function using their tablets to
help customers determine whether or not they need a REAL ID.
o A new REAL ID Rapid Reference Guide that simplified more than 25
policy memos that frontline employees previously had to sort
through into one simplified “source of truth” document and digital
tool to answer customer inquiries.
o An analytical customer demand projection model to enable the
DMV to strategically fill vacant windows by highest priority and
strategically place kiosks and pop-ups in locations that provide the
greatest customer convenience.
o Process improvements to reduce the time needed for employees to
use the Document Authentication Devices in field offices to
authenticate the customer documents required for a REAL ID

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 Deliver Phase: McKinsey advised the DMV on a process for onboarding
and coaching DMV employees as product owners of these concept
prototypes so that efforts to scale solutions in the field would be owned by
DMV employees and sustainable in the long-term. In doing so, the DMV is
building a culture of agility to rapidly conceptualize, analyze, prototype
and test the impact of solutions that can make a difference for customers.
All the solutions described above, in addition to several others, are
currently being deployed through the field offices.
Credit Cards: Governor Newsom said in January it is unimaginable that, in 2019,
a customer could not use a credit card in a DMV field office. The Strike Team
made adding credit cards to field offices a top priority. The Strike Team held a
series of meetings with the DMV and vendors on the issue, and it became clear
that the barriers perceived to be in place no longer existed.
The Strike Team and the DMV issued an Invitation to Negotiate on March 11,
2019, and entered into a contract with First Data Government Solutions on July
8, 2019, to bring credit cards to DMV field offices. The project will start with the
first pilot at the Davis DMV by the end of September. The pilot will be followed in
October by three additional locations – Fresno, Victorville, and Roseville – before
expanding to all 172 field offices.
Pop-Ups: One of the keys to allowing more people to get a REAL ID without
increasing wait times is to move as many transactions as possible out of the
offices. That includes performing more transactions online, at kiosks or with
business partners, such as the American Automobile Association (AAA).
Conducting “pop-up” DMVs with major employers can also reduce customer
traffic in field offices and help reduce wait times. Many employees who work for
California businesses need to fly within the United States for their work, and
therefore may need to have a REAL ID. A goal of the “pop-ups” is to make sure
that California’s economy is not impacted by the federal rules requiring specific
documentation, such as a passport or REAL ID in order to fly within the United
States after October 1, 2020.
The Strike Team and the DMV held the first “pop-up” at Health Net in May and
issued 74 REAL IDs. The program was so successful that Health Net invited the
DMV back for 2 days in June 2019, and 188 people received a REAL ID. The
program is scheduled to take place at Intel July 16-18, 2019 with several
hundred more people expected to receive a REAL ID. This program will continue
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 to operate, focusing on areas where the data shows there is high demand in
nearby DMV field offices.
Kiosks: Self-Service Terminals, or kiosks, presently handle vehicle registration
renewals, issuing registration cards and license plate stickers. This offers
customers a way to avoid the lines at field offices and, in many places, conduct
after-hour renewals. Kiosks are located within select field offices, grocery stores
and libraries.
The Strike Team has helped the DMV add 100 new kiosks, that will be in place by
the middle of August 2019 and another 100 by the end of the year in strategic
locations. It is important to increase usage of these machines, in order to move
transactions out of the field offices. So, the Strike Team worked with the DMV to
create a marketing plan to promote the kiosks, especially in areas where wait
times have traditionally been highest.
The Strike Team also believes there is a need to expand the services offered
through kiosks in order to shift more transactions out of field offices and provide
more convenience for Californians.
Marketing Campaign: Having a prepared customer is critical to improving
transaction and wait times at DMV field offices. There are 5.6 million visits to field
offices that can be avoided by “first time right” transactions.
The Strike Team understood quickly that the public needs clear, consistent
information on what a REAL ID is, whether or not they need one, and if they do,
how to be prepared with the right documents before going to a field office. The
Strike Team prepared a Request for Proposal with the DMV and on June 19,
2019, signed a contract with RSE for a large-scale public relations campaign
focused on REAL ID.
The contractor will use the new data generated through the Strike Team’s work
to create marketing materials targeted at specific groups based on whether or
not they need a REAL ID between now and October 1, 2020. RSE will develop
new messaging and materials in order to educate Californians about a REAL ID
and the alternative, a federally non-compliant card. This contract includes a
paid media campaign based on the new messaging.
Website Redesign: A user-friendly website that is focused on services is a key part
of the effort to prepare customers for REAL ID office visits, or to provide options
so they can avoid a trip to a field office. McKinsey research showed that 67
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 percent of customers went to the DMV website before taking any action,
underscoring how important it is to have a clear and concise site.
The Strike Team organized five user-testing events across the state with Code for
America brigades. After visiting the DMV website, volunteers reported poor user
experience, difficult navigation, excessive technical information and a nonintuitive design that often complicated simple tasks for the consumer. They also
made content recommendations that the Strike Team and the DMV will
consider as part of its redesign.
The Strike Team helped the DMV make immediate changes to its most critical
web pages surrounding REAL ID. On June 14, 2019, the DMV entered into a
contract with web design firm 10Up to start a complete overhaul of the DMV
website. This will start with a REAL ID microsite that will launch in mid-August 2019.
The contract includes a new content management system, a refresh of the
process to put relevant material on the website and a completely new look and
feel based on user feedback and the state template.
Operational Metrics: The Strike Team, working with DMV management,
developed a comprehensive business plan to help the DMV successfully deploy
new resources provided in the 2019-20 Budget Act. As part of this effort,
individual action plans, which identify the Division and personnel responsible for
implementing the activity, as well as the expected deliverables, metrics, and
timelines, were developed. Where applicable, additional information and
funding methodology was included to increase overall transparency.
One such example is the REAL ID Staffing action plan. This specific plan provides
a timeline for hiring, training, deploying and identifying the office locations, of
more than 900 additional personnel who are needed to address the upcoming
workload associated with REAL ID implementation. Identified deliverables
include, but are not limited to, extending hours in various field offices, increasing
appointment availability, improving customer service, and reducing wait times.
The DMV will measure their staffing success by tracking average wait time levels,
reducing overtime, monitoring the number of appointments being scheduled,
and reviewing customer survey responses.
By developing a detailed work action plan for each funded activity, DMV
leadership can set expectations for staff and monitor implementation of each
activity through a structured internal process with active external oversight.
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 Training: An issue raised early in the Strike Team’s research was inefficiencies in
the training of field office and call center staff. This was reinforced by an audit
conducted by the Department of Finance’s Office of State Audits and
Evaluations that determined training was lacking at the DMV. This report’s
recommendations include more timely and comprehensive training for new
hires and expanded training opportunities, particularly surrounding significant
changes to policies and procedures including REAL ID.
To that end, the Strike Team has organized “Operation Excellence: DMV
Training” for July 24, 2019. On that morning, all DMV field offices will be closed for
comprehensive training on REAL ID procedures. The goal of the half-day training
is to restart DMV training efforts with a focus on customers and an enterprise
view on each employee’s role in delivering exceptional customer service.
Better, more comprehensive training also should develop a higher level of
employee engagement, an essential ingredient for successfully facing and
addressing change.
Facilitators and subject matter experts will provide training on customer service
in general and REAL ID specifically. They will:
o Inspire and motivate employees with the vision of the DMV by hearing
from DMV leaders and Governor Newsom.
o Provide practical best practices on delivering excellent customer service.
o Provide context to and an update on the REAL ID initiative; inform
employees on how to communicate to customers about REAL ID
effectively and practice delivery through a set of potential scenarios.
o Provide realistic simulations, detailed training, and a toolkit that
employees can put to use immediately for processing REAL ID
transactions.
IT Stabilization: After a technology portfolio review was performed by the
California Department of Technology (CDT), the Strike Team realized that the
current procurement to modernize the Front End Sustainability (FES) system was
not the most immediate priority. The Strike Team asked the CDT to work with
DMV to make an adjustment in priority and approach to address risks related to
technology instability and organizational challenges. A contract was awarded
on June 24, 2019 to IBM and to CGI on June 25, 2019 to begin needed
stabilization efforts. Over the next 12 months, the DMV will undergo a series of
hardware and software upgrades, streamline operational activities required to
stabilize the environment in the event of an outage, roll out monitoring tools to
better manage and track critical systems and explore network architecture
alternatives to reduce connectivity issues and minimize risk of DMV field office
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 system outages. These critical steps will lay the foundation for development of a
modern technical environment.
With the encouragement of the Strike Team, the DMV has added an IT special
consultant to continue to examine DMV IT systems and to begin to modernize
where possible. Many of the changes the Strike Team thought were necessary
had been hampered in the past by the DMV’s outdated IT system.

On-Going Activities
The Strike Team has started many projects in the past six months that will
continue to be implemented and have a long-term impact. These center
around two key areas – improving the customer experience and improving the
workplace experience.
Organizational Change Management:
The Strike Team’s interviews with DMV executives and initial assessment made
clear that in order for the DMV to transform to a customer-focused culture,
change will need to take place on several levels, including its Information
Technology and business processes. This type of transformation rarely happens
on its own and none happens overnight. This requires dedication, commitment
from top management and an intentional process that redefines the
organization around a customer-centered culture and redefines employees’
roles in it. Such a transformation can make an organization nimbler and resilient
and better able to meet future challenges. It will position DMV for the changing
nature of its work in a dynamic world where technology is reshaping operational
work and options beyond driving a traditional car.
A key step is establishing an enterprise management vision. This improves
communication among divisions and establishes shared responsibility for
reaching DMV goals and addressing DMV challenges.
Organizational Change Management is critical to building the culture that can
implement the changes that will allow DMV to reach those goals and meet new
challenges. DMV has started to build an enterprise governance structure but
considerable work remains and the effort will benefit from outside, expert
guidance.
Call Centers: The Strike Team learned early on that long waits were not only
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 happening at the field offices, but also at call centers, where the average hold
time in 2018 was 55 minutes. The Strike Team asked a team from the Franchise
Tax Board (FTB) to conduct a review and assessment of DMV call center
operations. The FTB team visited all three DMV call centers and made a large
number of recommendations toward improving operations. Those
recommendations, which include making sure every employee has access to
email, standardizing hiring times and automating more processes, are in the
process of being rolled out.
Improved processes have helped call centers reduce wait times to an average
of 42 minutes, while handling 36,000 more calls than the same time last year. A
call-back feature previously turned off as early as 12:30 p.m. because agents
could not handle call volumes, is now left on until 4 p.m. However, wait times
continue to fluctuate and rose to 60 minutes recently.
Budget increases will allow call centers to hire more than 70 employees in
October 2019, decreasing caller wait times.
Call centers and field offices have also begun joint training. The Strike Team
found that a customer could get different and conflicting information from call
centers and field offices.
The DMV will continue adding features that help customers get their questions
answered more quickly. It will roll out a Chatbot on its website by the end of the
year, and expanding call center usability by adding 89 positions in order to
implement Live Chat starting early 2020.
Identity Management: The Strike Team explored several ideas related to online
identity management. The idea of allowing an individual to authenticate their
identity and upload documents before coming into a field office is one that the
Strike Team believes has merit and could impact the access to other online
services across the state. However, DMV will need to explore further to see if
implementation is feasible.
DMV Office of the Future: In July 2019, the Department of General Services (DGS)
selected HOK Consulting Inc. to develop a pilot project concept for DMV field
offices. This study will leverage the latest thinking in retail analytics: queuing,
circulation, line management, customer experience and workflow efficiency.
The study will be conducted in two general phases:

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 Gathering and Analysis: HOK will develop a “customer usage” program
that leverages data/analytics behind how the public interacts with the
DMV, including trends in demand, regional usage of field offices, etc.
Pilot Concept: HOK will establish a modular pilot concept reflecting the
customer usage analytics. In is anticipated that the concept will
showcase a highly flexible field office, designed in easily configured
modules. Not only is the DMV moving towards greater customer selfservice but customer needs likely vary by region: a field office designed
and constructed today will likely need to look very different even a few
years from now. The ideal DMV field office will likely be built in modules,
tailored to the region it serves, and able to be easily and cost-effectively
modified when those needs change.
Airport Information Booths: The Strike Team helped the DMV with implementation
of a plan to put more DMV information booths at California airports. Information
booths have been held at airports in Los Angeles, Fresno, San Francisco and
Ontario. The booths have allowed those traveling to learn about the REAL ID
and have their questions answered. Conversations continue to take place
about leasing space at airports on a more permanent basis.

Next Steps
Budget Alignment: The DMV has been hampered by a budget, and a budget
process, that does not accurately account for the known and projected
workload. Unlike other state departments that are able to receive bi-annual
budget adjustments for their enrollment, caseload, or population estimates,
which allows them to quickly adapt to changing workload in the current year,
the DMV is required to submit a Budget Change Proposal for additional field
staff any time the estimate of the population they are projected to serve in the
field changes. This process inhibits the DMV’s ability to adjust to changing
workload in the field, as they must wait for approval of additional staff and
associated funding through the traditional budget process, or a current year
Joint Legislative Budget Committee process, prior to being able to make
adjustments to address workload changes.
Additionally, the manner in which the DMV is resourced should be more closely
examined. The current process is overly reliant on establishing specific positions
at specific field office locations. This creates inefficiencies, as the time and
effort to establish positions at specific office locations can slow down the DMV’s
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 ability to respond to workload fluctuations in the field. Moreover, the projected
workload doesn’t always materialize in field office locations originally
anticipated, which creates additional workload to re-work and report on
staffing location changes.
Rather than being locked into a fixed staffing plan each year that in all
likelihood is outdated one to two months after being released, the DMV needs
to be able to utilize incremental funding provided to either run overtime, hire
permanent intermittent employees, or establish full-time permanent employees
at any field office locations where workload changes occur. This gives the DMV
the flexibility to respond to workload variability without having to create field
office by field office staffing plans that are likely outdated by the time funding is
ultimately approved. The Strike Team has worked with external experts and the
DMV to build detailed staffing optimization analytics to ensure that the
organization could act on deploying more dynamic staffing in way that meets
customer expectations while appropriately managing the employee
experience.
Organizational realignment/ Change management: As part of the Strike Team’s
assessment, it concluded that parts of DMV’s organizational structure no longer
makes sense given the department’s current and anticipated challenges. New
ways of communicating, the importance of enterprise-focused data analytics,
and the need to quickly respond to change require a realignment of activities in
various divisions. Greater insight on specific changes needed will be generated
through the enterprise governance and organizational change management
processes.
Classification Changes: The department-specific classification of Motor Vehicle
Representative is equivalent to that of an office technician, but they are
required to have many more skills including a breadth and in-depth knowledge
of the variety of services DMV offers its customers. The department should work
to change the classification of these valuable employees to provide a career
path for employees to promote up as they gain invaluable skills. This will also
help with recruitment and retention of critical staff.
Contract Management: The Strike Team recommends the DMV reassess its
contracts and contract management process. The Strike Team found that
contracts sometimes were not being fully utilized and that different contractors
were not being held accountable.

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 DMV Field Office Signage: Every DMV field office has different signage with a
different look and feel. Strike Team members who have visited field offices
noticed inconsistent messaging, with information about REAL ID difficult to find.
The Strike Team recommends the DMV undertake a concerted effort to create
consistent signage across field offices.
IT Improvements: The Strike Team recommends the DMV continue technology
stabilization efforts and continue efforts to address organizational challenges to
increase the probability of success for Front End Sustainability and other DMV
projects. At this time, DMV is conducting business process reengineering efforts
to maximize efficiencies and improve services to DMV customers. To further set
the foundation for success, the DMV is engaged in organizational change
management to prepare the organization for change to come with these efforts
while enhancing its IT governance, project, program, and procurement
management capabilities. These efforts should continue with focus on the
business processes, the resources, and the existing technology of DMV in order
to successfully modernize, improve, and transform DMV to an efficient and
effective customer-centric service delivery model. The combined stabilization
and foundational efforts will allow for increased innovation that is reliable,
secure and compliant, while delivering immediate value to DMV customers.
Mail Operations: The DMV can be overwhelmed by a large volume of mail, and
the Strike Team expects that there are efficiencies that can be realized in this
area of the DMV. Many pieces of mail at the DMV are time sensitive and need
to be quickly processed. Efficient mail sorting could cut down on calls to the call
center, as many people are calling to ask for a status of a document they are
expecting via the postal system.

Conclusion
The Strike Team found that the DMV has been under tremendous pressure with
new initiatives and limited resources. The employees have worked hard to serve
the people of California and want to make improvements. The Strike Team
worked with the DMV management to assess their operations, see paths
forward, obtain resources and work toward an end goal.
The federal deadline of October 1, 2020 to obtain a REAL ID is a significant
challenge for the DMV. Even with all of the Strike Team’s efforts, the department
will still likely struggle to meet the expected demand. However, the Strike Team
believes the department is better prepared to deal with unexpected challenges
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 and is on a path toward successfully serving the people of California more
effectively and efficiently.

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 Strike Team Members, Government Operations Agency
Marybel Batjer, Secretary
Julie Lee, Undersecretary
Tamma Adamek, Assistant Secretary, Communications
Harj Chima, Assistant General Counsel
Stuart Drown, Deputy Secretary, Innovation and Accountability
Justyn Howard, Deputy Secretary, Fiscal Policy and Administration
Lynda Gledhill, Deputy Secretary, Communications
Bryan O’Dell, Assistant Secretary, Legislation
Holly Pearson, Deputy Secretary, Legal
Angelica Quirarte, Assistant Secretary, Digital Engagement
Jacob Roper, Assistant Secretary, Communications
Caroline Whitcomb, Assistant to the Secretary
Julie Whitten, Assistant Secretary, Innovation and Accountability

While the Strike Team is indebted to every employee at the DMV, there were
many who worked especially closely with the Strike Team that we would like to
thank:
Kathleen Webb, Acting Director
Jason Barton, IT Specialist I, Enterprise Planning Section
Andrew Conway, Deputy Director of Registration Operations Division
Robert Crockett, Deputy Director of Administrative Services Division
Rita Germain, Manager, Enterprise Planning Section
Wes Goo, Deputy Director of Licensing Operations Division
Ajay Gupta, Special Advisor to the Director Technology Transformation
Sonia Huestis, Deputy Director of Communication Programs Division
Rico Rubiono, Deputy Director of Information Systems Division
Colleen Solomon, Deputy Director of Field Operations Division
Kristin Triepke, Branch Chief, Licensing Operations Division

In addition, the Strike Team asked assistance from other state entities and would
like to recognize their contributions:
California Department of Technology
Amy Tong, Director
Manveer Bola, Chief, Policy/Statewide Strategic Planning
Marlon Paulo, Deputy Director, Statewide Technology Procurement
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 Department of General Services
Dan Kim, Director
Richard Goldberg, DGS staff counsel
Jason Kenney, Deputy Director of Real Estate Services Division
Angela Shell, Deputy Director of the Procurement Division
Franchise Tax Board
Selvi Stanislaus, Executive Officer
Sheila Christianson, Administrator IV, Correspondence, Analysis, Support, and
Education Section
Christopher Hicks, Administrator IV, Public Collections, Contracts & Support
Section
Melissa Stone, Administrator III, Business Process Management Section
Department of Human Resources
Sarah Gessler, Chief of the Workforce Development Programs and Special
Projects Division
John Sanborn, Chief Learning Officer, Workforce Development Programs and
Special Projects Division
Departments Assisting with Operation Excellence
Department of Human Resources
Office of Emergency Services
Department of Transportation
Department of Corrections and Rehabilitation
Department of Food and Agriculture
Department of Tax and Fee Administration
California Highway Patrol
Covered California
Department of Consumer Affairs
Department of General Services
Department of State Hospitals
Department of Water Resources
Employment Development Department
Office of Systems Integration, Health and Human Services Agency
State Compensation Insurance Fund
California Victims Compensation Board

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