Atop the list of issues is the average wait time North Carolinians are spending at the agency. According to figures provided by the OSA, the average wait time per visit is 1 hour and 15 minutes, up by 15.5% since 2018.
Biggest areas of concern
- Average Wait Time: 75 minutes, up 15.5% since 2019
- Since July 1, 13.8% of visits are more than 150 minutes, up nearly 80% since 2019
- Almost half (47.5%) of transactions are outside the nearest DMV office for customers
The State Auditor finding the DMV's information technology platform has had an impact on operations, calling the software 'outdated'.
"It's no secret I campaigned on an idea of the DMV," said State Auditor Dave Boliek. "I will say this in a proud way, that this office has led the effort in shining a light and putting an emphasis on the fact that our DMV needs reform and that action needs to be taken."
The problems also persist within the employee experience. According to the auditor's findings, low morale runs high within the agency. The OSA found that only 4% of employees feel the agency fosters open communication and 43% viewed leadership negatively.
Employees, per state audit staff, say they experience burnout, security risks, and inadequate training. The agency is also looking at 160 employment vacancies across North Carolina.
The average salary is less than $50,000 per DMV examiner.
Read full 435-page report here
Boliek is also considering looking at separating the DMV and the North Carolina Department of Transportation.
According to data, the DMV generates 30% of the DOT's revenue. However, the agency makes up just shy of 3% of the DOT's total expenditures.
"As an overall issue that our audit found is a lack of detailed and measurably relevant metrics at the DMV," said Boliek. "And in this day of data analytics and the use of high-speed computers, the state of North Carolina's got to get on board with data analytics across the state. Operationally, the technology at the DMV is frozen in time."
The State Auditor recommends prioritizing the DMV's information technology infrastructure to improve the customer experience. Other recommendations including building a dashboard that displays wait times, satisfaction, and staffing; explore ways to separate the DMV from the DOT to become an autonomous agency; perform a staffing analysis to address shortages, convert temporary roles into permanency, and adjust pay structures; develop and create an independent DMV strategic plan; and offer more pop-up DMV events, other other ideas.
"I know there are people who call me Dashboard Dave. And I'm fine with that," said Boliek. "Because I do believe that a dashboard provides accountability."
Among the top driver's license offices with the most need in Central North Carolina:
In the Lillington office, the DMV's sole examiner is responsible for a population of 56,639 people.
- Lillington (1 examiner)
- Fuquay-Varina (4 examiners)
- Durham East (6 examiners)
- Raeford (2 examiners)
- Clayton (3 examiners)
- Cary (9 examiners)
- Laurinburg (1 examiner)
Boliek said the 435-page audit is just one half of a two-part audit with more to come.
"Fixing the DMV is going to take buy-in from all levels of government," said Boliek.
Here are some other recommendations, Boliek suggests, to improve the driver's experience at DMV.
State Auditor DMV Recommendations
- Make DMV an autonomous agency
- Dashboard for wait times, satisfaction, staffing
- Address shortages, temporary roles and pay structures
- Prioritize information technology improvements
"We've seen the response that our legislature and our citizens have given to western North Carolina when we have a disaster. The DMV is at that level of emergency in the state of North Carolina. Because our DMV affects the economy."
Statement from NCDMV Commissioner: Paul Tine welcomed the state auditor's performance audit and announced the division is already implementing many of the recommended improvements. These include developing a five-year strategic plan by Dec. 1 to enhance transparency, recruiting 97 new driver license examiners over two years, and improving service delivery through website upgrades, REAL ID tools, and a text-based system for walk-in customers.
"Our shared goal is to deliver efficient, customer-focused services that meet the needs of North Carolina's residents and businesses," NCDMV Commissioner Paul Tine stated in a letter included with Monday's audit. "And we are eager to build on this report to drive progress and innovation."
Tine, however, opposed the audit's suggestion to make DMV an autonomous agency, emphasizing the need to focus on current operational improvements.
"We're actively implementing key strategic improvements and believe our focus should remain on these efforts rather than exploring changes to our governance structure at this time," said Commissioner Tine.