DVLA Strategic Plan Reveals Agency Objectives
DVLA Strategic Plan 2014/15 to 2016/17 - Simpler Licensing And Excellent Services
The DVLA Strategic Plan has confirmed the organisation's targets for the next three years. These relate to four key areas: Simpler Licensing, Excellent Services, New Opportunities and The Best of DVLA. The Simpler Licensing elements of the plan encourage motorists to perform tasks online rather than via the traditional methods such as forms, etc. Initiatives include: enabling people to view their driving record on computer, retiring the windscreen mounted tax disc, creating a system for paying Vehicle Excise Duty by direct debit, eliminating the paper-based driving licence counterpart and permitting people to manage personalised registrations online. The Excellent Services category, in contrast, recognises that – despite the move online – the organisation must maintain the traditional methods of serving its clients. Initiatives include: seeking/acting on customer feedback, providing a best in class contact centre and initiating a satisfaction survey that sets performance standards. The Agency also plans to manage complaints more effectively by reducing the number that remain unresolved beyond first contact (by ten percent in 2014/15). The DVLA also plans to comply with regulatory and official correspondence standards by answering one-hundred percent of the questions posed in Parliament in the required time scale, etc.
DVLA Strategic Plan 2014/15 to 2016/17 – New Opportunities And The Best of DVLA
The New Opportunities category recognises there are assets that could be further exploited for the benefit of taxpayers. In other words, to raise money. The DVLA's printing facility produces premium identity products, for example. Furthermore, its database of vehicles/drivers is a reliable method of confirming identity and minimising crime. The Police already make considerable use of this resource. The DVLA also has a significant interest in managing and selling personalised registrations. The Agency therefore plans to make “best use of these opportunities as a service provider to both government and the private sector” as “building externally funded opportunities” is a priority. The Best of DVLA category involves enhancing its capabilities as a centre for licensing and identity assurance. Within this remit, it recognises that it possesses a range of capabilities necessary to be effective but – as the emphasis moves online – its staff must develop further digital skills. The DVLA Strategic Plan has also revealed that it hopes to reduce its impact on the environment by minimising carbon emissions and waste, manage its funding efficiently, and reduce the cost of some services to motorists.