Research and analysis

Driver and Vehicle Licensing Agency (DVLA) review

Published 7 November 2024

Ministerial foreword

I am delighted to publish this review of the Driver and Vehicle Licensing Agency (DVLA). This is the second of 5 reviews that the Department for Transport (DfT) has undertaken as part of the Cabinet Office Public Bodies Review Programme.

The DVLA is a critically important executive agency of the DfT, its work underpins the safe transportation of people and goods around the UK.

The DVLA’s main functions and powers are set by Parliament and include:

• issuing photocard driving licences
• issuing vehicle registration certificates to vehicle keepers
• recording driver endorsements, disqualifications and medical conditions
• taking enforcement action against vehicle tax evaders.

On top of its core duties, the DVLA works with a variety of government departments and external partners, supporting and enabling vital services, including law enforcement and assuring population data. The DVLA also provides the largest printing service in government.

The motoring industry and the DVLA have responded well to unprecedented challenges in recent years. I strongly support the DVLA’s strategic focus on putting the customer at the heart of its work by delivering modern digital services and using data securely to drive continuous improvement. It is right that the DVLA continues to focus on excellent outcomes for its customers, whilst also being a great place to work for its 6,000 plus employees.   

This review highlights the enormous contribution the DVLA makes to keeping people and goods moving safely on the UK’s roads, and DVLA’s support to tackling climate change, improving air quality and decarbonising transport, for example by managing some key services on behalf of the Joint Air Quality Unit (JAQU) and the Office for Zero Emission Vehicles (OZEV).  

As with all the department’s public bodies, I welcome an ambitious vision for the future delivery of services to continue meeting the needs and expectations of customers in an increasingly technology-driven world. As always, this vision should be underpinned by a strong culture of efficiency to offer great value to customers and to the taxpayer.

Many stakeholders contributed evidence to this review via a stakeholder survey and in numerous stakeholder engagement sessions, and I am grateful for that input, which has shaped a valuable and rigorous report. I am confident that the motoring industry and consumer voices have been heard and are reflected in the recommendations being made.

The review has set out several recommendations for DVLA and DfT, where change will bring improvement to the work that DVLA does, and to the role of the DfT as its sponsor. I am pleased that my officials within DfT and the DVLA are already taking action to implement these important recommendations and I look forward to seeing the benefits for Britain’s motorists and for the taxpayer.

I would like to thank Janette Beinart, who led this review, the team who supported her, as well as the DVLA and departmental officials who have contributed to making this review a success. I am confident that implementation of this review’s recommendations will put the DVLA in the best position to deliver its mission over future years for the benefit of all who use the UK’s roads.

Lillian Greenwood, Future of Roads Minister

Lead Reviewer foreword

It has been a privilege to lead this independent review of the DVLA, as part of the Cabinet Office Public Bodies Review Programme. 

In carrying out this review I have been mindful of the guidance issued by Cabinet Office, which sets out the expectations of all public bodies. This review of DVLA assessed: 

• the effectiveness of DVLA’s functions and structures
• its performance and governance
• its accountability to customers, the department and Parliament
• its capacity to deliver more efficiently, including identifying efficiency savings

Read the terms of reference for this review.

Whilst my report and recommendations inevitably focus on opportunities for improvement, this review found that the DVLA is expert in delivering a wide range of vital driver and vehicle services. I have no doubt that the DVLA’s functions are essential and that it should continue to deliver as an executive agency of the DfT. During my visits to the DVLA I was struck by the size and scale of its operations, and by the dedication of its skilled staff. In our numerous meetings with stakeholders, we received much positive feedback on the DVLA’s effectiveness. This is an organisation that understands the importance of its role in enabling the movement of people and goods by road, the impact that makes to on the UK economy and its contribution to multiple strategic priorities across government through its lesser-known responsibilities.

The review is intentionally forward-looking and focusses on positioning the DVLA to best deliver its role over the next 5 to 10 years. Where I have identified room for development, I do not seek to provide detailed solutions but leave sufficient space for DVLA and DfT to shape action; it is right for the non-executives to work with the executive team to determine appropriate solutions for these priority areas of development and turn them into tangible workstreams. In my discussions with the new Chair and Board, I am confident that they will provide strong support and challenge to DVLA in achieving its long-term vision. There are important recommendations for the department to act on, particularly considering its role as a sponsor in supporting the DVLA to meet its potential. It is very encouraging to note that DVLA and DfT have already started work on implementing some of the recommendations in this review.

The key recommendations arising from the review are intended to help equip DVLA for the challenges and opportunities it faces now and into the future. Across the public and private sectors, organisations face similar challenges to transform their services through digitisation, upskill and evolve their workforces, harness the power and manage the risks of data, and embrace the opportunities offered by artificial intelligence (AI). For all organisations, these challenges sit within a demanding economic and environmental context. The DVLA is confronting these challenges, whilst adapting to meet the evolving needs and requirements of its customers and government by working with stakeholders within and outside of motoring.

My recommendations are intended to make a positive contribution to the DVLA’s ability to grasp the opportunities and meet the challenges successfully. I believe now is the time for DVLA to set a bold and long-term vision - one that seeks to create a forward thinking, customer focussed, digitally enabled and agile organisation. I observed that the further development of strategies and delivery plans aligned to an ambitious long-term organisational vision and supported by the right expertise, structures and governance, will enable DVLA to make a step change to the services it delivers.

This work must include a strategy and accelerated delivery plans for modernising digital services, a strategy to fully harness the potential and manage the risks of DVLA’s data assets, an efficiency strategy that focusses on customer value, and a workforce strategy to ensure the organisation can deliver.

It should be recognised that there are currently several legislative constraints on DVLA’s ability to improve services. Understandably there is pressure on Parliamentary time, but when time allows the department should take the opportunity to prioritise updating certain legislation, for example registration marks legislation (last updated in the 1990s), and the Road Traffic Act to provide DVLA with certain flexibilities and allow greater use of automated decision making where appropriate, such as in Drivers’ Medical (DM) licensing.

The review team and I met with many of DVLA’s stakeholders throughout the review process, and I would like to thank them for their time and the evidence they contributed. Their input, upon which I have reflected keenly, was critical and will contribute to ensuring the DVLA provides an excellent service for all its customers in the future.  

I would like to thank the review team who helped me carry out this review, colleagues across DfT and DVLA who have provided evidence, and the challenge panel who ensured focus upon the most important issues and robustly tested the methodology, assumptions and recommendations. Your support and input have been essential to the success of this work.

Janette Beinart, Lead Reviewer

Executive summary

The DVLA is a critically important executive agency which provides an essential service in supporting citizen and business connectivity, ensuring compliance and protecting the taxpayer. DVLA’s core responsibility is to ensure that the right drivers and vehicles are on the roads by maintaining accurate and up to date records of drivers and vehicles. DVLA’s volume of transactions and reach to citizens is amongst the biggest in government; it maintains more than 51 million driver records and almost 40 million vehicle records. It collects more than £7 billion in Vehicle Excise Duty (VED) on behalf of HM Treasury (HMT) and raised more than £260 million in 2022 to 2023 for HMT and DfT through the sale and processing of personalised registration plates. The DVLA employs over 6000 people, the majority of whom are based in Swansea.

The review found a clear future role for DVLA to continue providing its core services and its range of lesser known, but hugely important, services to wider government. It is the keeper of essential databases and commendably responds to a vast and constantly evolving set of responsibilities. The review reached the strong conclusion that being an executive agency of DfT remains the right structural model to deliver DVLA’s purpose and functions, including it having an advisory board and the chief executive officer (CEO) being the DVLA’s Accounting Officer. 

Over the last 10 years DVLA has made significant progress in transitioning many of its standard services online as part of its digital transformation programme, resulting in consistently good services for a majority of customers. Like most front-line public service providers, the pandemic had an impact on DVLA’s service delivery. However, its prior investment in online services over a number of years, coupled with its committed workforce, meant that DVLA entered the pandemic in a strong position and recovered relatively quickly. DVLA has since introduced new services such as the ‘customer account’ which modernises and simplifies the way that drivers interact with DVLA. Almost all DVLA’s services can be accessed online. Eighty-three percent of customer transactions currently take place online, which compares very favourably with other government digital services, and work is planned to further increase this.

There remain significant digital and data challenges which DVLA must now resolve at pace. The organisation has made progress in transitioning its complex legacy information technology (IT) platform to a more flexible, resilient and agile cloud-based platform. Full transition will offer considerable efficiency and customer service improvements and should be prioritised (noting the complexity and resource demands of delivering government priorities in parallel, such as the impact of VED for electric vehicles). Existing challenges in digitising more complex and challenging services, such as DM and vehicle licensing for commercial customers, have contributed to lower levels of customer satisfaction from these customer groups. Modernisation of vehicles IT currently remains several years away despite vehicles transactions constituting the majority of DVLA’s services. Some of DVLA’s services and internal processes remain paper dependent, driven in part by customer choice to transact via post, which is reflected in the size and shape of DVLA’s current workforce. The review noted that incoming post is largely digitised upon receipt to facilitate internal processing.

Therefore, the review finds DVLA at a critical moment; having rightly focussed on recovering service delivery from the impacts of the pandemic, DVLA should now raise its sights to focus on further transformation of its services. The review believes that it must be able to anticipate and meet the needs and expectations of all its customers, now and in the future, and offer the best possible value for the services it provides. As demand for DVLA data and services grows, DVLA must be able to deploy an agile and innovative approach to tackling government priorities as they arise.

To achieve this, the review found a fundamental opportunity to set a bold and more ambitious vision and organisational strategy, underpinned by the right tools to enable transformational change (in particular, robust digital, data, workforce, and efficiency strategies and delivery plans). There are also opportunities to strengthen ways of working between DVLA and DfT, as well as within the agency itself. The review makes several recommendations and observes the need to carefully sequence delivery of the recommendations to make implementation achievable, but also to ensure the greatest benefits are realised. Some recommendations will need to be prioritised and can be implemented quickly; organisational vision and underpinning strategies will require quick attention to set out and secure buy-in. Other quick wins include improvements to complaints handling and various governance enhancements. Implementation of the longer-term recommendations to ensure DVLA can meet future challenges in an agile and innovative way will require focused effort. These will have the best chance of success once organisational vision, strategies, and enhanced governance are in place. It should be noted that many of the factors affecting the pace and nature of DVLA’s transformation are live issues that will require further and ongoing discussion between DVLA and DfT on resources and prioritisation.

The review considered DVLA’s future success to be firmly dependent on its ability to accelerate digital modernisation to enhance the experience of customers across all its services. Further digital modernisation has potential to reduce internal paper-based processing, increase the up-take and quality of existing digital services and offer additional digital services. DVLA has made important progress in this work, but there is a need to take stock of the current approach and explore opportunities to accelerate the scale and timing of change. This would undoubtedly unlock organisational efficiencies going forward.

As a provider of public services DVLA’s relationship with its customers is key to its success. Through extensive stakeholder engagement, it is evident that DVLA’s customers are overall very satisfied with standard online transactional services such as applying for or renewing a driving licence; DVLA delivers several efficient, digitised services that process huge volumes of transactions accurately and at pace. DVLA rates highly in targeted, external assessment of its customer service, including excellent accreditation of its customer contact centre. The review assessed the experience of customers with more complex requirements and found far lower levels of satisfaction, including from those with complex or changing medical conditions, from fleet hire companies and special interest groups representing sectors such as historic vehicles. DVLA must ensure all stakeholders have a genuine opportunity to engage, raise issues and review progress on actions being taken to address them, alongside a more innovative and focussed approach to service improvements. To support this important work, the DVLA should continue to conduct regular performance and, where possible, cost benchmarking across the public and private sectors to share and adopt best practice. These changes are essential for DVLA to meet evolving customer needs in an increasingly digitised world, whilst protecting vulnerable or smaller customer groups.  

Whilst DM licensing is a relatively small part of DVLA’s business, its assessment of a citizen’s fitness to drive has a significant impact on individuals’ social and economic wellbeing, and the long-standing issues in delivery of this service continue to impact on the organisation’s reputation. The review makes specific recommendations to improve performance in DM licensing for those customers with complex or multiple health conditions, via a dual approach that combines support for systemic reform with immediate operational enhancements.

DVLA has a strong history of delivering efficiency across its business, however several factors, including cost inflation and the complexity of some non-digitised services has meant that costs are increasing year on year and the current efficiency picture is less favourable. Ahead of the next spending review, the review found opportunity for the DVLA to develop a robust efficiency strategy, aligned to its corporate vision and strategy and to target a minimum efficiency saving across its whole cost base of 5% over 3 years. The DVLA should take a systematic and forensic approach to enable downward pressure on fees where possible, whilst delivering excellent services. As part of developing and delivering its efficiency strategy, the review observed that DVLA should be ambitious (with the support of DfT) in measuring the potential efficiency prize from digital modernisation and service transformation, and consider making a further case for capital investment from HMT with a proven long-term return. ​

The majority of DVLA’s income is derived from fees for its core services, which it delivers on a cost-recovery basis. Where legislation currently restricts DVLA from regularly updating its fees to meet changing costs, the review found a clear case for simplifying and introducing greater flexibility in setting fees as long as organisational efficiency is maximised. The review noted:

• that DVLA is a net contributor to government by virtue of selling personalised registrations and cherished transfers and concluded that there is potential for DVLA to sustainably increase this income
• the significant benefits to wider government of the DVLA’s provision of printing services (charged at cost) and found that benefits could be increased by maximising use of these facilities

DVLA has a large local workforce and the review found strong evidence of a robust learning and development offering across roles, especially within the digital function. Despite increasing employee engagement scores, DVLA has recently experienced higher levels of staff attrition in certain areas of the business. To enable and keep pace with digital modernisation and service transformation, DVLA must ensure it develops and delivers a long-term workforce strategy that continues to support the evolving skills mix required by the organisation. 

DVLA’s relationship with its Board and the department are essential to its success; several recommendations will strengthen the Board’s ability to support development and scrutinise delivery of its organisational strategy. There are further opportunities to improve governance within DVLA and with the department; DfT should smartly and proportionately strengthen its sponsorship of DVLA to ensure greater alignment of priorities and ensure an effective, cross-departmental prioritisation of government’s requirements of DVLA. Updating and finalising key governance documents such as the Framework document to reflect agreed roles and responsibilities will enable clarity, purpose and accountability.

To conclude, it is encouraging to note the DVLA and DfT are already implementing the review’s recommendations to improve how the agency – and its sponsorship by DfT – function. Like all successful organisations, the DVLA must continue to iterate and challenge itself. This review proposes areas for change whilst recognising the commendable outcomes delivered by the organisation at huge scale, day in day out. By adopting the review’s recommendations, we strongly believe that the DVLA will continue to enjoy a celebrated position at the forefront of public service delivery.

Review methodology

The review engaged regularly with DVLA (the executive team, former and current chair and non-executive directors (NEDs), and teams across the organisation) and the DfT sponsor function to gather evidence and observe responsibilities and relationships. In addition, we undertook several visits to DVLA’s sites in Swansea to observe and gain a better understanding of DVLA’s core business functions.

DVLA’s key stakeholders (including transport associations, medical charities, government organisations, fleet and leasing associations and historic vehicles groups) were invited to provide evidence to the review verbally and in writing. We sought feedback on how DVLA and its services are performing and invited suggestions on any areas for improvement.

We focused evidence gathering on 8 lines of enquiry covering DVLA’s business of:

• strategy and performance
• data and digital transformation
• customer experience
• DM licensing
• efficiencies
• workforce
• income streams
• governance

Across the lines of enquiry, the review has made recommendations for the DVLA Board in recognition of the Board’s collective role in providing a robust level of scrutiny of delivery of DVLA’s strategy and most important projects.

A challenge panel made up of senior leaders across government and external representatives with relevant expertise, was convened regularly to test and challenge the methodology, assumptions and conclusions of the review.

Table of review recommendations

Number	Theme	Recommendation	Timeline
1.1 Priority	Strategy and performance	DVLA Board to assure itself that the new corporate strategy for 2024 to 2027 sets out a bold long-term vision supported by the right level of ambition, strategic priorities, enablers, key performance indicators (KPIs) and benchmarking to accelerate sustained transformational change across the organisation and deliver high-quality, cost effective and accessible services for all customers.	Within 6 months
1.2	Strategy and performance	DVLA Board to ensure that it has sufficient oversight of the strategic risks associated with implementing the new corporate strategy and DVLA’s assessment of risk appetite, including as a standing board agenda item.	Within 6 months
2.1 Priority	Digital and data transformation	DVLA Board to sponsor an independent external review to assess the DVLA’s current Digital & Technology strategy and delivery programme, including the Evolve programme. The review will test if current planning and assumptions support DVLA’s strategic ambitions, enhance the customer’s experience, present value for money and ensure sufficient ambition and pace to enable organisational transformation. The review’s scope should be agreed with DfT and DVLA Board. The report should be delivered to DfT, DVLA Board and the DVLA CEO for consideration.	Within 6 months
2.2	Digital and data transformation	DVLA Board to approve and DVLA to implement a new and ambitious data strategy which follows principles set out in DfT’s data strategy and includes relevant service delivery targets, data sharing agreements and data ownership (subject to ministerial agreement). ​DVLA to report regularly to DfT on progress in delivering the strategy.	Within 12 months
2.3	Digital and data transformation	DfT, Central Digital and Data Office (CDDO) and DVLA to strengthen relationship management and collaboration across organisational boundaries by: - agreeing terms of engagement between DfT and DVLA (to increase clarity about roles, responsibilities, lines of accountability and data sharing expectations) - implementing a revised (and mutually agreed) governance, assurance and accountability framework to enable more effective collaboration and transparency - ensuring robust reporting and decision-making mechanisms including change control and benefits realisation to support the DVLA’s efforts for its services in the Top 75 to reach ‘great’ - and by providing regular updates at the One Login Programme Board on progress with onboarding and the wider Evolve programme	Within 12 to 18 months
3.1 Priority	Customer experience	DVLA to improve the customer experience for some of its services by ensuring customer engagement informs continuous improvement and transparency of policies. Specifically by: - action 1: reviewing the structure and operation of existing key stakeholder fora to ensure all participants feel valued and have an opportunity to engage, raise issues and review progress on action being taken to address them. Consideration should be given to creating a ‘customer forum’, chaired by a non-executive director (NED), that reports directly to the Board - action 2: the Board continuing to apply challenge and ambition to the work that is underway in the customer contact centre to accelerate progress towards a more fully integrated customer experience, particularly for customers with complex issues​	Action 1: within 12 to 18 months Action 2: ongoing
3.2	Customer experience	DVLA to improve its complaints handling by: - aligning its recording of complaints to UK Central Government Standards - making clear on its website how to make a complaint and the role of the Independent Complaints Assessors (ICA) in the process - making all customer facing policies and procedures consistent, readily available and accessible on their website and on request	Within 6 to 12 months
3.3	Customer experience	DVLA and DfT to deliver a process for understanding and addressing the issues faced by the historic vehicles sector, informed by the public call for evidence.	Within 12 months
4.1 Priority	Drivers’ Medical	DVLA Board to sponsor a targeted audit of the efficiency and efficacy of the existing DM process to identify any potential for immediate customer-focused improvements. Audit to report back to DVLA Board.	Audit to be commissioned within 6 months
4.2 Priority	Drivers’ Medical	DfT and DVLA to prioritise digital provision of the DM service, considering both near term actions and those dependent on structural changes as identified through the process audit (4.1), analysis of DVLA’s ongoing work to reform DM (including the call for evidence) and benchmarking of other comparable services (1.1).	Ongoing
5.1 Priority	Efficiencies	DVLA Board to support and scrutinise progress against, an ambitious and effective efficiency strategy for DVLA’s whole cost base (including the key efficiency drivers and pressures, and detailed costs and benefits) in line with the long-term vision set out in its corporate strategy and in readiness for the next spending review. This work should aim to deliver a minimum 5% efficiency saving over 3 years across DVLA’s whole cost base. The efficiency strategy should be informed by: - a strategic assessment of efficiency options, leading to defined targets, around workforce, finance, service digitisation (including the options for DVLA to become a 100% online service provider with paper applications no longer available) and productivity (process enhancement, use of AI, reduction in administrative paper processes) - other strategic efficiency options, such as measures being trialled by peer organisations and any options identified in the Digital and DM external pieces of work - thorough consideration of potential ‘spend to save’ bids to HMT	Within 12 months
5.2	Efficiencies	DfT to strengthen its role in supporting, scrutinising and monitoring DVLA’s efficiency strategy, planning and performance, including proportionate oversight of DVLA’s delivery of its committed Spending Review savings. DfT should consider establishing a centrally-run, structured efficiency programme for its agencies.	Within 12 months
6.1	Income streams	DVLA and DfT should explore simplifying and seeking greater flexibility in fees and fines by:  - considering options to revise legislation to allow greater fee flexibility (but likely limited to decreases or consumer prices index (CPI) linked  increases) - conducting regular wholesale review of DVLA’s fees in order to inform a robust, long-term fees strategy and following existing approvals processes for any required change - considering options to revise legislation to allow changes to the level of fines for Vehicle Excise Duty (VED) non-compliance to enable effective enforcement activity into the future.	Longer term and subject to implementation of recommendation 5.1
6.2	Income streams	DVLA should exploit opportunities to derive greater income from existing business by:  - ​developing and testing a strategy for deriving greater income over the long term from the personalised registration business - assessing potential for use of Artificial Intelligence (AI) in its personalised registration  business - ​defining ‘maximum use’ of its printing facilities and taking on further contracts with other government departments to reach full capacity, whilst continuing to ensure that this work does not negatively impact upon its core business	Within 12 months
7.1 Priority	Workforce	DVLA to consider if its workforce strategy is aligned to and supports delivery of the vision and level of ambition set out in the new corporate strategy as well as working towards headcount rationalisation where achievable through efficiencies, digitisation and working practices to compliment government strategy. ​	Within 12 months
7.2 Priority	Workforce	DVLA and DfT to continue to work together, as part of the DfT group Human Resources (HR) model, on policy around specialist pay for key roles where recruitment and staff retention is an issue, and to mitigate risks to recruitment of specific specialist digital skills.  DVLA should continue to align to CDDO’s digital and data skills and capability strategy to ensure it can take advantage of government resourcing tools.	Ongoing
8.1	Governance: DVLA Board and DfT sponsorship	DVLA Board and DfT to review and strengthen DVLA’s governance, including consideration of: - appropriate delegations and opportunity for the Board to scrutinise and support the executive team (including options for creating Board subcommittees) - the value in DfT appointing a sponsor director to the Board - the future capacity, structure and skills of the executive to ensure DVLA will deliver its strategy and vision - current governance process and structures between DfT and DVLA, for improvement and streamlining where necessary	Within 12 months
8.2	Governance: DVLA Board and DfT sponsorship	DfT and DVLA to update and agree the framework document as the formal articulation (and bedrock) of roles, accountabilities and mission expectations. This work should include: - an agreed, shared understanding of the role, responsibilities, required skills and capacity of the sponsor team - clarity on policy ownership between DfT and DVLA - detail on how the Chair and NEDs will support DVLA in delivery of their corporate strategy	Within 12 months
8.3	Governance: DVLA Board and DfT Sponsorship	DfT to ensure an effective, cross-departmental prioritisation of government’s requirements of DVLA by:  - continuing recent good progress in adopting a joined-up and comprehensive approach to business planning (within DfT and with DVLA) to capture DfT requirements as early as possible within the business planning process - creating a structured and transparent process to “triage” requirements from within DfT and other government departments including HMT, the Home Office and HM Courts and Tribunal Service	Ongoing

Review recommendations in detail

Strategy and performance

Having rightly focussed on recovering service delivery from the impacts of the pandemic, the review found a fundamental opportunity to set a bold and more ambitious vision and organisational strategy, underpinned by the right tools to enable transformational change (in particular, robust digital, data, workforce, and efficiency strategies and delivery plans).

These recommendations focus on ensuring that DVLA has the right strategic and operational performance frameworks in place to meet future challenges and continue to deliver high-quality cost-effective services for customers.

Recommendation 1.1 Priority

DVLA Board to assure itself that the new corporate strategy for 2024 to 2027 sets out a bold long-term vision supported by the right level of ambition, strategic priorities, enablers, key performance indicators (KPIs) and benchmarking to accelerate sustained transformational change across the organisation and deliver high-quality, cost effective and accessible services for all customers.

Timeline: within 6 months.

Outcome

A clear strategic framework within which to plan and deliver high quality, cost effective and accessible services for all customers.

Sharing with and learning from other public and private sector organisations that are delivering similar transactional services to customers will help DVLA in setting a bolder vision and level of ambition for the delivery of future services.

A strategic, open minded and outward facing approach will support the step change that will be required in continuous improvement under the new corporate strategy. 

Supporting evidence

The review considered a wide range of documents, including the current corporate strategy for 2021 to 2024 and supporting functional strategies as well as the current Business Plan for 2023 to 2024. The review also observed several board meetings and a quarterly performance review (QPR) meeting between DfT and DVLA.

The review had several discussions with the former Board, the department’s sponsor and wider stakeholders. These were about the overall long-term strategic direction of travel that was needed to enable accelerated transformational change to ultimately deliver better high quality, cost effective and accessible services for all customers. The review observed this is more important than ever; DVLA had 3 million more license holders in 2023 to 2024 than in 2019 to 2020, and this increase in demand for services is forecast to continue.

With the current corporate strategy due to expire this year, the review considered this to be an excellent opportunity for the new Board to:

• help shape the development of the new strategy
• assure itself of a clear long-term vision with the right level of ambition to drive genuine and sustained transformational change across the organisation

This would bring considerable benefits to transport and wider government.

The review considered it equally important that supporting functional strategies such as those for digital and data, workforce, efficiency and customer experience are fully aligned to, and support implementation of, the new corporate strategy.

The review noted that the current suite of KPIs could be more focussed on outcomes for customers. As is normal practice, the review found that the KPIs should be reviewed in light of the new corporate strategy. This is so that future business plans are underpinned by robust performance metrics that help drive better high quality, cost effective and accessible services for all customers. 

The review noted that DVLA was engaging with some other government departments to share its own good work and learn from others’ best practice, including the work being undertaken by HM Revenue and Customs (HMRC) on data science. However, the review concluded that DVLA could do more to maximise the benefits of sharing and learning from best practice both across government and beyond.

Recommendation 1.2

DVLA Board to ensure that it has sufficient oversight of the strategic risks associated with implementing the new corporate strategy and DVLA’s assessment of risk appetite, including as a standing board agenda item.

Timeline: within 6 months.

Outcome  

Greater transparency, opportunity and ability to ensure effective implementation of the new corporate strategy.

The Board and department to have sufficient opportunities to exercise robust scrutiny of the identification and management of the strategic risks to delivering DVLA’s new corporate strategy. 

Supporting evidence

The review considered it important that DVLA and DfT had a shared understanding and approach to managing the strategic risks associated with implementing the new corporate strategy.

The review found that DVLA had a robust approach to managing operational risks and that effective systems and processes were in place to escalate such risks, both within DVLA and up to the department.

The review also noted the good work that the former Board had been doing to champion effective risk management across the organisation.

However, the review was concerned that the DVLA Board didn’t have sufficient oversight and opportunity to review strategic risks, with this only formally taking place on a bi-annual basis. It was however acknowledged that the former Board had out of necessity over recent years been focussed on shorter-term operational risks associated with responding to and recovering from the pandemic.

The review was also concerned about the extent to which the DVLA and the department had a shared understanding and approach to managing strategic risks. For example those associated with the Evolve digital transformation programme where it was clear that a more joined up and collaborative approach was needed with central government.      The review found that DVLA was an intrinsically risk averse organisation. The review noted the importance of data security given the DVLA’s role in holding important data. It will nonetheless be important for the Board to assess and potentially reset the risk appetite in areas of the business to address the findings of this review and encourage greater, unhindered innovation and creative problem solving.

Digital and data transformation

DVLA delivers many vital services via its digital platforms on behalf of government. In the past year DVLA has processed 3.2 billion digital interactions, collected £7 billion in VED, all whilst ensuring a service availability of 99%. DVLA’s digital services also play a critical role in supporting services delivered by other government departments.

The review considered DVLA’s future success to be firmly dependent on its ability to accelerate digital modernisation to enhance the experience of customers across all its services. The review recognised that DVLA has had important successes in delivering its services online (currently, 83% of its transactions are completed online, which compares very favourably with other government digital services). Further digital modernisation has potential to reduce internal paper-based processing, increase the up-take and quality of existing digital services and offer additional digital and data services. DVLA has made important progress in this work, but there is a need to take stock of the current approach and explore opportunities to accelerate the scale and timing of change. This would undoubtedly unlock organisational efficiencies going forward.

These recommendations focus on ensuring that DVLA:

• has the right strategic approach to accelerating digital modernisation, thereby enabling service transformation
• benefits in this endeavor from closer working and collaboration with DfT and other government departments

Recommendation 2.1 Priority

DVLA Board to sponsor an independent external review to assess the DVLA’s current Digital & Technology strategy and delivery programme, including the Evolve programme. The review will test if current planning and assumptions support DVLA’s strategic ambitions, enhance the customer’s experience, present value for money and ensure sufficient ambition and pace to enable organisational transformation. The review’s scope should be agreed with DfT and DVLA Board. The report should be delivered to DfT, DVLA Board and the DVLA CEO for consideration.

Timeline: within 6 months.

Outcome 

A digital and technology strategy that enables service transformation at pace, aligns with government strategy and has full backing from DfT. ​

Supporting evidence

The review engaged extensively with DVLA, DfT, Government Digital Service (GDS), and CDDO to understand:

• the DVLA’s digital service
• DVLA’S progress of its current modernisation programme
• how DVLA’s work aligns with the government’s broader digital ambitions

The review found that DVLA largely relies on mainframe and legacy systems. These are inflexible and need to be replaced and transformed with cloud-based technology to provide DVLA with the capabilities and flexibility to:

• improve customer services
• deliver efficiencies.

DVLA has made progress in modernising and transforming multiple services for drivers and launching a new ‘customer account’. However there is still more to be done to complete this work, and then to commence transformation of its vehicle online services before legacy technology can be fully decommissioned. This means that DVLA is restricted in its ability to work efficiently as many processes are yet to be fully online and staff work across multiple systems. DVLA’s ability to successfully transition from its legacy platforms to more modern systems capable of realising the full benefits of cloud-based technology, will be essential to:

• ensuring the resilience of its service delivery
• enhancing the customer experience
• responding to changing policy requirements
• delivering efficiencies

The review found that a stronger link between DVLA’s organisational strategy and its digital technology strategy would better enable accelerated digital modernisation. In this way, ensuring alignment of objectives and shared understanding of benefits will help DVLA to ensure that delivery of its digital strategy unlocks:

• wider organisational efficiency
• a step change to the services it delivers

The review noted that the pace and scale of DVLA’s digital modernisation programme can be affected by issues outside of DVLA’s direct control and balancing multiple government priorities. In addition, pace and scale has been restricted by over-reliance on a small number of staff with specialist mainframe skills and knowledge of its complex legacy system. 

The review engaged extensively with the various governance and assurance forums that monitor DVLA digital services and modernisation programmes. It found that:

1. The DVLA digital strategy needed to align better with DVLA’s organisational strategy.
2. DVLA need to ensure that its digital strategy is more closely aligned to the CDDO cross-government digital technology strategy.

DVLA have supported the development of the government-wide One Login service by helping to verify identity with the aid of driving licence records. However, DVLA were later than most government organisations in developing a roadmap for implementing One Login as a means for authenticating their services, a requirement of the government digital strategy. In the meantime, DVLA has prioritised the development of its own identity verification service and customer account. The review was concerned by the disconnect between DVLA’s local initiative and government’s digital plans. As such it strongly encourages transparent dialogue between organisations to gain shared understanding and alignment of strategy, as soon as possible. 

Recommendation 2.2

DVLA Board to approve and DVLA to implement a new and ambitious data strategy which follows principles set out in DfT’s data strategy and includes relevant service delivery targets, data sharing agreements and data ownership, subject to ministerial agreement. ​DVLA to report regularly to DfT on progress in delivering the strategy.

Timeline: within 12 months.

Outcome 

DVLA’s data strategy enables DVLA to maximise its ability to use, share and protect its crucial data for the benefit of the economy and for cross government outcomes.

Supporting evidence

DVLA’s data capabilities are critical due to its responsibility for managing nearly 100 million driver and vehicle records. The review spoke extensively with data experts at DVLA and DfT, as well as other government departments and external stakeholders, to understand DVLA’s approach to governing its data. Whilst feedback was broadly positive, the review identified several issues.

The review team noted that DVLA’s data strategy is being revised, and therefore could not establish how aligned it is with the:

• National Data Strategy
• the DfT’s Transport Data Strategy

However, DVLA has now commenced initial planning for a required CDDO data maturity assessment.

The review also observed that the relationship between DfT and DVLA data functions was not as mature or as close as might be expected, given the scale of the DVLA’s responsibilities. It found that both parties could benefit from closer relationships across the data function.  

The review also consulted several external stakeholders who purchased bulk anonymised data supplied from the DVLA. With regards to DVLA’s data-sharing services:

1. They were generally seen as good value for money.
2. The introduction of APIs to transfer data between DVLA and these organisations was seen as a very positive new capability.

However, stakeholders noted a need for more transparency regarding DVLA’s data-sharing policy, and the importance of reducing timescales to agree and deliver new data sets.

Recommendation 2.3

DfT, Central Digital and Data Office (CDDO) and DVLA to strengthen relationship management and collaboration across organisational boundaries by:

• agreeing terms of engagement between DfT and DVLA (to increase clarity about roles, responsibilities, lines of accountability, and data sharing expectations)
• implementing a revised (and mutually agreed) governance, assurance and accountability framework to enable more effective collaboration and transparency
• ensuring robust reporting and decision-making mechanisms including change control and benefits realisation to support the DVLA’s efforts for its services in the Top 75 to reach ‘great’
• and by providing regular updates at the One Login Programme Board on progress with onboarding and the wider Evolve programme

Timeline: within 12 to 18 months.

Outcome

The recommendation will:

• ensure an effective, mutually respectful working relationship across DfT and DVLA digital and analytical functions, where best practice is shared, and communities of practice thrive​
• support appropriate challenge, scrutiny, transparency and support, enabling delivery of excellent services and government priorities
• provide CDDO, GDS and DfT with confidence in the Evolve programme and provide resource, challenge, and support to enable DVLA to achieve digital transformation
• ensure that DfT and DVLA have a consistent and robust approach to managing investment decisions

Supporting evidence

The review found numerous examples of strong working level relationships between DVLA and DfT and identified multiple senior level governance and assurance forums between the DVLA, DfT central (DfTc) and the CDDO. However the purpose and opportunity of these forums is not always clear to each party involved meaning that DVLA does not gain benefit of sufficient strategic:

• oversight
• scrutiny
• support

In addition, information is not always shared effectively between these forums. For example, the review found missed opportunities to share performance information about DVLA services monitored as part of the CDDO’s Top 75 digital services. The review recommends that coordination between these forums is reviewed to ensure effective collaboration across the digital and data function in pursuit of shared ambitions, to share best practice, data, knowledge, and gain support from a network of experts.

The review also explored DVLA’s approach to governing and assuring its key digital modernisation programmes. DVLA has delegated authority of up to £100 million regarding investment decisions and is:

• subject to oversight by DfT in line with its Investment Approval Framework (IAF)
• required to comply with CDDO digital spend control (which approves and monitors digital expenditure across government)

Compliance with CDDO Spend Control and DfT’s IAF is good. There have also subsequently been increased levels of engagement recently relating to concerns CDDO have regarding to the alignment of Evolve and One Login. The review believes there are opportunities to review and improve processes.   

The review also considered DVLA’s internal approach to managing the delivery of its digital programme. It was noted that there is an opportunity to better align digital delivery with business needs by identifying where digital programmes would benefit from appointing a senior business sponsor as Senior Responsible Owner. The Senior Responsible Owner would, of course recognise the key requirements of the role such as time commitment and appropriate level of accountability and decision making.

The review observed that DVLA had similar challenges as other public bodies in terms of modernising its customer facing and digital services, yet the DVLA often worked in isolation or with minimal engagement and alignment. The review believes that DVLA’s current and future modernisation programmes are more likely to succeed if they collaborate effectively with:

1. DfT.
2. The wider DfT group.
3. CDDO.
4. Other government departments.

The review also found that the relationships and governance between DVLA and DfTc were not as robust, open and transparent as necessary when delivering large digital and business transformation programmes. There was a similar theme when the review considered DVLA’s approach to data. The review believes that whilst DVLA has huge expertise in both digital and data there are many benefits to be gained for DVLA, and DfT, in creating closer and mutually beneficial relationships in digital and data functions. Appropriate scrutiny and challenge will enable the delivery of excellent services:

• in line with government priorities
• ensuring that DVLA receives support to manage multiple and simultaneous requests for:
  • support from across government
  • change from across government

The DVLA’s commitment to support the DfT AI strategy is a demonstration of benefits where there is closer cooperation.

Customer experience

During 2022 to 2023, DVLA processed 93.6 million individual customer transactions. DVLA’s 2023 Customer Satisfaction (CSAT) survey results showed over 90% of customers were happy with standard online transactional services.

As a provider of public services DVLA’s relationship with its customers is vital to its success. Through extensive stakeholder engagement, it is evident that DVLA’s customers are overall very satisfied with key standard online transactional services such as applying for or renewing a driving licence; DVLA delivers several efficient, digitised services that process huge volumes of transactions accurately and at pace. DVLA rates highly in targeted, external assessment of its customer service, including excellent accreditation of its customer contact centre.

However, the review went further in assessing the experience of customers with more complex requirements and needs finding far lower levels of satisfaction, including from those with complex or changing medical conditions, from fleet hire companies and special interest groups representing sectors such as historic vehicles. DVLA must ensure:

1. All stakeholders have a genuine opportunity to engage, raise issues and review progress on actions being taken to address them.
2. A more innovative and focussed approach to service improvements.

To support this important work, the DVLA should continue to conduct regular performance and, where possible, cost benchmarking across the public and private sectors to share and adopt best practice. These changes are essential for DVLA to meet evolving customer needs in an increasingly digitised world, whilst protecting vulnerable or smaller customer groups.  

These recommendations focus on ensuring that DVLA continues to put all customers at the heart of its business, aligned to the department’s strategic aim to improve transport for the user.

Recommendation 3.1 Priority

DVLA to improve the customer experience for some of its services by ensuring customer engagement informs continuous improvement and transparency of policies.

Specifically by:

• action 1: reviewing the structure and operation of existing key stakeholder fora to ensure all participants feel valued, have an opportunity to engage, raise issues and review progress on action being taken to address them. Consideration should be given to creating a ‘customer forum’, chaired by a non-executive director (NED), that reports directly to the Board
• action 2: the Board continuing to apply challenge and ambition to the work that is underway in the customer contact centre to accelerate progress towards a more fully integrated customer experience, particularly for customers with complex issues​

Timeline:

• action 1: within 12 to 18 months
• action 2: ongoing

Timeline: ongoing​

Outcome

All DVLA customers receive a reliably excellent service and have access to consistent and unambiguous published policies, procedures and opportunities that enable them to effectively engage, discuss and resolve issues, with the organisation.    

Supporting evidence

The review noted that DVLA has a large and diverse customer base. DVLA works closely with a wide range of stakeholders to enable them to deliver their own services. Corporate customers include:

• trade associations
• national motoring organisations and clubs
• medical charities
• the Police
• government departments and agencies
• other public sector organisations

Customers of standard, online services

Overall, the review found that most customers were very satisfied with DVLA’s standard online transactional services such as applying for or renewing a driving licence. Last year, DVLA was awarded the Customer Service Excellence Accreditation Award for the sixteenth year in a row, and more recently the Contact Centre Association Award (where DVLA is the only UK Level 8 and Gold Standard accredited organisation). 

The review noted the value of DVLA’s User Experience (UX) Research Design Unit where proposed new services are tested with customers in a controlled environment.   

The review visited the DVLA contact centre to observe live customer interaction. The review team found that whilst DVLA staff were fully committed to delivering excellent customer service, they were constrained by the systems and technology they were using. When dealing with complex issues it is essential efficient processes and systems are in place, and that staff have the expertise and sufficient training to deal with such casework.

Whilst the review found that good use was being made of management information data and Integrated Voice Recognition (IVR) software to reduce service costs and customer waiting times. The review was however concerned that the current arrangements were sub-optimal in terms of providing customers with a fully integrated service as the systems themselves were not fully integrated. As a result, there were potential multiple points of failure in delivering a smooth and seamless service to customers. Whilst the review recognised the considerable effort that has been made to reduce call waiting times, this did not seem to be the case for customers using DM services where the average call waiting time, when we visited, was 26 minutes.

Customers of other services

The majority of DVLA’s millions of customers experience a good service because standard, transactional services are delivered online at huge volumes, in line with other good public services. The review found that for customers using a small group of specific services including DM licensing, registration of historic vehicle and classic cars plus commercial vehicle licensing, the overall customer experience is less satisfactory. This is often due to legislative constraints, dated systems, inexperienced handlers and unoptimised processes. Whilst these customers groups form a small minority overall, the impact on the individual is often significant and can impact both ability to work and lifestyle. There is a clear need to improve services to them. Overall, the review observed DVLA should do more to elevate the customer voice across its business, with a greater focus on engagement, empowerment and transparency.

The review recognised that DVLA conducts regular engagement with a wide range of corporate stakeholders. However, through the review’s engagement with several minority customer groups, common issues were raised including:

• lack of clear published policies and, where policies did exist, the customer experience often fell far short of the stated service standards
• long delays in DVLA responding to requests and often no response at all
• limited opportunities for face-to-face interaction with DVLA staff on complex issues with the default being on-line frequently asked questions (FAQs) sections and Chat bot services
• varying levels of engagement at stakeholder forums where it was often felt that DVLA was in ‘broadcast rather than listening mode’
• insufficient action or follow-up feedback on progress with addressing key issues
• lack of expert knowledge and understanding by DVLA staff when dealing with more complex technical issues. This was leading to un-evidenced and sometimes inconsistent decision making that had a potentially significant adverse personal impact on customers
• when errors were made it was very difficult to get them corrected and took a long time and high levels of perseverance on the customer side

Recommendation 3.2

DVLA to improve its complaints handling by:

• aligning its recording of complaints to UK Central Government Standards
• making clear on its website how to make a complaint and the role of the Independent Complaints Assessors (ICA) in the process
• making all customer facing policies and procedures consistent, readily available and accessible on their website and on request

Timeline: 6 to 12 months.

Outcome

All customers feel confident that DVLA value them and want to resolve issues.

Accurate, consistent and comparable reporting of complaints data is provided to the department, Parliamentary Health Service Ombudsman and Parliament.

Supporting evidence

Whilst the review found that DVLA had a good understanding of the nature of complaints (with ‘delays in decision making’ making up 40% of them), there was clearly more work to be done to prevent complaints from being made in the first place.

The review was concerned to find that the recording of such complaints was not aligned to the UK Central Government Standards. This had resulted in DVLA often reporting data to the department, the Parliamentary Health Service Ombudsman and Parliament that could have been easily misinterpreted or misunderstood. The review team considered this to be an unacceptable situation and presented a significant reputational risk, both to DVLA and the department.

The review heard from the department’s ICA who, whilst recognising the excellent work DVLA had undertaken to reduce the volume of complaints arising from the pandemic, expressed concern that when upholding a case referred to them, DVLA were often slow in implementing their recommendations and in some cases ignored them altogether.

The review also found that it wasn’t straightforward to make a complaint to DVLA with no clear signposting on its website and no clear information on how to contact the ICAs if an individual wasn’t happy with how DVLA had dealt with their complaint. We observed that complaints to MPs are an ongoing problem which presents a significant reputational risk to DVLA and DfT, as well as increasing volumes of work for DVLA. The review supports DVLA’s ongoing efforts to reduce the volume of complaints being directed to MPs.  

Recommendation 3.3

DVLA and DfT to deliver a process for understanding and addressing the issues faced by the historic vehicles sector, informed by the public call for evidence.

Timeline: within 12 months.

Outcome

All DVLA customers have access to clear published policies, procedures and opportunities that enable them to effectively engage with and discuss/resolve issues with the DVLA. 

Supporting evidence

The review identified some significant challenges facing the historic vehicle and classic car sector plus noted a huge amount of frustration across the sector about the lack of progress being made with DVLA in resolving numerous registration issues.

The review noted that this is a complex policy area with a number of different stakeholder views, however we were concerned to learn that there is:

• no clear published policy for making informed and consistent decisions
• a general lack of knowledge and expertise within DVLA to deal effectively with more complex technical matters

The review noted the frustration of sector stakeholders, who had made several attempts to try and resolve these issues jointly with the DVLA but received no formal response to their proposals.

The review was pleased to see the recent publication of the call for evidence on historic vehicles, which will give DVLA the basis to make changes to address the issues faced by the sector.

Relationship with the Driver Vehicle Standards Agency (DVSA)

DVLA works closely in partnership with the DVSA to offer a seamless service to motorists who rely on services from both agencies. Stakeholders have highlighted that this is particularly important for businesses with regular interaction with both agencies.

The review found that DVLA and DVSA should continue to explore ways to improve services for shared customers for example, DVLA’s new ‘customer account’ provides considerable benefits to the user journey and experience. The review strongly supports the aim for a digital ‘motoring wallet’ acting as a single point of customer interaction for all driving and vehicle services spanning both agencies. The work of all DfT’s motoring organisations (including the Vehicle Certification Agency and Traffic Commissioners for Great Britain) is being influenced by new motoring technologies, including connected and autonomous vehicles. These organisations will need to collaborate closely to address the risks and exploit the opportunities for road safety, performance and customer service. As with all public sector organisations, the most efficient and effective organisational forms and delivery models should be considered to ensure value for money for the customer and the taxpayer.

A review of the DVSA was launched in February 2024 and is ongoing.

Drivers’ medical

A minority of drivers (around 1.4%) require DM licensing services in a year.

Whilst DM licensing is a relatively small part of DVLA’s business, its assessment of a citizen’s fitness to drive has a significant impact on individuals’ social and economic wellbeing. The long-standing issues in delivery of this service continue, the review found, to impact on the organisation’s reputation.

The review acknowledges this is a complicated policy area given:

• legislative constraints
• involvement of third parties
• the evolving needs of users

However, a more efficient and sustainable approach is needed to ensure the right outcomes are achieved in a timely way, with appropriate support for customers throughout.

The review makes specific recommendations to improve performance in DM licensing for those customers with complex or multiple health conditions, via a dual approach that combines support for systemic reform with immediate operational enhancements.

Recommendation 4.1 Priority

DVLA Board to sponsor a targeted audit of the efficiency and efficacy of the existing DM process to identify any potential for immediate customer-focused improvements. Audit to report back to DVLA Board.

Timeline: audit to be commissioned within 6 months.

Outcome

Ensuring that the existing DM process is as efficient as possible will improve customer experience.

Supporting evidence

The review noted that whilst DM licensing is a relatively small part of DVLA’s business, there were some significant issues relating to the decision-making process, with 82% of customers receiving a decision within 90 days of an application (90% target). Whilst 850,000 licensing decisions were made in 2022 TO 2023, 30,000 customers were waiting over 90 days and 4,250 were waiting over a year (September 2023). In addition, 55,000 applications were awaiting information from third parties, of which 35,000 were with clinicians. The review noted complexity in the legislative, policy and operational environment (for example, partnerships with third parties), that DVLA is working within.

The review observed live customer interactions and noted inefficiencies in the process. This was backed up by many discussions with stakeholders including medical charities who have had contact with the system, and who received a significant number of queries from members navigating the service.

The review assessed the steps the DVLA are taking to continuously improve the existing process, including a Government Internal Audit Agency (GIAA) report commissioned in 2022. Whilst this report provided useful insight into the process itself, the review felt the scope of the audit did not sufficiently engage with the customer experience nor how engagement with third parties could be improved. From stakeholder interviews with both service users and third parties involved in the decision-making process, the review identified areas for immediate improvement with the existing process, such as more:

• regular, proactive communication with customers
• efficient processes for information sharing

Therefore, the review considered this a specific area where the DVLA’s existing work evaluating the service would benefit from some external expertise. In particular, the review believes it should be a user-first project, providing in-depth mapping of the user experience and current pain points including expertise of casework staff and communication with customers and third parties. The DVLA Board and DfT will receive regular updates to effectively monitor progress.  

Recommendation 4.2 Priority

DfT and DVLA to prioritise digital provision of the DM service, considering both near term actions and those dependent on structural changes as identified through the process audit (4.1), analysis of DVLA’s ongoing work to reform DM (including the call for evidence) and benchmarking of other comparable services (1.1).

Timeline: ongoing.

Outcome

Digital transformation is an essential part of the acknowledged systems-level change that is needed to unlock efficiencies in the process and service improvements for the customer.

Supporting evidence

DM licensing is still a paper-based process for the majority of drivers with complex multiple medical conditions (although online services are available for drivers with certain single medical conditions). The lack of digital provision comparable to other public services, including those run by the DVLA themselves, was a common area for improvement flagged by both stakeholders who were part of the process and users.

The review noted DVLA was developing solutions to make some of the workflow more efficient, including using an off-the-shelf casework system. However, the review concluded that it was essential to fully digitise the service as soon as possible (alongside the wider process optimisation described) to deliver transformative improvements to the UX, recognising the additional investment required to achieve this.

Efficiencies

DVLA has a strong historic efficiency narrative and has made large savings across its cost base in 2 previous spending reviews (SRs), which enabled a reduction in fees to customers in 2014. DVLA has also kept its workforce at 2019 levels and delivered more for government year on year, whilst demand for its core services has also risen.

However, several factors, including cost inflation and the complexity of some non-digitised services has meant that costs are increasing year on year and the current efficiency picture is less favourable.

Ahead of the next spending review, the review found opportunity for the DVLA to develop a robust efficiency strategy, aligned to its corporate vision and strategy and to target a minimum efficiency saving across its whole cost base of 5% over 3 years. In doing so, the DVLA should take a systematic approach to its efficiency planning by forensically examining its whole cost base, to enable downward pressure on fees where possible, whilst delivering excellent services. As part of developing and delivering its efficiency strategy, the review observed that DVLA should:

1. Be ambitious (with the support of DfT) in measuring the potential efficiency prize from digital modernisation and service transformation.
2. Consider making a further case for capital investment from HM Treasury with a proven long-term return. ​

These recommendations deal with the financial and process efficiency of the DVLA.

Recommendation 5.1 Priority

DVLA Board to support and scrutinise progress against, an ambitious and effective efficiency strategy for DVLA’s whole cost base (including the key efficiency drivers and pressures, and detailed costs and benefits) in line with the long-term vision set out in its corporate strategy and in readiness for the next spending review. This work should aim to deliver a minimum 5% efficiency saving over 3 years across DVLA’s whole cost base. The efficiency strategy should be informed by:

• a strategic assessment of efficiency options, leading to defined targets, around workforce, finance, service digitisation (including the options for DVLA to become a 100% online service provider with paper applications no longer available) and productivity (process enhancement, use of AI, reduction in administrative paper processes)
• other strategic efficiency options, such as measures being trialled by peer organisations and any options identified in the Digital and DM external pieces of work
• thorough consideration of potential ‘spend to save’ bids to HMT

Timeline: within 12 months.

Outcome  

DVLA offers greatest possible value to the taxpayer and to its customers. 

Supporting evidence

The review found that DVLA demonstrates mature financial management in line with government frameworks.

DVLA is committed to delivering efficiency savings against its government funding in the ongoing Spending Review 21. The review noted that DVLA commendably targets some cost savings (and cost avoidance measures) across its business, including a cost reduction in contract renewals.

However, the new corporate strategy recommended earlier in this review will necessitate a long term and ambitious efficiency strategy – including targets and long-term financials – that is aligned to its vision for the future and operating model. This should include opportunities from:

• digital modernisation (both front and back end of services)
• greater use of AI
• process enhancement and an aligned workforce strategy, as well as from estates and contract management

The review noted that a strategic approach of this nature would enable DVLA to approach efficiency at an organisational level and systematically pursue efficiency initiatives. This may in time enable downward pressure on costs, and consequently upon fees to customers. Where the DVLA’s cost base is currently increasing significantly year on year, with high inflation a key driver, the review observed particular areas of high spend that could be reduced or eliminated under a strategic approach to efficiency planning that is aligned to DVLA’s corporate and business planning.

The review noted that a long-term efficiency strategy will only be successfully delivered under a strong efficiency culture that is championed and shared by both the DVLA Board and DfT. Both organisations should be able to articulate a clear and transparent narrative on long term efficiency strategy, planning and delivery to DfT and HMT ministers, as well as DVLA’s customers. The review noted the department’s recent consideration of opportunities for greater effectiveness and efficiency in corporate functions across the DfT group. Ongoing work is focussing on options for improved collaboration and continuous improvement in corporate functions at DfT and its agencies. The review supports this work.

The review observed potential for greater operational and corporate efficiency through strategic, capital investment. For example, whilst DVLA is confident that it can fund planned digital modernisation (Evolve Phase 3) under current spend levels, the review encourages greater ambition for digital modernisation and service transformation at pace (see digital chapter 2), which would return considerable, long-term benefits to customers and to the taxpayer. DVLA is a net contributor to government finances, with £270 million generated in 2023 to 2024 for DfT and HMT via income from sales of personalised registrations and transfer. This restriction does not allow DVLA to invest and improve its services utilising money it generates. The review concluded that the DVLA should actively consider bidding for capital investment from HM Treasury, under a new long-term efficiency strategy. This will better enable service transformation and development of future services (including use of technology, data and further back-office digitisation).

As noted in the strategy and performance chapter the review observed an opportunity for DVLA to undertake benchmarking of both its performance and its costs against analogous organisations. As part of this work, the review strongly encourages ambition and innovation in driving down costs, including by sharing and learning from bold options being explored or trialled in other areas of government.

Recommendation 5.2

DfT to strengthen its role in supporting, scrutinising and monitoring DVLA’s efficiency strategy, planning and performance, including proportionate oversight of DVLA’s delivery of its committed Spending Review savings. DfT should consider establishing a centrally-run, structured efficiency programme for its agencies.

Timeline: within 12 months.

Outcome

Enhanced oversight and challenge role for DfT, to support efficiency planning at DVLA and other agencies with consistent principles and aims.

Supporting evidence

The review found that DVLA and DfT generally have a good and collaborative working relationship on finance. Where efficiency conversations have focussed in the recent past upon movement in forecasts around the net funding position, the review concluded that DfT should:

1. Conduct a more expansive conversation around opportunities in the overall cost base.
2. Scrutinise progress against efficiency targets.

Whilst the review found good, regular engagement between DVLA and DfT’s finance teams, the department saw an opportunity to:

1. Provide greater support and challenge to DVLA’s efficiency programme.
2. Track progress against DVLA’s spending review efficiency commitments.

The review noted the GIAA’s recent audit of the department’s planning and tracking of efficiencies for DfTc and its agencies. We found that the findings and recommendations of the audit should be considered alongside those of this review to enhance the department’s central role in planning and assuring delivery of an ambitious and strategic efficiency programme for DfTc and its agencies.

Income streams

The majority of DVLA’s income is derived from fees for its core services, which it delivers on a cost-recovery basis. Where legislation currently restricts DVLA from regularly updating its fees to meet changing costs, the review found a clear case for simplifying and introducing greater flexibility in setting fees as long as organisational efficiency is maximised. The review noted that DVLA is a net contributor to government by virtue of selling personalised registrations and cherished transfers so concluded that there is potential for DVLA to sustainably increase this income. The review noted the significant benefits to wider government of the DVLA’s provision of printing services (charged at cost) and found that benefits could be increased by maximising use of these facilities.

These recommendations deal with the DVLA’s funding model, including its statutory income streams and discretionary income.

Recommendation 6.1

DVLA and DfT should explore simplifying and seeking greater flexibility in fees and fines by: 

• considering options to revise legislation to allow greater fee flexibility (but likely limited to decreases or consumer prices index (CPI) linked increases)
• conducting regular wholesale review of DVLA’s fees in order to inform a robust, long-term fees strategy and following existing approvals processes for any required change
• considering options to revise legislation to allow changes to the level of fines for Vehicle Excise Duty (VED) non-compliance to enable effective enforcement

Timeline: longer term and subject to implementation of recommendation 5.1.

Outcome

This, together with increased efficiencies chapter discussed, will ensure the sustainability of the self-funding model and net contribution to government, driving ongoing value for the customer and the taxpayer.

Supporting evidence

Whilst the review concluded that the DVLA’s current funding model (a combination of statutory and commercial fee income plus government funding) is appropriate and the right model for the future, we found potential to improve the long-term sustainability of this model.

The majority of DVLA’s income comes from fees for its core services, which it delivers on a cost-recovery basis, in line with Managing Public Money. DVLA’s ability to adjust fees to meet changing costs is constrained by a complex fees landscape that is set in legislation (DVLA has not changed its fees significantly since 2008). Although the review acknowledges the role of Parliament in applying scrutiny to fee increases, the status quo has:

1. Been particularly challenging under a high inflationary environment.
2. Threatened DVLA’s ability to recover its costs in the medium term.

DVLA is working closely with DfT to alleviate this pressure, however a long-term solution is required.

DVLA acknowledges that its fee structure requires reform and would welcome greater flexibility to enact it. The review finds a strong case to simplify and introduce greater flexibility in setting fees, particularly under high inflation. However, these should only be when worked up alongside a robust efficiency strategy and associated forward-looking efficiency targets, to ensure good value for customers service by service. This review notes the importance of being able to adjust fees upwards where necessary (such as CPI-linked increases) and downwards, to ensure value for the customer and for the taxpayer.

In making a clear and strong case for change, it would be advantageous for DVLA to propose a robust, long-term fees strategy including:

1. Costs trajectory (by unit costs per service).
2. Demand forecasting and alignment with its ongoing work to drive down costs.

The existing cross-subsidisation practice, its pros and cons and any forward strategy will form part of this. (DVLA has a legislative pooling order in place that allows cross-subsidisation of services to promote safety compliance by DVLA’s customers. However, the review observed that the existing practice of setting total income against total cost base has the potential to undermine a forensic and commercial mindset in identifying cost saving opportunities and curbing the impact of high inflation.)

As with all public services where government has the monopoly, it is important that DVLA and DfT work together to drive value for customers and the taxpayer as referenced in the efficiencies chapter.

The review observed that DVLA runs a highly efficient vehicle tax collection service, on behalf of HM Treasury. To maximise revenue to the exchequer from VED by minimising non-compliance, the review found an opportunity to increase current levels of wheelclamping enforcement fees, both to:

• maintain their deterrent value
• encourage more local authorities to adopt the devolved powers legally available to them to carry out enforcement activities

(Where local authorities retain the fees to pay for the cost of enforcement, the review heard that many local authorities currently find it financially unviable to take up these powers.)

The review found that DVLA and DfT should consider options to increase wheelclamping enforcement fees easily and present these to DfT and HM Treasury ministers, including revising legislation to allow appropriate changes.

Recommendation 6.2

DVLA should exploit opportunities to derive greater income from existing business by ​developing and testing a strategy for deriving greater income over the long term from the personalised registration business through:

• assessing potential for use of Artificial Intelligence (AI) in its personalised registration business
• defining ‘maximum use’ of its printing facilities and taking on further contracts with other government departments to reach full capacity, whilst continuing to ensure that this work does not negatively impact upon its core business

Timeline: within 12 months.

Outcome

This will enable DVLA to:

• build on the considerable success of its revenue generating activities
• maximise the benefits to government from the services it provides
• articulate this significant contribution to driving down costs across public services

Supporting evidence

DVLA delivers a successful personalised registration plate business, where revenue has increased year on year. The income is directed to HM Treasury and DfT, thereby making DVLA a net contributor to government.

The review observed further opportunity to sustainably increase the income from this business. The minimum sale price for a personalised registration plate (£250) has not increased since 2008 and there is no legitimate challenge from the secondary plate market to DVLA making price and volume changes.  

Therefore, the review strongly supports DVLA’s ongoing work to test a strategy for income growth from the personalised registration business, including reviewing the minimum price of a personalised plate, to ensure income can be grown and maintained in the long term. Under this strategy, the review found that DVLA should estimate the potential additional revenue to government and communicate this to DfT.

DVLA is one of the biggest mail providers for government. It uses its existing high-volume printing, laser engraving and mailing facilities for its own business and to supply services to public sector organisations on a cost recovery basis. The review heard that DVLA’s printing capability offers considerable value for money benefits to government, and the volume of this work is increasing year on year. In the last year (2022 to 2023), DVLA printed and mailed 16.1 million items on behalf of other government departments and local authorities. The review observed:

• good continuous improvement in the efficiency of the printing operations to drive down costs and improve environmental sustainability
• that DVLA is committed to ensuring that its printing work on behalf of other government departments does not detract from delivering its core business and strategy, in line with the recommendation of the Public Accounts Committee’s report of March 2023

The review found a clear opportunity to increase DVLA’s utilisation of its printing facilities, in order to maximise benefits to government from this asset. This included options for maximising daytime use, as well as nighttime operations. In addition, the review concluded that DVLA could do more to quantify and articulate the benefits to government of its printing business, which is a commendable ‘good news’ story.

Workforce

DVLA has a workforce of over 6000 staff (predominantly based in Swansea) and working across a range of disciplines. The review found:

• a strong level of pride and passion amongst the workforce to deliver a high-quality service to customers
• strong evidence of a robust learning and development offering across roles, especially within the digital function

Despite increasing employee engagement scores, DVLA has recently experienced higher levels of staff attrition in certain areas of the business. To enable and keep pace with digital modernisation and service transformation, DVLA must ensure it develops and delivers a long-term workforce strategy that continues to support the evolving skills mix required by the organisation.

These recommendations focus on ensuring that DVLA has the right skills and wider capability, both now and in the future, to deliver high-quality cost-effective services as set out in the new corporate strategy for 2024 to 2027.

Recommendation 7.1 Priority

DVLA to consider if its workforce strategy is aligned to and supports delivery of the vision and level of ambition set out in the new corporate strategy as well as working towards headcount rationalisation where achievable through efficiencies, digitisation and working practices to compliment government strategy. ​

Timeline: within 12 months.

Outcome

By continuing to build alignment between the workforce and digital transformation strategy, it will provide the opportunity to consider the organisational design of the business. This is to ensure that the shape of the workforce reflects wider strategic aims and objectives.

This will result in DVLA being an employer of choice with the right resourcing models implemented to ensure it can get the right people in the right place at the right time to deliver high-quality cost-effective services to customers.

Supporting evidence

The review had regular engagement with the HR team to better understand current and future workforce plans. The review focused evidence gathering on 2 main areas:

1. Current workforce challenges including areas where the sponsor needs to support DVLA.
2. Considering future workforce requirements within the context of the recommendations in this report.

The review also had several meetings with staff to hear directly from them on their experience of working for DVLA. 

The review had various discussions with the senior leadership team responsible for overseeing the digital transformation programme who outlined the key challenges in relation to both recruitment and retention of specialist staff at certain grades or roles. 

The review noted the pay issue was evident in the result of the latest Civil Service People Survey and the leavers data analysis provided by the HR team. The review also noted that the need for DVLA to review its approach to reward was highlighted as an area for development in the latest “Investors In People” (Gold) Award. DVLA is bound by HM Treasury’s pay guidance and DfT’s group pay model.

The review was provided with evidence of workforce planning that included succession planning and talent pipeline development. The workforce strategy provided acknowledgement of the challenges faced as part of digitalisation and that these changes were being factored into workforce considerations. The review concluded that current workforce planning is a good start, and a Renumeration Committee is in place to consider senior succession planning. It is crucial that this foundation is built upon, and that succession planning continues to robustly consider all levels including executive roles, with due consideration given to striking a balance between internal and external hires for the most senior personnel. Flexibilities within DVLA’s remit should be utilised to attract and retain staff.

The review was advised that changes to recruitment practices have already started to reflect a new look organisation. These included utilising:

• merit lists to avoid repetitive and continuous recruitment campaigns
• fixed term appointment contracts to avoid unnecessary permanent headcount increases

The review was also provided with detailed evidence of training the development opportunities at all levels that are continuously being improved upon.

Recommendation 7.2 Priority

DVLA and DfT to continue to work together, as part of the DfT group HR model, on policy around specialist pay for key roles where recruitment and staff retention is an issue, and to mitigate risks to recruitment of specific specialist digital skills.  DVLA should continue to align to CDDO’s digital and data skills and capability strategy to ensure it can take advantage of government resourcing tools.

Timeline: ongoing.

Outcome

An approach which utilises specialist pay frameworks alongside consideration and exploration of location flexibility to widen the recruitment pool for key roles will provide DVLA with:

1. The ability to recruit suitably qualified staff.
2. Experienced individuals which in turn will help it to deliver its digital aspirations.

DVLA to be an attractive employer with the right resourcing models in place to ensure it can get the right people in the right place at the right time to deliver high-quality cost-effective services to customers.

Supporting evidence

The review noted that DVLA has an impressive centre of digital excellence that:

• builds and develops digital skills and knowledge within the community
• successfully attracts and retains entry level and apprenticeship level candidates
• achieves impactful development of staff in partnership with education providers

Skills required to maintain and support legacy systems are less common and DVLA (with the support of DfT) need to prioritise reducing the use of legacy systems where possible. With advancements in technology DVLA requires constant planning of the skills it requires.  

The review noted that attraction and retention is recognised by DVLA as an issue for some roles and capabilities due to constraints of pay and location. 

The review noted that DVLA is fully engaged, working with DfTc and other DfT executive agencies on developing a DfT group model for the digital and data capability pay framework.

Governance: DVLA Board and DfT sponsorship

For DVLA to achieve its vision for future delivery of services, it requires continued support and challenge from its Board. DVLA’s relationship with its Board and the department are essential to its success. Several recommendations will strengthen the Board’s ability to support development and scrutinise delivery of its organisational strategy.

Successful sponsorship is essential for an organisation to meet its objectives. There must be a:

1. Clear and shared understanding of respective roles and responsibilities.
2. Sponsorship function which provides a clear strategic vision to the organisation while supporting the organisation in delivering ministers’ priorities.

There are further opportunities to improve governance within DVLA and with the department. DfT should:

• smartly and proportionately strengthen its sponsorship of DVLA to ensure greater alignment of priorities
• ensure an effective, cross-departmental prioritisation of government’s requirements of DVLA

Updating and finalising key governance documents such as the framework document to reflect agreed roles and responsibilities will enable clarity, purpose and accountability.

These recommendations focus on the role of the Board in supporting delivery of DVLA’s objectives, and the effectiveness of the DfT sponsor function. 

Recommendation 8.1

DVLA Board and DfT to review and strengthen DVLA’s governance, including consideration of:

• appropriate delegations and opportunity for the Board to scrutinise and support the executive team (including options for creating board subcommittees)
• the value in DfT appointing a sponsor director to the Board
• • the future capacity, structure and skills of the executive to ensure DVLA will deliver its strategy and vision, current governance process and structures between DfT and DVLA, for improvement and streamlining where necessary

Timeline: within 12 months.

Outcome

Creating Board sub committees could help accelerate decision making and provide the main DVLA Board with sufficient bandwidth, remit and time to fully consider and contribute to the DVLA corporate strategy.

Whilst the DVLA CEO and Board, led by the Chair, should continue to engage at a strategic level with the department appointing a non-executive sponsor director to the Board would provide additional resilience and support to the CEO and whole Board in its relationship with DfT and alignment with ministerial priorities.

DVLA’s leadership structure, strategy and skills are appropriate for leading the organisation effectively.

Supporting evidence

The review observed a large amount of Board time is taken up by approving business cases, with reduced time for consideration (and support) of DVLA’s corporate strategy. The latest Board Effectiveness review included feedback that the Board would like more time to consider strategic issues. The DVLA Board responded to this feedback by ensuring several new opportunities for strategic discussion. The review concluded that there is potential merit in creating additional subcommittees, to consider specific areas of core business before it comes to the main Board. The review felt that the Chair should consider the best governance model (and appropriate secretariat support if needed).

It is essential the Board has sufficient corporate support to fulfil its duties and maximise its impact. DVLA should consider strengthening the capacity of the Board Secretary function. 

The review found merit in the Chair and CEO aiming to reduce the number of permanent executive members on the Board.

In addition to the important work of the current non-executive members, the review has observed an opportunity for a greater “bridge” between DVLA and DfT; a sponsor director appointed to the Board (as an additional non-executive member) would be valuable in supporting this. Under this or any change to the membership of the Board (which remains advisory in nature), the review recognised the importance of retaining clear lines of accountability with the CEO remaining as Accounting Officer. 

Considering the challenges of delivering an accelerated transformational change programme and the recommendations of this review, we noted the considerable current and future demands upon DVLA’s executive team. Compared to similar organisations the review found that the senior executive team, for example the senior civil service (SCS) contingent, is relatively small. We therefore observed a need for greater breadth and depth of skills and experience. It is for the CEO and Board to work with the department on the appropriate leadership and organisational models. Options should be considered, including increasing the number and variety of SCS roles reporting to the senior executive team, which would provide greater resilience, and opportunities to strengthen lines of accountability and delegate further within the organisation.  

Recommendation 8.2

DfT and DVLA to update and agree the framework document as the formal articulation (and bedrock) of roles, accountabilities and mission expectations. This work should include:

• an agreed, shared understanding of the role, responsibilities, required skills and capacity of the sponsor team
• clarity on policy ownership between DfT and DVLA
• detail on how the Chair and NEDs will support DVLA in delivery of their corporate strategy

Timeline: within 12 months.

Outcome

A clear and shared understanding of the respective roles and responsibilities of the DVLA and DfT is essential in delivering ministerial priorities and implementing the recommendations of this report.

An optimised sponsorship role would enable increased proactive strategic engagement between DfT and DVLA. Issues arising from ambiguity about ownership of responsibilities and blurred lines of accountability between DfT and DVLA should also be reduced.

Supporting evidence

The sponsor function has supported DVLA in facing several challenges over recent years, but the review finds a significant opportunity to define and enhance relative roles and responsibilities between DVLA and the department, and strengthen regular strategic communication, particularly at senior levels, to enable a more proactive, joined-up and effective approach to supporting DVLA’s mission.

The review found that the DfT sponsor team had played a critical role in working with DVLA to overcome some significant operational challenges in responding to and recovering from the pandemic. However, the review found that there was a need to clarify the respective roles and responsibilities between the sponsor team, relevant policy teams and DVLA. The review noted that there is a shared recognition and awareness of the scope to improve sponsorship of DVLA. The review is pleased additional resource has already been provided to the sponsor function to support implementation of the review’s recommendations.  

The review noted that the framework document is a core corporate governance tool that underpins effective delivery of ministerial priorities by a public body. We found that the sponsorship team were aware that the framework document required updating and now that the review has concluded they are committed to updating it as soon as possible. Whilst a document in itself does not create good governance, a framework document should act as the bedrock of collectively agreed and effective roles, relationships and responsibilities plus optimise delivery of government priorities. 

Recommendation 8.3 

DfT to ensure an effective, cross-departmental prioritisation of government’s requirements of DVLA by: 

• continuing recent good progress in adopting a joined-up and comprehensive approach to business planning (within DfT and with DVLA) to capture DfT requirements as early as possible within the business planning process
• creating a structured and transparent process to ‘triage’ requirements from DfT and other government departments including HMT, the Home Office and HM Courts and Tribunal Service

Timeline: ongoing.

Outcome

Clearer understanding between DVLA and the sponsor function of deliverables for the year ahead. DVLA to articulate risks and trade-offs of taking on additional DfT work.

Triaging requirements from other departments would help DfT to have a greater understanding of impact of wider asks of DVLA and provide direction to DVLA on prioritisation. 

Supporting evidence

The review noted that the sponsor function and DVLA had a good working relationship and was pleased to see a new joint approach to business planning for 2024 to 2025 had recently been introduced, with the aim of ensuring a clearer shared understanding of:

• key priorities
• trade-offs
• the risks to delivery for the year ahead

Positive feedback on this approach has been received from both parties. DfT making numerous asks of DVLA outside of the business planning process has historically resulted in a lack of cross departmental prioritization of asks and an unclear position for DVLA.

The review received feedback from the sponsor team, DfT policy teams, and other government departments (including HMT) that asks were often made of DVLA:

1. With limited central oversight.
2. Without consideration of the impact they would have on existing priorities.

This indicated a need for greater early awareness and discussion of the large number of asks of DVLA and an effective triaging process.

DVLA works directly with (and provides services for) several other government departments including HMT and the Cabinet Office. DVLA leads this engagement, but the review found merit in DfT (via the sponsor function) being involved in these relationships to increase visibility and feedback to the DVLA.

Overall, in our assessment of DVLA’s existing relationship with DfT, the review concluded that a more streamlined and coordinated approach to governance frameworks involving all parties would be beneficial (rather than additional layers of governance).

Organisations engaged with as part of the review

Industry organisations that were contacted to take part in the stakeholder engagement sessions and closed call for evidence as part of the DVLA review were:

• Age UK
• Agricultural Engineers Association (AEA)
• Alzheimer’s Society
• Association for Driving Licence Verification
• Association of British Insurance
• Association of Fleet Professionals
• Brain Tumour Charity
• British Heart Foundation
• British Independent Motor Traders Association
• British Number Plate Manufacturers Association (BNMA)
• British Vehicle Renting and Leasing Association (BVRLA)
• Coach and Bus Association Cymru
• Confederation for Passenger Transport (CPT)
• Diabetes UK
• Disabled Motoring UK
• Epilepsy Action
• Epilepsy Scotland
• Epilepsy Society
• Federation of British Historic Vehicle Clubs
• Finance and Leasing Association (FLA)
• Glaucoma UK (formerly IGA)
• Headway
• Historic & Classic Vehicles Alliance
• IAM RoadSmart
• Independent Motor Dealers Association
• International Parking Community
• Logistics Skills Network
• Logistics UK (previously Freight Transport Association)
• Macular Society
• Motability Operations
• Motor Insurers Bureau (MIB)
• Motorcycle Industry Association (MCIA)
• Multiple Sclerosis Society
• Narcolepsy UK
• National Association of Motor Auctions
• National Autistic Society
• National Caravan Council
• National Franchised Dealers Association
• Nystagmus Network
• Parkinson’s
• Pulmonary Hypertension Association UK
• RAC Foundation
• RAC Motoring Services
• Retail Motor Industry Federation (RMI)
• Road Haulage Association (RHA)
• Royal National Institute for the Blind
• SCOPE
• Scottish Motor Trade Association
• Sleep Apnoea Trust
• Society of Motor Manufacturers and Traders (SMMT)
• Stroke Association
• The Automobile Association (AA)
• The Royal Automobile Club
• Traffic Commissioners
• Transport Focus
• Wheelchair Accessible Vehicle Converters Association