Modern system, but habits at Licensing Authority must change

For too long, the Barbados Licensing Authority (BLA) has been synonymous with inefficiency, frustration, and poor customer service. Stories of lengthy queues, tortuous processes requiring multiple visits to separate buildings, and overall administrative confusion have painted a picture of an institution out of step with the modern needs of Barbadian motorists.

The government’s unveiling of a new customer service centre at The Pine, St. Michael, while long overdue, is a necessary and welcome first step toward addressing years of public dissatisfaction.

Deputy Prime Minister and Minister of Transport and Works, Santia Bradshaw, was candid in acknowledging the Authority’s failures.

She admitted that service delivery had “fallen short” and that the public had legitimate cause for its discontent. This level of ministerial honesty can be rare, but should be commended.

More importantly, the minister outlined specific changes intended to streamline services, reduce wait times, and simplify processes that have historically extended over multiple days.

Among the most significant developments is the introduction of the Drivers’ Licensing Management System (DLMS). The platform is aimed at modernising operations and digitising interactions. It is expected to allow for online payments, automated reminders, online registration for teenagers, and even remote submission of medical certificates by doctors.

Such innovations, at a government department with such a tarnished public image, are really the perfect solution for the BLA and should put it on a path toward becoming a truly 21st-century public service institution.

If executed correctly, this could be transformative not only for motorists but also for a wider push to digitise and modernise local public sector operations.

But the public has heard such promises before.

Over the years, Barbadians have grown understandably cynical. Far too often, new initiatives are rolled out with fanfare, only to flounder due to poor implementation, lack of staff training, inadequate infrastructure, or public confusion.

The recent admission that the DLMS rollout may have “teething problems” is a fair and realistic one, but it is also a reminder that intention alone is not enough. Execution is where credibility will be either built or eroded.

The decision to consolidate services in one building, ending the exasperating requirement for customers to shuffle between facilities, is perhaps one of the most immediately impactful changes.

This move not only saves precious time, it also sends an important signal that there is a shift toward seeing service through the eyes of ordinary Barbadians, something that is often overlooked in the design of government systems.

Moreover, the new service centre’s inclusion of features to help people with disabilities and the presence of staff to guide people through the self-service kiosks shows attention to accessibility and a good user experience. These are small details, but they matter greatly in restoring public trust.

Still, a sleek building and a software platform do not in themselves guarantee a culture of service excellence. The real test will be whether the frontline staff, the human face of the BLA, will embrace this transformation.

Many of the complaints previously aired on call-in programmes and in the media have centred around rude or dismissive interactions with staff.

Minister Bradshaw rightly pointed to this as an area in need of change. It is imperative that this cultural shift be prioritised alongside technological upgrades. Retraining, retooling, and reorienting public officers to see themselves as facilitators rather than hindrances will be the cornerstone of any improvements that are long-lasting.

The broader plan to decentralise services away from The Pine, St. Michael location is also a wise one. With already high vehicle ownership increasing even more, relying on a single central facility is proving not only to be inefficient but unsustainable. Spreading services across the island will reduce bottlenecks and bring greater convenience, especially to rural residents who often feel sidelined in some national development efforts.

What the BLA has begun is not a finished project, but a work in progress. The public will be watching carefully and assessing the success or failure of this rollout. At the same time, there is cautious optimism because people are eager for better quality services from this important state agency.

Success must be measured not by ribbon-cuttings or ministerial speeches, but by real, tangible improvements: faster processing times, fewer complaints, happier customers, and a service culture that respects the customer.

Barbadians have waited long enough, and they deserve a Licensing Authority that works for everyone.