Memorandum from the Department for Transport
and the Agencies
1. INTRODUCTION
1.1 This evidence is submitted for the Transport
Committee inquiry into the Department for Transport's Executive
Agencies[1]—the
Driver and Vehicle Operator (DVO) Group and Highways Agency.
1.2 This note provides an overview of the
issues that the Committee has indicated it would like to investigate.
The DVO Governance Handbook and the Highways Agency Framework
Document set out the roles, responsibilities and accountability
of the Secretary of State, the Permanent Secretary, the DVO Group
Director as appropriate and the Chief Executives. More detailed
information about individual Agencies including current roles
and responsibilities, how each Agency contributes to the Department's
objectives and policy and information on their performance, is
provided in the Annexes to this note. Further details about each
Agency can be found on their respective websites and in their
annual reports and business plans, copies of which have been deposited
in the Library of the House.
2. PURPOSE OF
THE AGENCIES
AND WHETHER
CURRENT ALLOCATION
OF RESPONSIBILITIES
IS APPROPRIATE?
2.1 The Department for Transport was created
in May 2002 to deliver the Government's transport priorities and
the improvements in service the public expects. The Department's
DVO Group (see box) and Highways Agency have a critical part to
play in ensuring that we succeed in doing this.
DVO Group
Driving Standards Agency (DSA)
Driver and Vehicle Licensing Agency (DVLA)
Vehicle Certification Agency (VCA)
Vehicle and Operator Services Agency (VOSA)
Strategy & Resources Directorate
The DVO Group was established its current
form in 2003 with the aim of promoting closer collaboration between
its constituent Agencies and of bringing them closer to the Department.
The Group provides services to drivers, vehicle keepers and operators
across Great Britain[2]
and focuses on registration, licensing, testing and enforcement.
The individual purpose and role of each Agency is summarised in
Annex 1.
2.2 Although the Group's services are delivered
primarily through its individual agencies, many of the challenges
and opportunities it faces to modernise and deliver value for
money services, thereby making it easier for drivers and vehicle
keepers to comply with their legal responsibilities, cross Agency
boundaries. The Group's collective corporate governance has, therefore,
been strengthened to give greater capacity to deliver not just
Agency-specific improvements, but also changes to services and
procedures across the Group as a whole, where that is appropriate.
2.3 The Group's Director General has overarching
responsibility for the DVO Group. He is also a member of the Departmental
Board, chaired by the Permanent Secretary. He is supported by
the DVO Board which includes a number of non-executive Directors
together with Agency Chief Executives and the Strategy & Resources
Director. The Board is charged with developing and delivering
the Group's strategy and performance framework and Agencies are
charged with developing and delivering their specific services
within that overall framework.
2.4 The Highways Agency has been in existence
for 11 years. It has responsibility for the management of England's
motorway and trunk road network. Its roles and responsibilities
have been broadened to include the safe management of traffic
on the network and getting better use of the network asset. The
introduction of the Traffic Officer service on the motorway network
is central to this. Delivery of improved traffic information and
increased use of technology to manage traffic flows are also key
activities. The Agency is also required to influence and manage
the impacts of land use development on the capability of the network.
As a result, the Agency has grown significantly in staff complement
and skills requirements in the last two years. The Highways Agency
corporate strategy is "Customers First", focusing on
providing good customer service to everyone who has an interaction
with it.
2.5 The Chief Executive of the Highways
Agency, who is the Accounting Officer for the Agency, is a member
of the Departmental Board. This ensures close integration with
the Department and its other Agencies.
2.6 Agency status gives the Highways Agency
clear dedicated responsibilities but within a departmental structure
that ensures a very strong integration with the DVO Group and
other Agencies and encourages collaborative working where there
are clear benefits to public service.
3. HOW THE
AGENCIES CONTRIBUTE
TO DEPARTMENTAL
OBJECTIVES AND
POLICY
3.1 The DVO Group and the Highways Agency
contribute to the Department's objectives and targets, such as
improving road safety, reducing congestion, improving air quality
and reducing crime and anti-social behaviour. They contribute
to the Department's efficiency targets and to Government objectives
such as electronic service delivery, better regulation, securing
adequate tax revenues etc. The DVO Agencies' individual objectives
and targets are structured around delivery of the Group's objectives;
for example DSA has a number of targets aimed at improving driver
skills and thus improving their safety on the roads. Details of
individual Agencies' contributions to delivering the Department's
objectives and targets are included in the Annexes (A-E).
3.2 The Highways Agency is making a major
contribution to the DfT PSA target on improving journey time reliability
through the development of a journey time database that will provide
a baseline for the target. The Agency is also developing its information
services to influence travel behaviour.
3.3 The Highways Agency has a direct contribution
to make to the Department's safety target and its targets for
the environment also contribute to the Department's air quality
strategy and other environmental targets.
3.4 As outlined in section 2, closer collaboration
between the DVO Group Agencies, the Highways Agency and the central
Department has offered greater opportunity for them to engage
in developing, as well as delivering, policy. However, some agencies
already have national policy responsibilities. DVLA for instance
is responsible for vehicle registrations and domestic driving
licence policy.
3.5 The DVO strategy is based around the
key themes of better customer service, encouraging and ensuring
better compliance by drivers and vehicle keepers and providing
better value for money, delivered through a sustained programme
of fundamental business transformation which began in 2000 and
was made possible through the new opportunities offered by ICT:
— better customer service involves
meeting (and where appropriate improving) current service standards;
and modernising services—eg through the One Stop Service
initiative whereby a growing range of information and services
can be accessed electronically through single portals;
— better compliance is being pursued
through a number of initiatives including the Continuous Registration
(CR) scheme for VED, a more risk-based and targeted approach to
on-road enforcement by VOSA, and initiatives to tackle insurance
evasion; and
— better value for money involves meeting
the Government's 2008 efficiency targets. For the DVO Group this
means increasing VED revenue by £70 million, delivering efficiency
and effectiveness improvements of £75 million and reducing
DVLA headcount by 500.
4. ACCOUNTABILITY
AND TRANSPARENCY
OF GOVERNMENT'S
RELATIONS WITH
THE AGENCIES
4.1 The DVO Governance Handbook sets out
the roles, responsibilities and accountability of the Secretary
of State, the Permanent Secretary, the DVO Group Director General,
and the Chief Executive of each DVO Agency. The Handbook, copies
of which have been deposited in the Library of the House, is aligned
with the Department's overall governance arrangements and financial
delegations and is designed to provide a summary of the roles
of the DVO Group as a whole (replacing individual Agency framework
documents).
4.2 The DVO Group sets out its strategic
aims and objectives in its Corporate Plan with Agencies producing
individual Business Plans and Annual Reports and Accounts, all
of which are publicly available. Agency Business Plans must take
into account the strategies and key activities set out in the
DVO Corporate Plan. Agency Chief Executives are responsible for
monitoring and reviewing performance against business plan objectives,
risks and actions to ensure effective control over Agency resources.
Each of the Agencies in the DVO Group currently has an Advisory
Board which supports the Agency Chief Executive and advises the
Group's Director General. Each Agency also has an Audit Committee
with external members and a Non-Executive chair.
4.3 The Director General is the Additional
Accounting Officer for the DVO Group with responsibility for the
resources provided for the Group. The Agency Chief Executives
(including the Highways Agency) are appointed Agency Accounting
Officers under the terms of Government Accounting.
4.4 The Highways Agency operates within
a Framework Document, which outlines the roles, responsibilities
and accountability of the Secretary of State the Permanent Secretary
and the Chief Executive. A new Framework Document was published
in 2005
4.5 As Accounting Officer for the Highways
Agency the Chief Executive is responsible for the achievements
of the Agency's policies, aims and objectives whilst safeguarding
the public funds and departmental assets for which the Agency
is responsible.
4.6 The work of the Highways Agency is regularly
audited by the National Audit Office. Office of Government Commerce
Gateway Reviews are undertaken on mission critical programmes
and on all major projects within the targeted programme of road
improvements.
5. WHETHER THE
AGENCIES' PERFORMANCE
IS SATISFACTORY
AND WHETHER
THEY ARE
SUFFICIENTLY ACCOUNTABLE
5.1 Until recently, DVO Agency's SoS targets
have concentrated on outputs, providing effective measurement
of day to day customer service standards. This system provided
an effective measurement of core business as usual activities,
a fundamental rethink of the nature and scope of the Group's performance
management measures was necessary to drive forward the Group's
Strategic Agenda. With the agreement of Ministers, the nature
of the SoS targets has been redrawn to focus more clearly on the
high priority objectives for the year in question, including milestones
where appropriate. This changed emphasis provides the basis upon
which the SoS targets for the 2004-05 and subsequent business
years are agreed and each year specific targets are developed
to reflect each Agency's business and strategic priorities. The
delivery of a quality Customer Service remains central to the
Group's activities and continues to be measured by individual
Agency Charter standards and internal management targets.
5.2 The performance of the Agencies in delivering
the DVO Group's overall strategy is regularly monitored and reported
to the DVO Board each month. In addition, Agencies provide an
account of their performance to their Advisory Boards on a quarterly
basis. Significant issues or concerns are escalated to the DfT
Board and Ministers. These arrangements ensure that Agency Chief
Executives are held accountable for their Agency's performance
against targets set by Ministers. In addition Chief Executives
attend regular meetings with Ministers. Information about each
Agency's performance is included in their Annual Reports and Accounts
and in the annexes to this note. The DVO Group has 12 Non-Executive
Directors who sit on the DVO Board and various Boards for each
of the Agencies.
5.3 The DVO Director General and the Chief
Executive of the Highways Agency are members of the DfT Board
where performance is regularly reported and discussed. Regular
meetings are also held with ministers and the Permanent Secretary.
5.4 The Highways Agency delivered all of
its ministerial targets last year and significantly improved its
financial management. The Agency expects to have a significant
role in the delivery of the Department's new journey time reliability
target. Scrutiny of the Agency's Business Plans and delivery against
targets is carried out by a group chaired by the Permanent Secretary
and including non-executive representatives of both the departmental
and Highways Agency Boards. Highways Agency performance and risk
management is reviewed monthly by a Corporate Governance Board
comprising eight executive and three non-executive directors,
one of whom independently chairs the committee.
6. FUNDING ARRANGEMENTS
RELATING TO
GOVERNMENT ACCOUNTS
6.1 DfT has four supply financed Executive
Agencies—HA, MCA, GCDA and VCA and three which operate as
Trading Funds (established under the Government Trading Funds
Act (1973))—DSA, VOSA and DVLA.
6.2 All Agencies are required to adhere
to the rules on regularity and propriety; and financial and accounting
procedures set out in Government Accounting. Each Agency publishes
an annual report and accounts, audited by the NAO. Supply financed
Agencies are required to comply with the Treasury Resource Accounting
Manual, and must provide accounts which can be consolidated to
produce the parent department's resource account. Trading Funds
are required to comply with an Accounts Direction made by the
Treasury and laid before Parliament. For Trading Funds the following
transactions are recorded in the parent department's accounts:
— the value of any investment by the
parent department;
— any loans made by the parent department;
and
— any dividends paid to the parent
department by the trading fund.
7. CO -ORDINATION
OF SYSTEMS
AND SHARING
OF INFORMATION
BETWEEN AGENCIES
AND DEPARTMENT
7.1 The position of the DVO Director General
and the Highways Agency Chief Executive on the Departmental Board
promotes close and effective co-ordination between the individual
Agencies and the central Department. This is also achieved through
a variety of other means, including the formal structures outlined
above, the bridging roles played by the Director General and the
Strategy and Resources Directorate and a number of supplementary
cross-cutting mechanisms, both formal and ad hoc.
7.2 At the working level, agency and departmental
officials come together on a number of formal and informal networks
to consider a wide range of issues including finance, IT, human
resources and procurement.
7.3 The Highways Agency and VOSA have been
working together on a number of activities to share and develop
intelligence systems to deliver improvements in enforcement activities
and safety.
7.4 In addition to contributing to the Department's
Transport Direct programme by providing information on travel
on the motorway network, the Highways Agency is developing a data
retrieval and reporting system to improve the collaborative use
of road information that is available across the Department and
local authorities.
7.5 In addition, each Agency works closely
with its departmental sponsoring team on policy and strategic
planning issues; and there is also considerable informal contact
between the agencies and centre of the department at all levels
to address issues of common interest. This helps ensure that the
Agencies and the Department continue to understand their respective
roles in pursuing Ministers' priorities in these areas.
7.6 Effectively joined-up systems and better
sharing of data plays a central role in the DVO customer service
strategy; and the Group works closely with relevant partners in
other parts of Government (including the Highways Agency), the
police, local authorities, the EU and other to ensure that data
is used efficiently to support both customer service and effective
enforcement.
January 2006
Annex 1
THE DEPARTMENT'S AGENCIES
DRIVING STANDARDS
AGENCY (DSA)
A1.1 The purpose of the Driving Standards
Agency (DSA) is to promote road safety by influencing driver behaviour
through setting the standard for safe drivers and trainers, educating
drivers, supervising trainers and assessing the standard of driving
at test. DSA's main aim is to promote road safety through improving
driving standards and to test drivers, motorcyclists and driving
instructors fairly and efficiently through the theory and practical
driving tests.
A1.2 The Government's Road Safety Strategy
expanded DSA's remit to driver education, setting standards for
drivers and riders more generally, and promoting driver training
and assessment arrangements that support safe use of the nation's
roads. In 2004, the first 3 year review indicated that the Strategy
was on target to achieve its overall aim of significantly reducing
the number of casualties and injuries on the roads by 2010. DSA
had made a valuable contribution to the delivery of the Strategy
and the Review set a challenging programme for the Agency
over the next few years (see also A1.7)
A1.3 DSA as a member of the DVO Group of
executive agencies has close working links with DfT (Central),
plus other interested parties such as the Department for Education
and Skills, Sector Skills Councils and road safety, educational
and industry representative bodies.
A1.4 In 2004-05 DSA carried out some 1.75
million practical driving tests for learner car drivers, 102,000
for learner lorry and bus drivers and 86,000 for learner motorcyclists.
Car tests were delivered from some 367 locations. Practical tests
for learner lorry and bus drivers were carried out from 67 locations.
Of these 434 locations 247 were also used to conduct motorcycle
tests.
A1.5 In the same year DSA carried out 1.27
million theory tests for learner car drivers, 58,000 for learner
lorry and bus drivers and 70,000 for learner motorcyclists. Theory
tests of all types were delivered from 158 locations. Service
delivery is contracted out. As well as contract management, DSA
retains responsibility for test development, including updating
the multiple choice theory test question banks and the hazard
perception element of the theory test. In addition, a list of
Approved Translators who are authorised to support non-English
speaking candidates (and for whom there is no language voice-over
available) is managed and maintained.
A1.6 DSA employs 2,500 staff, of which some
70% are driving examiners. Its turnover, from the fees and charges
covering the costs of the various services it performs is about
£128 million. Its headquarters is in Nottingham, it has five
Area Offices at Newcastle, Cardiff, (both of which are also Booking
Offices), Edinburgh, Birmingham and London, and it has a Training
and Development Centre based at Cardington, Bedfordshire.
DSA'S CONTRIBUTION
TO DEPARTMENTAL
OBJECTIVES AND
POLICY
A1.7 DSA supports the delivery of DfT's
Public Service Agreement targets to:
— Reduce the number of people killed
or seriously injured in Great Britain in road accidents by 40%
and the number of children killed or seriously injured by 50%,
by 2010 compared with the average for 1994-98, tackling the significantly
higher incidence in disadvantaged communities.
— Improve cost-effectiveness through
sound financial management, robust cost control and clear appraisal
of transport investment choices across different modes and locations.
A1.8 The major elements in DSA's contribution
are:
— Reducing casualties through safer,
better trained and assessed drivers.
— Offering continuous education throughout
their driving life (learner, novice, experienced, professional,
elderly and remedial).
— Raising the standards for professional
drivers by introducing legislation to implement the Driver CPC
Directive (which requires professional drivers of lorries, buses
and coaches to hold a Certificate of Professional Competence (CPC)).
— Setting standards for drivers, instructors
and examiners.
— Regulating drivers, instructors and
examiners.
— Promoting fuel efficient driving
and reducing congestion through better education.
— Aiding mobility and inclusion through
efficient and cost-effective processes.
A1.9 Better driving standards will help
reduce road traffic casualties, protect the environment, and the
supply of competent drivers to meet the needs of the national
economy.
A1.10 DSA contributes advice on matters
relating to the testing and training of drivers, including the
operational and financial implications of possible changes, advice
on the need for and content of research, and professional advice
on driving technique.
A1.11 The Agency is a member of the Road
Safety Advisory Panel (which helps the Department implement the
road safety strategy and casualty reduction targets) and the Advisory
Group on Driver Training and Testing (which looks at research
in the field of instruction and assessment).
A1.12 The Agency is also outward looking.
It is regarded by European partners as a model of excellence in
the field of driver testing. DSA is engaged in setting Europe-wide
standards by being represented at Vice President level at the
Commission Internationale des Examens de Conduite Automobile (CIECA).
CIECA is the international commission of driver testing authorities,
active in road safety and driver testing.
PERFORMANCE AND
ACCOUNTABILITY
A1.13 Although demand for DSA services has
been higher than forecast DSA's 2004-05 Annual Report & Accounts
published in July 2005, reported that the Agency had met or exceeded
five out of eight Secretary of State targets. These are set out
in Annex A.
A1.14 Demand for car practical tests in
2004-05 was 7% more than planned and 10% more than in 2003-04.
This had implications upon DSA's ability to meet the needs of
our customers. Despite variances in planned demand the target
to achieve an average practical car test waiting times of six
weeks from January 2005 was effectively accomplished. DSA has
managed this through intensive Driver Examiner recruitment and
enabling customers to obtain car practical tests at weekends and
at other times normally outside the working day.
A1.15 At the same time, DSA has been at
the forefront of delivering the e-government agenda and improved
customer service:
— Currently about 42% of practical
driving tests are booked on-line via the internet.
— In June 2004 work began on the second
stage of the practical test internet booking service to allow
customers to amend their details, change or cancel their test
appointment and apply for a refund of fees or make additional
payments.
— Currently about 52% of theory tests
are booked on-line via the internet.
— DSA has expanded its Arrive Alive
road safety education programme—from some 1,710 in 2000-01
to over 5,000 in 2004-05 and a planned 5,500 in 2005-06. New
modules for young motorcyclists—Arrive Alive Bike—and
You can drive too for young people with mobility issues,
together with Arrive Alive Classic for the more mature
driver have extended the reach and appeal of the programme to
other vulnerable road users
A1.16 DSA's road safety efforts have been
recognised by three Prince Michael awards. In 2002, the Agency
received two awards for the Arrive Alive programme and
the What If awareness-raising video, together with the
overall Premier award for an outstanding contribution to road
safety. In 2005, DSA received a further Prince Michael Award for
the Driver's Record for learner drivers. DSA places importance
on understanding customer needs across all customer sectors. Feedback
is obtained via surveys, focus groups and mystery shopping exercises
and action plans are created to address areas where improvement
is required
DRIVER AND
VEHICLE LICENSING
AGENCY (DVLA)
A2.1 The Driver and Vehicle Licensing Agency
(DVLA) was established as an Executive Agency within the Department
for Transport (DfT) in April 1990 and acquired Trading Fund status
on 1 April 2004.
The Agency has an important part to play in
delivering the Government's road transport priorities and in this
regard has four key Strategic Policy Outcomes:
— reduced personal and economic loss
from road accidents as part of improved road safety;
— reduced vehicle related crime and
support for the reduction of other crime;
— reduced harm to the environment by
vehicles; and
— improved public experience of Government
services.
DVLA has been responsible since the early 1970s
for managing the centralised vehicle registration and driver licensing
systems. The data maintained on the Agency's registers allow them
to contribute to improving road safety, reducing vehicle crime
and the efficient collection of Vehicle Excise Duty (VED) on behalf
of HM Treasury.
A2.2 DVLA is responsible for Great Britain
(GB) driver licensing policy and vehicle registration policy.
It works closely with DfT and DVO on vehicle licensing policy
and EU issues. This arrangement works well in practice.
A2.3 Driver licensing in Northern Ireland
is covered by a separate agency, Driver and Vehicle Licensing
Northern Ireland (DVLNI). However, the responsibility for licensing
and registering of vehicles and collection of Vehicle Excise Duty
in Great Britain and Northern Ireland lies with the DfT Secretary
of State through the Agency. These functions are discharged on
DfT's behalf in Northern Ireland by DVLNI, and the arrangements
are covered by an agreement between the DfT and Department of
Environment.
Although not responsible for day to day operations
in Northern Ireland, DVLA works closely with DVLNI providing active
support on both vehicles and drivers operations. The Agency is
currently working towards the harmonisation of systems, policies
and legislation between GB and Northern Ireland.
A2.4 In support of these aims the Agency
has the following strategic imperatives:
— deliver appropriate evidence based
policy;
— meet stakeholder and partner requirements;
— deliver excellent customer services;
— deliver value for money;
— improve the quality and integrity
of Agency records; and
— develop the organisation and its
people.
DVLA'S CONTRIBUTION
TO DEPARTMENTAL
OBJECTIVES AND
POLICY
A2.5 Working within DfT's strategic and
policy framework, DVLA's primary activities contribute to the
achievement of the challenges set out in "The Future of Transport"
White paper unveiled in July 2004. The DfT PSA and other targets
to which the Agency contributes are:
PSA Targets
— Improving Transport in London;
— PSA efficiency objective.
Other DfT Targets
— DVO Group Modernisation;
— Promote mobility and reduce social
exclusion; and
— Security and compliance.
Reducing Congestion, Improving Transport in London
A2.6 DVLA works closely with Transport for
London (TfL) to provide information from DVLA's vehicle record
to support the London Congestion Charging Scheme. TfL's enforcement
action against evaders pays dividends in enhancing the accuracy
of DVLA's records. The Agency stands ready to use its expertise
to support other schemes, if and when they come on line, and the
Government's wider Road User Charging agenda.
Improving road safety, Promote mobility and reduce
social exclusion, Security and compliance
A2.7 DVLA plays a key role in improving
road safety and promoting security and compliance by maintaining
accurate records of driving entitlement, issuing and revoking
licences to drive and helping to ensure that drivers are medically
fit. Through the annual check of insurance and MOT at re-licensing,
and, by taking appropriate enforcement action against evaders
of Vehicle Excise Duty—including the clamping and crushing
of untaxed vehicles—DVLA helps to keep unroadworthy vehicles
off the road. The successful introduction of Continuous Registration
legislation and the provision of accurate, timely data to enforcement
partners such as the police not only supports improved road safety
but is crucial in the cross government drive to reduce vehicle
crime.
DVLA works hard to continually improve
the accuracy and timeliness of its database. Initiatives such
as Statutory Off Road Notification (SORN), Continuous Registration,
Data Cleansing, Barcoding of All Relicensing Transactions (BART),
the Harmonised Registration Certificate (HRC) and data sharing
with TfL and Local Authorities have all helped to improve the
accuracy of the record so that presently some 97.4% of vehicle
keepers can be traced. DVLA's new drivers system, which is in
development incorporates the concept of a single "person"
database simplifying name and address updates so that these accuracy
levels can be maintained for vehicle keepership, and help to further
improve the accuracy of the Driver Record.
Since the introduction of Continuous Registration,
VED evasion rates have been reduced from a baseline of 4.8% in
2002 to 3.6% in 2005 resulting in a total of some £136 million
of additional VED revenue for the Exchequer over the 2004-05 and
2005-06 business years.
Air Quality & Climate change
A2.8 DVLA supports this objective through
the management and collection of Graduated VED (lower tax for
greener vehicles),
PSA efficiency objective
A2.9 DVLA has consistently bettered the
efficiency gain target set by the Secretary of State, delivering
total gains over the six years up to the end of the 2004-05 financial
year of 21.5%. During the 2004-05 financial year the Agency focused
these same VfM principles in line with the Gershon review delivering
5% efficiency gains against a 2.5% target, an achievement that
translates into a £17 million reduction in expenditure compared
to plan.
DVLA has a leading role in the project that
will deliver the DfT Shared Service Centre in Swansea, using an
integrated software suite of HR, payroll, finance and purchasing
on the SAP accounting system. The processes and service delivery
will be benchmarked to ensure best practice standards are achieved
and will be regulated by Service Level Agreements
DVLA is at the forefront in the modernisation
of service provision and payment methods, including EVL and electronic
driver licensing.
DVO Group Modernisation
A2.10 The Agency is rapidly moving towards
becoming a largely digital business and has been progressively
moving away from the functionally separate systems (that inevitably
involved an element of duplication of activities), to a common
flexible technology platform. This has been built specifically
to support electronic transactions and is known as the New Systems
Landscape (NSL). NSL places the customer at the focus of the systems
and encourages the delivery of services in a more integrated way.
DVLA's goal, in line with the DVO group and the Government generally,
is to develop a "One Stop" approach to service delivery,
with ease of access through a range of channels, including the
phone, the web, mobile technology (eg SMS), digital media or in
person. The core of the strategy is the consumer and commercial
portals currently being developed to ensure private and business
customers have access to the full range of DVO services relevant
to their needs. These services in turn are being integrated with
the Government's wider DirectGov and BusinessLink services and
will be backed up by the more integrated, rationalised customer
contact centre now in place and able to respond flexibly to customer
needs.
DVLA recognises its role as an executive agency
to implement and operate the policies agreed by Ministers and,
as indicated above, is a key player in the DVO Group Modernisation
Programme with a significant change programme to achieve these
aims. This has been organised into six programmes of work by clustering
appropriate projects together with the relevant policy development,
new systems, process re-engineering and organisational development
support as appropriate. The Agency has produced a set of Target
End States to ensure that its change programme aligns with Agency,
DVO and DfT strategic directions. Over the coming years, this
will deliver headcount reductions in core business activities
whilst at the same time enabling delivery of new services in a
cost effective manner.
The Agency is concentrating on its core competencies,
whilst outsourcing activities that others can do better—for
example transformation services (including IT) to IBM under the
Partners Achieving Change Together (PACT) contract; and accommodation
to Land Securities Trillium (LST) under a Private Finance Initiative
(PFI) contract. It has also embarked on a programme of Better
Quality Service (BQS) reviews to ensure all aspects of its services
are assessed and benchmarked.
A2.11 This allows DVLA to develop its strengths
in operational management, project delivery and financial performance—in
which areas it has tight internal management and an excellent
cost-effective track record of delivery, a track record that has
been recognised by Ministers, Treasury, the motor industry and
NAO. Amongst a number of awards recently received by the Agency,
the highlight perhaps, was the New Statesman media award presented
in July 2005 to the Agency's Electronic Vehicle Licensing (EVL)
project. This was awarded for the most innovative use of new media
technology to improve efficiency and modernise services at any
level of Government. The Secretary of State officially launched
the national roll-out of the EVL system on 10 January 2006.
PERFORMANCE AND
ACCOUNTABILITY
A2.12 The Agency is publicly judged against
published Secretary of State (SoS) targets. Historically these
SoS targets have concentrated on providing effective measurement
of DVLA customer service standards. Many were also mirrored in
both the Agency's Charter standards and internal key performance
management indicators. They provided an effective measurement
of core business as usual activities, but did little to drive
the very significant Strategic Agenda and Change Programme that
the Agency had developed to meet its responsibilities to customers
and stakeholders.
A2.13 DVLA's SoS targets have been redrawn
to focus upon these high priority strategic objectives and milestones.
This changed emphasis provides the basis upon which the SoS targets
for the 2004-05 and subsequent business years are agreed and each
year specific targets are developed to reflect the Agency's business
and strategic priorities. SoS target performance data for the
last complete business year (2004-05) with details of the agreed
targets for the 2005-06 business year is included in Annex B.
A2.14 The Agency remains committed to the
delivery of a high quality, consistent service to the customer,
which is a priority. Its performance in this regard continues
to be measured against the Agency's Charter standards, which have
remained consistent in their scope from the 2001-02-business year
to date. DVLA's Charter Standards cover the full range of the
Agency's activities. They represent the level of service customers
can expect and are presented in a way that is consistent and meaningful
to customers. Details of performance against Charter Standards
for the business years 2001-02 to 2004-05 are included in Annex
B. DVLA has recently received confirmation that it has been awarded
its fifth consecutive Charter Mark.
VEHICLE CERTIFICATION
AGENCY (VCA)
A3.1 The purpose of VCA is to act as the
UK authority for Type Approval to European and UN/ECE regulations.
When selected by a manufacturer, VCA is responsible for ensuring
that vehicles vehicle systems and components have been designed
and produced to meet internationally agreed standards for safety
and for environmental protection. In the main the work of the
Agency applies to vehicles and systems before they are used on
the road—both in the UK and in other countries—and
so does not overlap with the work of other Agencies.
A3.2 In support of the Type Approval activities
VCA also provides, as an extension to its product conformity work,
Management System Certification services to international standards
ISO 9001 2000 for Quality, ISO 14001 for the Environment and ISO
18001 for Health and Safety for the Automotive Industry.
VCA'S CONTRIBUTION
TO DEPARTMENTAL
OBJECTIVES AND
POLICY
A3.3 VCA contributes to Departmental objectives
and policy to reduce deaths, injuries and the damaging environmental
effects arising from transport. Specific objectives are:
Road Safety and Environmental Protection
— To ensure, through the relevant type
approval schemes, that new vehicles and vehicle parts are designed
and manufactured in conformity with appropriate road safety and
environmental protection standards.
— To issue to the public, on behalf
of the Department, information on the fuel consumption, CO2 production
and noise and gaseous emission for all new models of car on sale
in the UK.
— To work proactively with DfT and
DTI policy customers so that operational experience helps formulate
future standards and schemes and that the Agency's work is fully
informed about new and forthcoming developments.
Value for money
— To continuously improve its effectiveness
and efficiency, to recover its costs taking one year with another
and to meet financial and performance targets set by the Secretary
of State.
Customer Service and business delivery
— To provide approval, certification
and related services and advice which add value and respond to
the needs of industry and Departmental customers on price, speed,
flexibility, effectiveness and quality.
— To work with other parts of the DVO
group and our worldwide partners to help ensure the services of
the group are delivered in a seamless integrated and innovative
fashion. VCA leads the DVO Vehicle Technology Forum that supports
an integrated vehicle technology approach between the Agencies
and DfT Centre.
Organisational Development
— To value, develop and motivate staff
in an atmosphere which encourages and rewards their contributions.
— To use technology in an innovative
way and through that improve our information and knowledge base
so as to deliver better and more effective services. VCA is currently
investigating the use of Virtual Technologies to support the "Better
Regulation" initiative of the Government.
PERFORMANCE AND
ACCOUNTABILITY
A3.4 The Agency's performance against targets
set by both the Secretary of State and the Agency Advisory Board
(at Annex C) are detailed in the Business Plans and Annual Reports
produced by VCA and laid in the Library of the House. The documents
contain historical data which show VCA's actual outturns to the
original key targets.
A3.5 The Agency is accountable with its
targets published in its Business Plans which are laid in the
Library of the House and on its website. Its performance record
is reported in its Annual Reports and Accounts following audit
by the NAO.
VEHICLE AND
OPERATOR SERVICES
AGENCY (VOSA)
A4.1 The Vehicle and Operator Services Agency's
purpose is to directly support drivers, vehicle owners, operators
and the providers of the MOT testing scheme by helping them to
comply with vehicle safety and environmental standards. It does
this through annual testing; supervision of the MOT testing scheme;
roadside and fleet vehicle inspections, related enforcement and
advisory and training services. It also provides administrative
support to Traffic Commissioners in their role as regulators of
the commercial vehicle operator industry.
A4.2 The Agency was formed on 1 April 2003
by the merger of the Vehicle Inspectorate and the Traffic Area
Network (TAN) division of DfT It has a turnover of approximately
£144 million and employs around 2,700 staff, some 70% of
which are frontline staff based at around 100 operational locations
nationwide. Its headquarters are at Bristol and it has offices
in Swansea, Cambridge and Edinburgh. Details of the full range
of activities carried out by the Vehicle and Operator Services
Agency is set out on page 5 of VOSA's Annual Report & Accounts
2004-05.
VOSA'S CONTRIBUTION
TO DEPARTMENTAL
OBJECTIVES AND
POLICY
A4.3 VOSA's business objectives support
DfTs objectives by contributing to:
— "increased safety across all
modes"
— "reduced impact of transport
on the environment"
— "improved public transport"
— "delivery of modern and efficient
services"
— "reduced congestion across all
modes"
It also contributes to the Home Office target
to reduce vehicle crime by carrying out Vehicle Identity Checks
(VIC) and through the Single Vehicle Approval (SVA) scheme.
A4.4 As outlined on page 8 of its' Business
Plan 2004-05 VOSA has developed medium (3-5 year) and longer (10
year) term strategies which provide the framework for the Agency's
future direction. The strategy has been further developed and
defines 13 key outcomes supporting DfT's goals. These outcomes
will be delivered through a serried of objectives summarised into
the following four themes:
— Evidence Based Regulation
— Accessible Tailored Information
— Excellent Service Delivery
Initiatives such as Operator Self Service and
Powers to Stop (see paragraph A4.5 below) are already contributing
to our aim of reducing the burden on the compliant while targeting
enforcement effort on the non-compliant.
As an individual Agency VOSA contributes directly
to the delivery of the Department's objectives but as a member
of the DVO Group it has a greater opportunity to realise a more
joined-up and focused approach to delivering front line services
efficiently and contribute to the effective development of evidence
based policy making.
A4.5 VOSA's specific business objectives
are shown below (Specific schemes introduced since 2002 to implement
policy in line with each objective are bullet pointed beneath
each objective)
To raise the compliance of the road haulage
and passenger transport industry industries with licensing, roadworthiness,
road traffic and environmental regulations and standards;
— Operator Self Service (page 11 of
Annual Report & Accounts 2004-05)
— Safe Operator's Guide (page 15 of
Annual Report & Accounts 2004-05)
— Powers to Stop (page 17 of Annual
Report & Accounts 2004-05)
— Automatic Number Plate Recognition
(ANPR) (page 18 of Annual Report & Accounts 2004-05)
To improve roadworthiness and environmental
acceptability of private motor vehicles and to contribute to the
reduction of vehicle-related crime;
— Single Vehicle Approval (page 23
Annual Report & Accounts 2004-05)
— Vehicle Identity Checks (page 24
Annual Report & Accounts 2004-05)
To work with DVO Group members and other
partners to provide customers with a choice of modern, accessible
and user-friendly services;
— Development of the Commercial Customer
Portal (page 27 Annual Report & Accounts 2004-05)
To run an efficient, effective, continually
developing and valued business, equipping our staff to make the
best use of available technology, skills and knowledge;
— Mobile Compliance Device (page 18
Annual Report & Accounts 2004-05)
— Estate modernisation (page 37 Annual
Report & Accounts 2004-05)
PERFORMANCE AND
ACCOUNTABILITY
A4.6 VOSA is set challenging targets by
the Secretary of State and the Advisory Board (Tables showing
performance against Key Targets for 2004-05 are shown at Annex
D) and performance is monitored regularly by VOSAAB. VOSA is required
to report on its performance against targets in its Annual Report
and to the Advisory Board. The agency's performance is also open
to the scrutiny of the Office of Government Commerce, the National
Audit Office and the Parliamentary Commissioner for Administration.
The Chief Executive's role and responsibility and accountability
to Government is set out in the Framework Document 2000 (sections
3 and 4 refer)
A4.7 A detailed breakdown of VOSA's activities
is supplied in its annual Effectiveness Report. (Effectiveness
Report 2002-03 and 2003-04 refer)
HIGHWAYS AGENCY
(HA)
A5.1 The Highways Agency is responsible
for operating, maintaining, improving and managing the strategic
network of motorways and trunk roads, in England. The strategic
road network is the single largest Government asset valued at
almost £72 billion [annual report 2004-05]. It carries about
a third of all road traffic in England and two thirds of all freight
traffic, with over 170 billion vehicle kilometres of journeys
undertaken each year. It provides a vital service to commerce
and industry and has a huge impact on the lives of individuals
and communities. HA's role as network operator is to manage the
asset itself and the traffic using it. HA does this through:
— maintaining the network in good condition;
— improving and developing the network;
— managing traffic on the network;
and
— giving road users up-to-date information
to help them manage and plan journeys.
The Agency also fulfils an international role
by building good working relationships and sharing experience
and expertise with other oversees road administrations. This helps
to promote the value of UK knowledge, expertise and best practice
and supports UK industry.
The work of the Agency is summarised in its
aim "Safe Roads, Reliable Journeys, Informed Travellers."
A5.2 The last year has seen major changes
in the Agency as it moves towards more customer-focussed, front-line
operation of the strategic road network, helping to improve capacity
and reduce the impact of congestion. Highways Agency Traffic Officers
began operations in the West Midlands in 2004, and the service
is being progressively introduced across the country's motorway
network during 2005-06. Seven new Regional Control Centres, manned
by 300 control room staff, will direct some 1,000 on-road Traffic
Officers operating across the entire motorway network. The key
objectives of the service are to:
— reduce incident related congestion
and improve safety;
— release police time to tackle criminality
and core policing activities; and
— develop the Highways Agency as a
network operator.
This major addition to the Agency's traditional
role will be an important factor in the delivery of the new PSA
target for Journey Time Reliability.
A5.3 In 2005 the Agency published its new
Corporate Plan "Customers First" which sets out its
vision for the continuous improvement of our service and revised
its Framework Document.
HA'S CONTRIBUTION
TO DEPARTMENTAL
OBJECTIVES AND
POLICY
A5.4 The Agency's vision of `Safe Roads,
Reliable Journeys, Informed Travellers' supports the Department's
overall aim of providing reliable, safe, secure transport for
everyone, which respects the environment. The HA contributes directly
to a number of the Departmental objectives through its own objectives
by:
— improving journey reliability;
— improving safety for those using,
working and living with roads;
— mitigating the impact of roads on
the environment; and
— improving internal efficiency while
adding value to service delivery.
The targets and the work that support these
objectives are set out in HA's annual Business Plan.
PERFORMANCE AND
ACCOUNTABILITY
A5.5 DfT Ministers set HA performance targets,
which are published in the HA's annual Business Plan and performance
is reported annually in the HA's Annual Report and accounts. The
Chief Executive is also responsible for reporting to the Department
in-year through:
— regular reporting to the Roads Minister,
in a form approved by the Minister;
— regular reporting to the Department's
board on progress and risks, in the form agreed by the board in
its role supporting the Permanent Secretary; and
— such other regular reporting as may
be decided by the Department's board.
The Agency's performance for 2004-05, 2003-04
and 2002-03 is shown at Annex E.
January 2006
Annex A
SCHEDULE OF TABLES ON AGENCIES' PERFORMANCE
AGAINST KEY TARGETS
DRIVING STANDARDS AGENCY
PERFORMANCE AGAINST
KEY MINISTERIAL
TARGETS AND
MILESTONES
| Key Ministerial Targets
| Targets, Outturns 2004-05 | Targets for 2005-06
|
| | |
| | |
| Efficiency | |
|
| Reduce sick absence (For 2005-06 this is part of the VFM plan)
| Target 11 days per employee Outturn 14.6 |
11.1 days per employee |
| Improving road safety |
| |
| The national average practical car test waiting time will be no more than six weeks
| 8.4* | 6 |
| Deliver a national programme of Arrive Alive presentations for 16-19 year olds
| Target 6,000 Outturn 5,075 | 6,000 Arrive Alive & 200 Arrive Alive Classic: Pass Plus take up of 18% of those passing the driving test
|
| Increase the number of ADI check tests |
Target 5,000 Outturn 1,315 | 98% of ADIs to have been check tested once every four years and all ADIs to be Hazard Perception assessed by 31/12/06
|
| Assure the quality of the practical driving test
| N/A | 1% of all practical tests
|
| Better customer service |
| |
| Candidates to be satisfied with the overall level of service received from the Agency
| Target 90% Outturn 90% | Target 90%
|
| Improve business customer satisfaction, including ADIs, to above the baseline 65%
| 48% | |
| E-enable our services by using Automated Driving Licence Issue system to send pass results to DVLA, which enables drivers to automatically receive updated licences from June 2004
| Delivered in August | Extend ADLI to other categories of licence holders.
|
| E-enable our services by introducing Advanced Speech Recognition for customers booking by telephone in August 2004
| Achieved June | N/A |
| Following routing by our call handling system, 90% of calls to our booking offices will be answered by a human voice in no more than 20 seconds
| 90% | Target 90% |
| Improve business and value for money
| | |
| Provide off road motorcycle test facilities by 2008
| N/A | Acquire 20 and build 10 multi purpose centres
|
| Deliver the benefits outlined in the VFM plan achieving at least 2.5% of cast savings and 2.5% efficiency and productivity improvements
| Achieved | |
| Achieve a target ROCE on statutory activities
| Target 3.5%
Outturn 0.8% | Target 3.5%
|
| Increase the basket of fees by target, within the cumulative RPI target
| Target 1.7%
Outturn 5.1% |
|
| | |
SUMMARY OF ACHIEVEMENTS AGAINST SERVICE STANDARDS
| Standard | 2004-05
|
| |
| |
| Theory Test | |
| Keep 99.5% of all appointments | 99.8%
|
| Give 95% of candidates an appointment at their preferred test centre within 2 weeks of their preferred date
| 94% |
| Practical Test | |
| Waiting times—car 6 weeks |
|
| —vocational 3 weeks |
|
| —motorcycle 4 weeks |
|
| |
| 8.4* 4.1 3.8 |
| Practical car test appointments will be available at 99% of permanent driving test centres within 9 weeks
| 63% |
| Keep 99.5% of appointments that are in place two days prior to the test appointment—Key target for 2005/06
| 98.6% |
| 98.75% of all appointments to be kept | 97.47%
|
| 95% of all calls to booking offices will access the call handling system without receiving an engaged tone
| 88% |
| ADI | |
| Practical test waiting time—5 weeks |
7 |
| Keep 99.5% of PDI practical test appointments that are in place two days before the appointment for the test
| 97.8% |
| Keep 98.75% of all PDI practical test appointments
| 94.8% |
| Correspondence | |
| 97% of letters and e-mails answered within 10 working days
| 94% |
| Letters and e-mails answered within 15 working days
| N/A |
| Bill payment | |
| Undisputed and settled invoices to be paid within 30 days of receipt
| Target 98% Outturn 98% |
| Customer service | |
| After a call has gone through our automated call handling system, we will answer 90% of all incoming calls by a human voice to booking offices in no more than 20 seconds
| 90% |
| 90% of calls to enquiry lines will be answered within 30 seconds
| 95% |
| Refunds | |
| 95% of all refunds will be paid within 15 days of receipt of a valid claim
| 99% |
| |
* The target for 20 April 2005 was to deliver a 6 week national
average car practical test waiting time from January 2005. The
average for the year was 8.4 weeks but we did achieve 6.1 weeks
in January.
Annex B
DRIVER AND VEHICLE LICENSING AGENCY
2004-05 PERFORMANCE AGAINST
SECRETARY OF
STATE TARGETS
| Secretary of State Target | Outturn
|
| |
| Core Business | |
| |
| Maintaining records that enable vehicle keepers to be successfully traced[3]
| Achieved |
| 75% of Harmonised Registration Certificates [HRC] to be issued by March 2005 (97.5% by July 2005)
| (77%) |
| Maintain or improve levels of customers satisfaction (2003 baseline 92%)
| Not Achieved
(88%) |
| First driving licence turnaround times (98% within 8 working days)
| Achieved
(98.4%) |
| Vehicle registration (V5) changes (95% within 12 working days)
| Achieved
(97.2%) |
| Reduce revenue Loss arising from VED evasion to 4% by March 2005
| Achieved
(3.4%) |
| 20% reduction in vehicle underclass by March 2005, through CR enforcement
| Not achieved
(16%)[4]
|
| Financial Targets |
|
| To deliver 2.5% efficiency gain | Achieved
(5%)
|
| Deliver 3.5% return on Capital Employed (ROCE) target
| Achieved
(greater than 5%) |
| Agency's Change Programme |
|
| Completion of Post Office barcoding (BART Phase 3) to enable automatic immediate update of DVLA licensing records by August 2004
| Achieved |
| First full HRC issued by July 2004 | Achieved
(June 2004)
|
| DVO Change Programme |
|
| To have commenced national rollout of EVL (phase II) by March 2005
| Achieved
(to all eligible customers) [5]
|
| First driver to receive replacement licence after passing test using Automatic Driver Licence issue (ADLI) System by June 2004
| Achieved late
(delivered August 2004).
|
DRIVER AND VEHICLE LICENSING AGENCY
2005-06 PERFORMANCE AGAINST
SECRETARY OF
STATE TARGETS
| Secretary of State Target |
|
| Customer Service Standards: |
| Satisfaction: to maintain or improve customer satisfaction at 2004 levels.
|
| Timeliness of Delivery: to maintain or improve on the standard of services to the customer.
|
| Customer Ease of Contact: To deliver a programme of e-service capability across the consumer and business sectors.
|
| Increased co-operation with other Government agencies/departments to provide improved services.
|
| Regulatory Compliance: |
| VED Tax Yield: to achieve a level of at least £55 million above the 2004 baseline and maintaining or reducing the evasion loss as a maximum 3.4% in line with the Roadside Survey.[6]
|
| Persistent Evaders: To reduce the number of persistent evaders of VED by 35% by March 2006.[7]
|
| Data Quality: Vehicles: Records to be capable of 97.5% of current vehicle keepers to be successfully traced from the record.[8]
|
| Value for Money: |
| Deliver the benefits outlined in the value for Money Plan: achieving at least 2.5% of cost savings and 2.5% efficiency and productivity improvements.
|
| ROCE: to deliver a return on capital employed of 3.5% and build reserves for development funding.
|
|
— are untaxed (or SORN) for at least three months
— are between keepers for at least three months
— where the keeper has an unallocated post-code (rough
indicator of vehicles registered to a false name or address)
— where the registration mark (VRM) is not on the
DVLA record (indicator of vehicles with false or tampered number
plates)
— where the VRM is registered to a different vehicle
type or model (indicator of vehicles with false or tampered number
plates)
when the vehicle is in use but declared scrapped.
DVLA Charter Standards
CHARTER STANDARDS PERFORMANCE 2001-02 TO 2004-05
| | |
| | |
| Standard | Performance
|
| | 2001-02
| 2002-03 | 2003-04
| 2004-05 |
| Driving licences | |
| | |
|
| First provisional licences | 3 weeks
| 99.9% | 99.8% | 99.8%
| 99.9% |
| Ordinary driving licences (ODL) | 3 weeks
| 99.9% | 99.5% | 99.7%
| 99.7% |
| Vocational driving licences | 3 weeks
| 99.4% | 99.3% | 99.5%
| 99.6% |
| Documents to be delivered to the customer within the above standard, measured from date of receipt at DVLA
|
| Medical investigations(aim to complete work)[9]
| | | |
| |
| Simple Cases | 90% in 15 days
| N/A | 98.0% | 95.4%
| N/A |
| Complex Cases | 80% in 90 days
| N/A | 80.2% | 78.7%
| N/A |
| Vehicle registration documents |
| | | |
|
| First registration (V55)(excluding cherished transfers)
| 3 weeks | 98.6% | 97.9%
| 98.9% | 97.9% |
| Changes on a registration document (V5) |
3 weeks | 99.2% | 99.0%
| 99.1% | 99.0% |
| Duplicate registration document (V62) | 6 weeks
| 95.1% | 97.9% | 99.4%
| 99.4% |
| Documents to be delivered to the customer within the above standard, measured from date of receipt at DVLA
|
| Vehicle excise duty Refunds |
| | | |
|
| All VED refund applications | 6 weeks
| 93.9% | 97.1% | 96.0%
| 97.1% |
| Telephone enquiries |
| | | |
|
| (% of all calls to be answered) | 98.0%
| 99.4% | 99.4% | 99.0%
| 99.5% |
| Calls routed out of automated system answered within 30 seconds
| 82.0% | 90.9% | 91.0%
| 79.7% | 82.7% |
| E-mails answered in three working days (7 days 2001-02)[10]
| 95% in 3 days | 99.8% |
97.3% | 78.3% | 86.6%
|
| Customer complaints |
| | | |
|
| Immediate acknowledgement | 100%
| 100% | 100% | 100%
| 100% |
| Substantive response (working days) | 10
| 96.5% | 97.2% | 97.4%
| 97.6% |
| MP correspondence |
| | | |
|
| Immediate acknowledgement | 100%
| 100% | 100% | 100%
| 100% |
| Substantive response (working days) | 7
| 97.5% | 98.5% | 99.2%
| 97.6% |
Annex C
VEHICLE CERTIFICATION AGENCY
PERFORMANCE AGAINST
KEY MINISTERIAL
TARGETS AND
MILESTONES
| Key Ministerial Targets | Targets, Outturns 2004-05
| Targets For 2005-06 |
| | |
| Improve business and value for money |
| |
| To achieve financial break-even on the commercial accounts at the operating level
| Not achieved | N/A |
| To make a surplus on an operating basis |
N/A | Operating surplus |
| To complete the roll-out of the integrated expense management system across the Agency and provide data to better support business development
| Achieved | N/A |
| Deliver the benefits consistent with the value for money plan, achieving 2.5% cost savings and 2.5% efficiency and effectives improvements
| N/A | |
| Better customer service |
| |
| To issue at least 98% of type approval certificates error-free
| Achieved (99.07%) | 98% |
| To deliver at least 90% of type approval certificates within eight working days
| N/A | 90% |
| To improve customer satisfaction rating year on year
| N/A | Achieved—2004-05 mean score 4.0 (very good), 2005-06 mean score 4.1
|
| To expand VCA's global presence in new territories.
| N/A | Achieved—Open office in China. (opened April 2005) Conduct feasibility study for office in India (completed Nov 2005)
|
| To have plans in place and on track to implement new approval procedures for buses by 2007
| Achieved | N/A |
| Better compliance and regulation |
| |
| Develop the VCA strategy in relation to emerging technologies in vehicle testing by December 2005
| N/A | Achieved—strategy developed for virtual engineering
|
| Carry out and enforce an annual programme ofin-service emissions testing
| N/A | Carry out agreed DfT programme by March 2006
|
| | |
Annex D
VEHICLE AND OPERATOR SERVICES AGENCY (Formed in April
2003)
PERFORMANCE AGAINST
KEY MINISTERIAL
TARGETS AND
MILESTONES
| Key Ministerial Targets | Targets, Outturns 2004-05
| Targets For 2005-06 |
| | |
| | |
| Seamless Services to our Customers |
| |
| To improve HGV and PSV test availability by offering a test appointment on or within 18 days of the requested date, 95% of the time
| 99.7% HGV tests 99.9% PSV tests | 95% within 15 days Trialled key customer requirements for test availability
|
| To improve licence application turnaround times by determining 85% of unopposed applications within 10 weeks from date of receipt of application
| 89.8% | 85% within 9 weeks Implement simpler & quicker licence application processes
|
| To maintain or improve levels of customer satisfaction against the 2003 baseline:
| | Operators > 79% |
| Operator licensing 78% | 83%
| |
| Operator testing 73% | 79% |
|
| Fitters and presenters- roadside checks 89%
| 91% | Presenters, drivers and fitters >92%
|
| Fitters and presenters testing 92% | 94%
| |
| MOT customers 93% | 81% |
MOT customers >81% |
| Effectiveness and Quality Improvements
| | |
| To have a robust MOT Computerisation system being rolled out nationally by March 2005
| Delayed but roll-out commenced 18 April 2005
| Complete roll-out of MOT Computerisation by 31 March 2006. Delivered first phase of specified benefits
|
| To develop a Commercial Portal by delivering access to: Operator licensing self-service by May 2004 e-payment facility by 31 March 2005 Development of self-service test bookings for implementation by April 2006
| Achieved | Increase take up of Operator self-service to 55%, Commercial Portal available to public by December 2005, On-line test booking by December 2005, On-line payments by December 2005, On track to deliver on-line licence applications in 2006-07
|
| To contribute to the improved compliance of the lorry, bus and coach industries through effectively targeted compliance inspections, penalties and advice; as measure by performance gain points (2003 baseline 8,295,459)
| Achieved (11% above objective) | 5% increase in effective targeting. Reduce % of compliant vehicles detained at the roadside Increase number of dangerous vehicles & drivers taken off the road
|
| To complete merger of the intelligence and compliance units to ensure the independence of Traffic Commissioners and improve the quality of investigated cases presented
| N/A | Roll out of the Regional Intelligence Unit (RIU) structure Increase the quality & completeness of cases submitted to Traffic Commissioners
|
| Value for Money | |
|
| Contribute to the DVO Group 5% value for money target by delivering against an agreed VOSA value for money plan, achieving 2.5% efficiency and 2.5% effectiveness measures(see above)
| Achieved | Delivering 5% VfM savings covering at least 2.5% of baseline cost reduction measures and 2.5% of effectiveness improvements
|
| Financial Performance |
| |
| To agree design templates for the estate modernisation programme and have completed 30% of Phase 1 by 31 March 2005
| 53.5% of Phase 1 completed | Completed refurbishment of 4 Heavy Goods Vehicle Test Stations. Started roll-out of the modernisation programme of test hall equipment
|
| | |
Annex E
HIGHWAYS AGENCY
| PERFORMANCE AGAINST MINISTERIAL TARGETS 2004-05, 2003-04, 2002-03
|
| Performance Measure | 2004-05
| 2003-04 | 2002-03 |
| At least 440 progress points for the M1, M6 and M25 schemes, compared to the end of 2003-04 forecast score of 250.
| Met: 455 points delivered against an amended list of schemes as approved by Ministers
| Targets based on Scheme Milestone |
|
| At least 95% of the major schemes progress points required to reach the score of 5,572 compared to the end of 2003-04 forecast score of 4,590. (NB Target amended by Ministers following Spending Review 2004).
| Revised Target Met:5,643 points delivered.
| | |
| Complete 20 of 26 priority action sites at junctions
| Met: 22 sites surveyed, no further action taken at four of these sites as improvements would be of limited benefit.
| No target |
| In establishing the Regional Control Centres (RCCs), achieve:—West Midlands RCC and traffic officers commence service. Achieve 92 of 100 points.
| Met: 92 points delivered. | No target
|
| —140 of 155 progress points for all other RCCs and traffic officers.
| Met: 147 points delivered. | No target
|
| Establish and Implement a management system to monitor and report on incident-related congestion in the West Midlands.
| Achieved Aug 2004 | No target
|
| Make publicly available by March 2005—and maintain thereafter—traffic information for the Agency's network via a website and a dedicated voice recognition interactive telephone service.
| Achieved Feb 2005 | No target
|
| Provide by March 2005—and maintain thereafter—on the Agency's motorway network, strategic route advice using the variable message signs (VMS) available, for all incidents causing more than 15 minutes predicted delay, and monitor its accuracy.
| Achieved Feb 2005 | No target
|
| Deliver the Agency's agreed proportion of the national target. By 2010 reduce by a third (ie to 3327) the number of people killed/seriously injured on trunk roads compared with the 1994-98 average of 4991.
| Target Outturn | 4,159 3,907
| 4,297 4,223 | 4,436 4,420
|
| Achieve a road surface condition index score of 100 plus or minus 1
| Met | Targets based on percentage to be maintained in the following year.
|
| Achieve at lest 95% across the five sub targets
—Air Quality: Improve quality of at least two Air Quality Management Areas (AQMA) sites
| Target Outturn | 2 2 |
4 4 | |
| —Biodiversity: Achieve at least 5% of HA Biodiversity Action Plan extending across 15 priority targets
| Target Outturn | 5%
6.64%
| 12%
20.25% | |
| —Landscape: Introduce no less than four planting schemes
| Target Outturn | 4 11 |
8 18 | |
| —Noise: Treat at least 50 lane km of concrete road surface with lower noise surfacing
| Target Outturn | 50 lane kms 117.2 lane kms
| 300 lane kms 324.61 lane kms | Audit unable to validate results.
|
| —Water: Treat at least five outfalls identified as posing a pollution risk to watercourses
| Target Outturn | 5 5 |
2 3 | |
| Achieve from the road user satisfaction survey an average annual score
| Target Outturn | 85% motorways 80% trunk roads 87.6% motorways
| 83.8% trunk roads | 84% (all roads) 83.4% (all roads)
|
| | |
| |
1
Around the time the Transport Committee launched this enquiry
the Cabinet Office transferred responsibility for the Government
Car and Despatch Agency to the Department for Transport. The Committee
did not ask for this Memorandum to cover the GCDA. Back
2
Predominantly DVO Group responsibilities extend to Great Britain
with one exception. DVLA is responsible for vehicle registration
across the whole of the United Kingdom. Back
3
Currently 92% of keepers can be traced from our records. The major
impact on accuracy and enforcement occur once the HRCs have all
been issued so that the CR enforcement can all be based on robust
data. For 2005-06 and onwards an accuracy percent target will
become relevant and be employed as a Secretary of State Target.
This target can only be measured through a specific survey (Accuracy)
which is conducted every two years. Back
4
Figures fallen to 16% as a result of Continuous Registration (CR),
the primary function of which is to tackle soft evaders. Additional
Wheelclamping is an essential element in the fight against the
underclass and we do not anticipate further reductions until clamping
activities are increased in 2005-06 and 2006-07. Back
5
By March 2005 national rollout had commenced to all EVL eligible
customers. Delays to MOT computerisation is delaying full national
rollout. Back
6
Compared with 4.8% outcome of the 2002-03 roadside service. Back
7
Set against a baseline of 970,000 vehicles (or 3% of the total
vehicle populations), as detailed in the Jill Dando Institute
of Crime Studies (JDI) report on vehicle underclass (March 2004).
Persistent evaders are those whose vehicles: Back
8
Vehicles for which a Harmonised Registration Certificate (HRC)
has been issued. Back
9
New casework system in development and testing. Back
10
E-mail answering measure also separately included in SoS targets
from 2001-02 until 2003-04. Back
| 
