Supplementary memorandum submitted by
the Department for Transport and the Agencies
Thank you for your letter of 16 January seeking
further clarification on the Department's Memorandum to the Transport
Committee of 13 January.
As regards your query about paragraph 5.2 the
following are examples of issues that were brought to the attention
of the DfT board:
— When DSA encountered industrial action
in early 2004 the Chief Executive and the DVO Director-General
(DG) regularly briefed Ministers on the state of DSA's negotiations
with the unions and the impact (potential and actual) of industrial
action on customers. Separately, the DG briefed the DfT Board.
— When MOT computerisation faced difficulties,
the VOSA Chief Executive reported regularly to Ministers, and
the DG briefed the DfT Board, on progress and current issues.
In such cases briefing is normally through minutes and oral updates.
Essentially it is for the DG and relevant Chief
Executive to judge whether an issue is "significant".
Factors would include both the inherent importance of the issue
(as with the two examples above) and its public profile (Ministers
need to be able to respond if necessary to Parliamentary or media
interest). The aim is to ensure that Ministers and the Board are
aware of important developments and emerging major risks or public
concerns without being burdened with unnecessary day-to-day operational
detail. Follow-up depends on the issue and situation. For example,
Ministers may want to discuss face-to-face with the Chief Executive
and others, obtain further information etc.
I attach a note on DSA's involvement with CIECA
(paragraph A1.12). This is at Annex A.
Currently there are separate registers of vehicles
in Great Britain and Northern Ireland (paragraph A2.3). Vehicle
registration and licensing services are provided in Northern Ireland
by Driver and Vehicle Licensing Northern Ireland (DVLNI), an Executive
Agency of the Department of Environment in Northern Ireland though
it is the DfT Minister, through DVLA, that is responsible for
the service in Northern Ireland.
DVLA is currently working closely with DVLNI
on a Project called the "Vehicles Systems Integration Project".
The primary objective of this Project is to introduce a single
Vehicle Register and a single set of IT systems that will be used
to manage all vehicles in Great Britain and Northern Ireland.
The services in Northern Ireland will continue to be provided
by DVLNI staff, based in Coleraine.
The legislation is predominantly the same in
Great Britain and Northern Ireland and there are few changes necessary
or proposed. The only significant policy change will be the fact
that retention certificates (the ability to retain a registration
mark following a cherished transfer) will be introduced in Northern
Ireland. In addition it should be noted that the MOT rules applicable
to PLG vehicles (cars) are different in Northern Ireland and Great
Britain. In Northern Ireland a vehicle does not need an MOT test
until it is four years old; in Great Britain it is three years.
The Project is not attempting to change this.
The main operational change is that the process
of moving a vehicle between Great Britain and Northern Ireland
will be simplified as in future this will be a routine change
of address, whereas currently customers have to go through a complex
process involving "export" and "import" processing.
The current registration mark formats in Northern Ireland and
Great Britain will continue to be supported. In addition the integration
will provide customers in Northern Ireland with the same extended
functionality as customers in Great Britain currently enjoy. In
particular EVL (Electronic Vehicle Licensing) will be available.
The Project is expecting to complete requirements
gathering and submit a full business case to the DVLA Board in
September 2006. If approved, the integrated system should be introduced
during 2007. For drivers, the Agency's Drivers Re-engineering
Project is developing a new integrated UK driver licensing system,
which will replace both DVLA and DVLNI Drivers systems. DVLNI
is scheduled to come onto this system in 2008.
The overall governance of the DVO Modernisation
programme (paragraph A2.10) is set out in the Governance Handbook
dated October 2005 copies of which have been deposited in the
Library of the House. This document refers to the initial One-Stop-Service
Delivery Group as the first point at which the different strands
of the modernisation programme are brought together. That Group's
Terms of Reference are attached at Annex B.
Finally, I enclose copies of recent customer
surveys conducted by the DVO Group, as follows:
— Operators and Drivers, Fitters and
Presenters: Customer Satisfaction Survey 2005.
— Learner Drivers and Motorcycle Riders:
Customer Satisfaction Survey 2004.
20 January 2006
Annex A
DSA'S INVOLVEMENT
IN CIECA
DSA actively engages in CIECA, as this gives
an opportunity to learn from partner organisations, and to contribute
informed advice to European policy makers at a pre-legislative
stage. The DSA Director of Policy and E-Assessment is a member
of the CIECA Permanent Bureau, the governing council. Technical
work is undertaken by an Expert Advisory Group, which comprises
senior staff from several Member States. DSA's Chief Driving Examiner
is a member.
The Chief Driving Examiner is currently chairing
a CIECA working group which is taking fonNard CIECA activities
responding to the European Road Safety Charter to which CIECA
is a signatory. CIECA has recently produced:
— a Quality Manual for introducing
quality standards to a driving test organisation;
— harmonisation of the assessment criteria
for driving test candidates; and
— quality requirements for practical
test examiners.
DSA also frequently contributes information
and technical staff to assisting CIECA research. Recent projects
have looked at post-test training, the extent to which tests are
harmonised across the EU, current practice concerning medical
fitness to drive, and car driving instructor standards.
We know that there is considerable international
interest in our computer-based assessments, particularly the-way
that we have extended objective testing from knowledge and understanding
to performance with the introduction of a moving-image hazard
perception testing. DSA has been asked to make presentations at
international gatherings of test publishers, sponsors and psychometricians
such as the Association of Test Publishers and the Performance
Testing Council. The Commission has indicated that our theory
test provides other Member States with a benchmark to which they
should aspire.
The German authorities are undertaking a root-and-branch
review of their theory testing arrangements—their content,
the type of test items used, and the delivery platforms. The Germans
have expressed interest is closer cooperation. A two-day workshop
has been arranged here on 27 and 28 February to enable them to
learn from GB experience, understand GB practice, and explore
potential collaboration on developments. We understand that the
Netherlands are also considering developing their theory test
using computer technology and moving-image test items.
Annex B
CUSTOMER STRATEGY—ONE-STOP-SERVICE
DELIVERY GROUP
The main purpose of the CS OSS Delivery Group
(CS OSS Group) is to lead the development and implementation of
the Customer Strategy—One-Stop-Service, and to monitor delivery
against the routemaps for the Consumer and Commercial customers'
programmes. The OSS strategy will be delivered through eight key
enabling strategies (channels and IT infrastructure):
— Web Portals (Directgov and TransportOffice).
— Contact Centres (two site consolidation
and Contact Centre Strategy).
— Intermediaries (how can we maximise
e-take up through others, help with diversity etc).
— Physical Channels (what transactions
still need to be done face to face).
— Channel Shift (to web and IVR channels).
— Databases (including single view
of the customer).
— Data Partners (can we develop our
commercial channels to include Police etc).
— ICT (in particular the dependencies
and cross-working across the IT suppliers).
As set out below, the "Core Group"
will be expanded to consider progress made on each of these enabling
strategies.
The outcomes of the CS OSS Group will be to:
— develop the OSS strategy and ensure
it complements the other DVO strategies on Compliance and Value
for Money;
— monitor delivery against the Customer
Routemaps (Consumer and Commercial);
— identify risks and reduce/remove
any potential barriers to change;
— support the Customer Directors, supplying
expertise as demand arises; and
— communicate progress across the DVO
Group.
It will also act as the forum for agreeing all
OSS related papers and presentations that come forward to the
DVO Board.
CUSTOMER STRATEGY—ONE-STOP-SERVICE
CORE GROUP (meetings monthly)
Standard agenda items:
— progress reports from each of the
Customer directors on delivery against the routemaps, covering
any problems identified (in particular any cross-cutting issues)
and adjustments required;
— any new developments in customer
research (impact of changing customer experience taken from the
latest research on the OSS strategy);
— recommendations to the DVO Board
for changes to the Heads of Agreement (OSS strategy—the
Vision);
— risks to delivery of the Corporate
Plan objectives (key deliverables);
— communications to the wider OSS Group
("Newport" key stakeholders); and
— review of progress on the specific
enabling strategies, as set out below.
The CS OSS Core Group comprises:
Jonathan Moor (Chair, Director of Strategy and
Resources)
Richard Verge (Strategic Projects Director)
Noel Shanahan (Consumer Director)
Jeremy Rolstone (Commercial Director)
Gordon Court (DSA services)
Christine Keogh (OSS Programme Manager)
The members of the Group may invite other attendees
as appropriate.
WEB PORTALS STRATEGY GROUP (meetings three
times a year)
The purpose of the Web Portals Strategy Group
will be to provide strategic direction to the development of the
commercial and consumer portals. It will set the standards for
the overall design, development and implementation of the commercial
and consumer customer portals. Its decisions will be based on
standards agreed in the OSS Heads of Agreement, DVO ICT strategy
and channel strategy, and the products of projects contributing
to the One-Stop-Service vision for example the plain language
project.
It will oversee the development of the portals
and their alignment with wider Government e-initiatives.
Objectives:
— to provide strategic leadership for
the development of the two DVO portals;
— to give direction to the development
of the portals within the wider Government framework of e-enabling;
— to give direction to the migration
of the information content of the DVLA, DSA, VOSA and VCA (relevant
sections) websites to the portals and migration to new URLs;
— to provide a common user experience
across the two portals, within the constraints of two "portal
hosts"—Business Link and Directgov;
— to oversee the cost effective development
of the portals, by ensuring that best use is made of recyclables,
minimising any duplication of effort across the project teams;
— to oversee the communications and
publicity strategies to ensure a similar approach and use of common
key messages, as appropriate.
For these meeting the Core Group will be expanded
to include:
Azhar Butt (Business Link)
Richard Bond (eGU—Directgov)
Nick Illsley (Transport Direct)
CONTACT CENTRES STRATEGY GROUP (meetings
three times a year)
The Contact Centre Strategy Group is one of
the key enabling frameworks for the Group's OSS strategy and is
a key deliverable in the Group's Value-for-Money strategy. Three
times a year the CS OSS Core Group will be expanded to consider
the contact centre/telephone channel strategy.
The purpose of the Contact Centres Group will
be to:
— provide strategic direction to the
development of the Group's contact centres and the operation of
its telephone channels;
— give guidance on decisions and principles
agreed by the DVO Board;
— oversee the development of the contact
centre strategy with wider Government e-initiatives;
— keep the status of the Shared Virtual
Contact Centre strategy under review;
Objectives:
— to give direction to the development
of the Group's contact centres within the wider Government framework
of e-enabling;
— to give direction to the integration
of the Group's contact centres onto the Swansea and Newcastle
sites;
— to give direction to the development
of a knowledge base project to facilitate the work of both the
Swansea and Newcastle sites;
— to provide a common user experience
across the two contact centres;
— to help integrate the actions required
from the Channel Shift strategy with the strategic development
of the Group's contact centres;
— to oversee the communications and
publicity strategies to ensure a similar approach and use of common
key messages, as appropriate.
For these meeting the Core Group will be expanded
to include:
Brian Gilhooey (Contact Centre Strategy—lead)
Brian Gilhooley will take the lead on monitoring
the deliver of the Contact Centre Strategy and so will be responsible
for both papers to the Group and for ensuring that regular meetings
are held between the operational teams at DSA, DVLA and VOSA responsible
for consolidation.
For the two consolidation projects, Brian Gilhooley
will be SRO on the consolidation of all DSA activities onto the
Newcastle site and Noel Shanahan will be SRO on the consolidation
of all DVLA activities onto the Swansea site.
The Customer Directors will be responsible for
integrating the Contact centre strategy into the wider objectives
of the OSS strategy.
FACE TO FACE ESTATES STRATEGY GROUP (meetings
three times a year)
The DVO board endorsed the DVO Face to Face
(F2F) estate accessibility criteria in April 2005 and agreed that
further work was required to initiate the delivery of an estate
reduction programme and to expand the scope of the accessibility
criteria.
The purpose of the F2F Estates Group will be
to:
— provide strategic direction to the
transformation of DVO F2F outlets;
— take decisions based on principles
agreed by the DVO Board;
— oversee the proposals from the Estates
Transformation Project with the DVO Estates Framework and with
wider Government estate-based initiatives.
Objectives:
— to provide strategic leadership to
the Estate Management Group on F2F locations;
— to provide challenge on the nature
of proposed estate changes;
— to give direction to the Estates
Transformation Project and subsequent implementation phase;
— to help integrate the actions required
from the Channel Shift strategy with the strategic optimisation
of the DVO F2F network;
— to oversee the communications strategies
relating to Estate Changes to ensure appropriate levels of consultation
and engagement are achieved.
For these meeting the Core Group will be expanded
to include:
Jonathan Savill (DVO Business Design Team)
Alastair Farwell (DVO Business Design Team)
Sara Golledge (consultant)
Brian Gilhooley (DSA Operations Director)
Alistair Peoples (VOSA Operations Director)
David Hancock (DVLA Local Operations Director).
OTHER ENABLING STRATEGY REVIEWS (meetings
twice a year)
The CS OSS Delivery Group will also monitor
progress made on implementing the other enabling strategies at
least twice a year:
| 1Intermediaries | Noel Shanahan (lead)
|
| 2.Data Partners | Noel Shanahan/Graham Pritchard
|
| 3.Channel Shift | Franco Degan
|
| 4.Databases | Sarah Norton |
| 5.ICT/Supplier Issues | Sarah Norton
|
—Supplier Issues
To review and consider any supply issues arising and to discuss
potential dependencies. The attendee list will be expanded to
include:
RELATED DVO STRATEGIES (meetings once a year)
— Policy/Compliance Strategy
To review and consider the overlaps and dependencies between
the OSS strategy and the Policy/Compliance Strategy. The attendee
list will be expanded to include:
Helen Morris (DVO Policy Director)
Other policy leads as needed
— VfM Strategy
To review the issues relating to channel shift in relation
to the VfM Plan and the deliver of the eGU Service Delivery Plans.
The attendee list will be expanded to include:
— Corporate Plan
The attendee list will be expanded to include:
| 
