One in which we generate and grow income for government, fee payers and taxpayers, whether via cost saving, vehicle tax, or our own commercial enterprise. This may mean that certain roles transfer to direct DVLA employment as opposed to being provided by a 3rd party. It will help us if you say what assistive technology you use. DVLA is leading the way in government digital services, changing rapidly from what was once a paper based organisation to a digital organisation fit for the future. We will continue to align our eficiency plans with wider government strategies.
Achieved GDS principles and Agile methodology adopted. This strategic plan outlines our goals and direction over a three year period and is intended to be as consistent as possible. We will continue to work towards the DfT sickness absence target of 7 days. This is linked 2014-5 recommendations 3 and 4. How the agency is changing 3. Details of how DVLA intends to achieve against its strategy within the year are set out in our plans forsee section 3.
Key deliverables over a 24 month period commencing in are:. In addition, the use of intermediaries and digital service channels will require an increase of commercial and contract management skills. Drivers Medical reform – separate arrangements for commercial customers where business and livelihoods are at stake.
(PDF) DVLA Strategic Plan to | Clayton Clive –
Building externally funded opportunities is a main priority for the new commercial director and the use of digital service channels will require an increase of commercial and contract management skills. There dv,a specific measures which deal with how the organisation will change its commercial approach moving away from large single supplier contracts to more flexible disaggregated contracts with greater use of Small and Medium Enterprises SME.
Develop a consistent approach to self- service, digital casework tracking and digital updates and reminders across all business areas. What were you doing? A paper tax disc will no longer be issued and will no longer need to be displayed on a vehicle. Key deliverables over a 24 month period commencing in are:. Drivers Medical reform – separate arrangements for commercial customers where business and livelihoods are at stake.
The recommendations from the Review were published on 27 February Our goal is not to self-fund from fees but rather to increase efficiency and cut fees for the public. Who we are and what we do 2.
This Business Plan describes our immediate targets and milestones for the first year of our strategic plan. To help us improve GOV. What were you doing? Models will continue to be produced to plan busijess the scale of underutilised capacity in support of this activity.
Operational and Customer Services – Tony Ackroyd is responsible for the creation xvla accurate maintenance of the driver and vehicle records, focusing on the delivery of high quality customer services with a strong emphasis on increasing the availability of digital channels.
Delivery will become user led. It will help us if you say what assistive technology you use. These improvements will help the agency manage and reduce exposure to the risk of holding inaccurate or incomplete information on driver entitlement bhsiness vehicle keeper details. DVLA plans to assess and then meet the skills gap that currently exists looking to use the resources it has both within the organisation and its surrounding area.
Thank you for your feedback. We will continue our commitment to reduce the administrative burden and work with stakeholders to introduce policies that reduce the burden on customers.
I want to notify DVLA of a death of a driver. These be better than before.
Business plan 2014 to 2015
Our goal is to get lpan right drivers and vehicles taxed and on the road, as simply, safely and efficiently for the public as possible. Our Business Plan sets out the way in which DVLA intends to introduce new and accelerated ways of delivering digital services together with delivery dates for the first tranche of services.
One in which we generate and grow income for government, fee payers and taxpayers, whether via cost saving, vehicle tax, or our own commercial enterprise.
To help us improve GOV. Clear plan for the 201-15 and retention of key skills with an emphasis on retraining those existing staff made surplus as a result of the move to digital and local apprenticeships.