DVO Group Corporate Plan 2005-07: Introduction

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Purpose of the Plan

This plan is an update to the 2004 - 2007 Corporate Plan, and covers the Group's priorities and activities up to 2007. Future Corporate Plans will be aligned with the Government's Spending Review process and the fi rst opportunity for a major revision of the Group's strategy will be in preparation for the Government's Spending Review 2006.

The DVO Group Corporate Plan:

  • Provides an overview of the purpose and structure of the Group, and the context in which it operates
  • Describes the key stakeholders and customers of the Group
  • Presents the actions planned to deliver the Group's key strategic themes of Better Services to Customers, Better Compliance and Better Value for Money, with the associated objectives, targets and activities
  • Shows how the Group's strategic objectives relate to the objectives and targets laid out in DfT's Business Plan, and how they relate to the key activities and targets laid out in the Agency Business Plans
  • Consolidates the key agency activities and targets, which will help the Group to meet its corporate objectives

The Plan is primarily focused on the strategic changes which are happening within the DVO Group. Although our ongoing business purpose and activities remain unchanged, substantial changes are occurring in how we deliver our goals. The DVO Group delivers a host of services such as testing and licensing of drivers and vehicles; they are the core of the Group's activities. This Plan does not focus on these core activities - though it does cover the key "business as usual" targets and the changes to how they are delivered. The individual Agency Business Plans outline these core services in greater detail.

Delivering the Plan

The DVO Group's strategy and corporate objectives will be delivered through:

  • Delivery of core services. One of the key challenges for the Group is to continue to deliver quality and timely services during a period of extensive change. For example, VOSA aims to improve test appointment times for Heavy Goods Vehicles and buses whilst delivering an extensive programme of e-capability across the commercial sector.
  • Strategic modernisation projects. To complete its modernisation programme the Group has identifi ed a number of strategic projects (see page 33). For example, the Shared Virtual Contact Centre (SVCC) is aimed at consolidating the number of contact centres, thereby making savings whilst still delivering excellent service to customers.
  • Key Central activities. The Central Directorate has a role in co-ordinating strategic activities across the Group. For example, the Customer Insight team conducts research across the Agencies' common customer base. This is an effi cient way of assessing Agencies' services and identifying how we could adapt our services to meet customers' changing needs without increasing costs.

Revised performance and risk management framework

The Corporate Plan alone will not be enough to deliver the Group's strategic priorities. Performance and risk management plays a vital role in ensuring the delivery of each of our corporate objectives. During 2005 - 2007 delivery will be measured through the Agencies' Secretary of State Targets, together with a range of Key Central Activities and milestones set out in this Plan. We have strengthened the business planning, performance and risk management processes across the Group to facilitate a cohesive programme of work with clear lines of accountability. The Group's key targets can be found in Annex A, while a breakdown of key risks can be found in Annex B.