Deliver a step change in organisational efficiency
DVLA is transforming its systems, staff and estate to achieve a £100 million a year reduction in operating costs, on a like with like comparison with the 2010 baseline by the end of 2014-15. For more information visit Governments Spending Review 2010.
ICT systems 
The Agency’s IT databases and software systems have been developed and added to incrementally over a long period and some elements still in use are up to 40 years old.
During 2012-13 we will:
- begin the journey to simplify our technical architecture, streamline our data structures and develop common, flexible, re-usable code through agile development
- review the design of our future technical architecture and explore the product solutions to support this
- deliver a number of urgent ICT projects using current tools, but in a way designed not to compromise the direction of our future technical architecture.
Estate management
The Agency’s estate is more flexible and efficient because of our Private Finance Initiative (PFI) contract. We h
The refurbished main sites in Swansea now have an established infrastructure, providing accommodation and technology able to manage the changes needed in the coming years.
During 2012-13 we will:
- build on arrangements already made to share space with other government departments and agencies
- review the space we are using to ensure we are further tightening space standards where appropriate
- consider the results of the consultation exercise on transforming DVLA’s services and look to introduce any agreed proposals
- negotiate the potential transfer of vehicle inspection activity to the Vehicle and Operator Services Agency sites.
Staff management
DVLA will continue to develop its organisation and appraisals to encourage and reflect willingness to take responsibility and 
The Agency will provide staff and managers with ‘fit for purpose’ HR policies and expert guidance where needed, particularly in support of the transformational change agenda.
During 2012-13 we will:
- realise efficiencies by adopting and adapting our human resource policies from civil service employee policy
- work more closely with colleagues elsewhere to develop common policies and processes
- by April 2012 we will have finalised the complete realignment of operations (see diagram below). The new operational structure will provide a more efficient flow of customer transactions.
Streamlined operational structure
Risk to delivery
There is a threat of continued industrial action across the civil service and potential for local action to resist or attempt to divert the transformation programme. We will mitigate the likelihood of action through open consultation and if required through existing strike response plans to prioritise key transactions.
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