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<p>Exit arrangements from Major IT Contracts is limited across the Department as IT
services are predominantly delivered through in-house IT teams and supplemented by
a small number of services through commercial partners. The DVLA exit from the PACT
contract is well documented within the guidance and is an example of best practice
for exiting large IT contracts. The experience gained from PACT exit is being shared
across the Department and the recently implemented IT Category approach provides forum
network for IT commercial professionals to share best.</p><p> </p><p>Further work
is being undertaken to collaborate across HMG with representation at the Digital Commercial
forum and numerous CCS led initiatives.</p><p> </p><p>The exception within the Department
is DVSA, as there are current programmes of work to disaggregate the two existing
large IT contracts. The work being carried out is covered explicitly below;</p><p><strong>
</strong></p><p><strong>(a) using market engagement, </strong></p><p><strong> </strong></p><p>DVSA
is well acquainted with the guiding principles within the GCF paper ‘Exiting Major
IT Contracts: Guidance for Departments’ and routinely proactively engages with GDS
and CO Commercial on exit from current major IT contracts which are with Atos and
Capita. Exit from these contracts formed a core objective of 2015 DVSA Digital Services
& Technology strategy. Individual projects and procurements have already been
launched for replacement services with market sounding as a routine step in the procurement
process e.g. the new End User Computing contract. Digital Partners have been selected
through the G Cloud framework for development of replacement services with significant
market interest shown when the procurement exercise was launched 12 months ago. DVSA
ensures it understands User Needs through a Discovery phase e.g. in developing new
digital MOT service which fully replaced the old MOT PFI contract. In addition, DVSA
makes use of technology analysists to understand developments in the market.</p><p><strong>
</strong></p><p><strong>(b) setting up disaggregation work, </strong></p><p><strong>
</strong></p><p>Projects for replacement services to exit from the two existing major
IT contracts are launched and have governance processes that requires scrutiny and
approval of full business cases and have a SRO identified.</p><p>Agile methodology
is used within these projects with MVP and service backlogs identified and routinely
tracked through burn down charts for each sprint. Project benefits are tracked through
internal governance and include enabling benefits the exit of existing contracts.
E.g., the Commercial Vehicle Services (CVS) project will enable the exit of a majority
of the DVSA IS2003 contract with Atos during its remaining term. All other activities
to enable contract exit are managed on a Common Technology Service backlog.</p><p>
</p><p><strong>(c) risk assessment, </strong></p><p><strong> </strong></p><p>DVSA
has identified non exit within the remaining term of their two major IT contracts
as a corporate risk and this is monitored by the DVSA Directing Board. Each project
that facilitates contract exit is subject to normal project governance including monthly
risk assessments. All contract end dates are routinely monitored through the DVSA
Investment and Change Committee (ICC).</p><p><strong> </strong></p><p><strong>(d)
developing a programme plan through the transition, </strong></p><p><strong> </strong></p><p>Planning
for contract exit and introduction of replacement services are managed through project
plans and transition is part of the deliverable for the projects. For exit of the
two major IT contracts, an internal DVSA Oversight Board has been established to monitor
risks to exit timescales. This updates the DVSA Investment and Change Committee which
is chaired by a Director.</p><p><strong> </strong></p><p><strong>(e) identifying the
skills and capabilities that will be needed in the future and </strong></p><p><strong>
</strong></p><p>The need for futures skills and capabilities was recognised in the
2015 DVSA Digital Services & Technology strategy. DVSA has already successfully
run an apprentice programme and a graduate programme for developing digital capability.
In addition, recruitment campaigns are being run to fill permanent posts in the organisation
consistent with the Digital, Data and Technology (DDAT) professional requirements.
DVSA Digital Services and Technology Directorate has measured itself against Government
Commercial Function operating standards.</p><p> </p><p><strong>(f) any other work
related to that guidance.</strong></p><p> </p><p>Incumbent suppliers are being proactively
managed by DVSA to secure their cooperation for exit and transition. Formal partnership
meetings are held with senior executives and a collaborative approach has been established.
This is reinforced through DVSA engagement with the relevant Crown Representatives
and Strategic Relationship Mangers at Cabinet Office.</p><p> </p><p><strong> </strong></p><p>
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