The Night Shift: Why British Government Services Go Dark
January 24, 2025, 9:49 pm
Location: United Kingdom, Wales, Newport, Wales
Employees: 1001-5000
Founded date: 1954
In the digital age, we expect services to be available at all hours. Yet, in the UK, some government services, like the DVLA, shut down at night. This raises eyebrows and sparks questions. Why does a modern service operate on a 9-to-5 schedule? The answer lies in a tangled web of legacy systems and outdated practices.
The DVLA, or Driver and Vehicle Licensing Agency, has been around for over sixty years. It manages driver licenses and vehicle data across England, Scotland, and Wales. But its technology is stuck in the past. For decades, giants like IBM and Fujitsu managed its IT infrastructure. In 2015, the agency began transitioning to government-run systems. However, the road to modernization is fraught with challenges.
Picture a ship stuck in a storm. The crew wants to navigate to safety, but the ship is weighed down by old cargo. That’s the DVLA. When I joined the agency in 2013, most of its systems were still running on an ancient IBM mainframe from the 1980s, affectionately dubbed Drivers-90. This system was a relic, built on COBOL and ADABAS, and it operated on a batch processing model. Data was processed overnight, creating a bottleneck that limited access during the day.
Attempts to modernize began in the early 2000s. New systems were designed using Java and Oracle databases, but the effort fizzled out. The result? A chaotic mix of old and new technologies. Some services ran on the mainframe, while others used the new architecture. This patchwork created a fragile infrastructure. Automated code conversion tools added complexity, resulting in unreliable systems that were hard to maintain.
Imagine trying to fix a car while it’s still running. That’s what the DVLA faced. They needed to overhaul their systems but were stuck in a cycle of short-term fixes. The agency had to decide: invest years in redesigning the architecture or accept that services would be unavailable at night. Many organizations fall into this trap, pouring resources into fixing foundational issues before they can innovate.
The DVLA chose the latter. We launched a service that operated during the day and shut down at night. This allowed us to deliver a functional product while we tackled internal problems. Political support for digital transformation bolstered our efforts. We paid IBM and Fujitsu to develop an API for real-time data updates, reducing the downtime for nightly batch processing.
Over time, we added features. Users could buy and sell cars online, manage registration numbers, and change addresses—all without paper forms. It was a win-win. Customers enjoyed new conveniences, and the DVLA reduced paperwork.
But the story doesn’t end there. After launching the initial service, we designed a subsystem to allow operations during the night. This system would temporarily store transactions until the legacy systems became available. It was a clever workaround, but the DVLA opted not to implement it. Instead, they chose to completely rebuild the legacy infrastructure.
Fast forward to today. A decade has passed since the first service launch, yet the legacy systems still dictate operations. Nightly shutdowns remain a reality. Is this acceptable? Not really. Is it understandable? Absolutely. Legacy technology is a formidable barrier to digital transformation.
In the U.S., we see similar struggles. Government agencies grapple with outdated systems that hinder progress. The desire for 24/7 service clashes with the reality of aging infrastructure. Taxpayer dollars fund these services, yet many remain stuck in the past.
The challenge extends beyond the DVLA. Many organizations face the same dilemma. They must balance the need for innovation with the constraints of legacy systems. The solution isn’t simple. It requires strategic planning, investment, and a willingness to embrace change.
As we move forward, the lessons from the DVLA are clear. Legacy systems can stifle progress. Organizations must prioritize modernization to meet the demands of today’s digital landscape. The world is changing, and so must our approach to public services.
In conclusion, the DVLA’s nightly shutdowns serve as a cautionary tale. They highlight the complexities of digital transformation in government. As we strive for innovation, we must not forget the weight of our past. The journey to modernization is long, but it’s a path we must take. The future of public services depends on it.
The DVLA, or Driver and Vehicle Licensing Agency, has been around for over sixty years. It manages driver licenses and vehicle data across England, Scotland, and Wales. But its technology is stuck in the past. For decades, giants like IBM and Fujitsu managed its IT infrastructure. In 2015, the agency began transitioning to government-run systems. However, the road to modernization is fraught with challenges.
Picture a ship stuck in a storm. The crew wants to navigate to safety, but the ship is weighed down by old cargo. That’s the DVLA. When I joined the agency in 2013, most of its systems were still running on an ancient IBM mainframe from the 1980s, affectionately dubbed Drivers-90. This system was a relic, built on COBOL and ADABAS, and it operated on a batch processing model. Data was processed overnight, creating a bottleneck that limited access during the day.
Attempts to modernize began in the early 2000s. New systems were designed using Java and Oracle databases, but the effort fizzled out. The result? A chaotic mix of old and new technologies. Some services ran on the mainframe, while others used the new architecture. This patchwork created a fragile infrastructure. Automated code conversion tools added complexity, resulting in unreliable systems that were hard to maintain.
Imagine trying to fix a car while it’s still running. That’s what the DVLA faced. They needed to overhaul their systems but were stuck in a cycle of short-term fixes. The agency had to decide: invest years in redesigning the architecture or accept that services would be unavailable at night. Many organizations fall into this trap, pouring resources into fixing foundational issues before they can innovate.
The DVLA chose the latter. We launched a service that operated during the day and shut down at night. This allowed us to deliver a functional product while we tackled internal problems. Political support for digital transformation bolstered our efforts. We paid IBM and Fujitsu to develop an API for real-time data updates, reducing the downtime for nightly batch processing.
Over time, we added features. Users could buy and sell cars online, manage registration numbers, and change addresses—all without paper forms. It was a win-win. Customers enjoyed new conveniences, and the DVLA reduced paperwork.
But the story doesn’t end there. After launching the initial service, we designed a subsystem to allow operations during the night. This system would temporarily store transactions until the legacy systems became available. It was a clever workaround, but the DVLA opted not to implement it. Instead, they chose to completely rebuild the legacy infrastructure.
Fast forward to today. A decade has passed since the first service launch, yet the legacy systems still dictate operations. Nightly shutdowns remain a reality. Is this acceptable? Not really. Is it understandable? Absolutely. Legacy technology is a formidable barrier to digital transformation.
In the U.S., we see similar struggles. Government agencies grapple with outdated systems that hinder progress. The desire for 24/7 service clashes with the reality of aging infrastructure. Taxpayer dollars fund these services, yet many remain stuck in the past.
The challenge extends beyond the DVLA. Many organizations face the same dilemma. They must balance the need for innovation with the constraints of legacy systems. The solution isn’t simple. It requires strategic planning, investment, and a willingness to embrace change.
As we move forward, the lessons from the DVLA are clear. Legacy systems can stifle progress. Organizations must prioritize modernization to meet the demands of today’s digital landscape. The world is changing, and so must our approach to public services.
In conclusion, the DVLA’s nightly shutdowns serve as a cautionary tale. They highlight the complexities of digital transformation in government. As we strive for innovation, we must not forget the weight of our past. The journey to modernization is long, but it’s a path we must take. The future of public services depends on it.