The MIB Board has considered the review and its six themes of findings – planning, customer focus, governance, resource allocation and management, communication and culture and transformation capability. Recommendations will be embedded into the planning for replatforming of MIAFTR and future data services programmes.

A key part of those recommendations is to ensure greater collaboration and engagement as part of our planning process. With that in mind, we will continue to engage with stakeholders in order to agree a timeframe for the replatforming of MIAFTR that is considerate of stakeholder readiness and clarity around requirements.

Looking back, to plan forward

The replatforming of the Motor Insurance Database (MID) to Navigate in April was the largest technical implementation in the MIB’s history, involving many different users and stakeholders.

While the 4.1 billion MID data records were successfully migrated to Navigate, we recognise the challenges encountered after launch and we’re sorry for the impact it had on you and your customers. We’re pleased to report there are no outstanding Priority 1 or Priority 2 issues and we have now moved to BAU operations. With a data project of this size, there will be further issues and fixes to make. 

We continue to monitor Navigate and encourage you and your teams to continue raising any issues in the Navigate portal.  

Learning the lessons from our journey so far

Our comprehensive review gathered feedback from many Navigate stakeholders through surveys, workshops and interviews. We’d like to thank everyone who took the time to provide this vital feedback. 

The review identified six key themes to action for future phases of Navigate:

Planning  

Ahead of launch, we successfully tested the Navigate portal, the secure Police connection, the migration of 4.1 billion data records and uploading customer data files without any significant issues. The majority of customers began testing in the final testing window and when issues arose after launch it was clear we needed greater contingency planning. In Phase 2 we’ll strengthen our plan to test complete end-to-end business processes (including further testing on unexpected inputs or actions) and iterating with customers earlier in the process. We’re also investigating the possibility of running Navigate in parallel with the legacy MIAFTR platform.  

Customer focus  

We adopted a ‘technology-first’ approach in Phase 1, which led to some customer requirements and bespoke ways of working only being identified after launch. In switching to a clear customer focussed approach, we have already held some end-to-end process workshops with selected customers, to validate Phase 2 requirements. We’re investing in our engagement team to support all MIAFTR customers with a dedicated engagement lead. 

Governance  

The review found that standard governance processes were followed commensurate with a programme of this scale. However, the review identified that there are key improvements to make in Phase 2, particularly in respect of scope management, risk management and oversight. 

Resource allocation and management  

As part of the aim to manage costs for the industry, the original budget was at the lower end of the cost range we had identified. This proved to be insufficient. In the six months preceding launch, we doubled the size of the programme team, with a particular emphasis on testing. We continue to recruit into key vacancies. For Phase 2 we intend that our investment budget will be appropriate from the outset. 

Communication and culture  

Since 2022, we’ve issued nearly 200 Navigate updates across both existing and newly-built dedicated channels and our engagement team has supported individual customers directly. However, you told us that when we encountered challenges we weren’t as transparent and open as we could have been, and you didn’t know who to contact to talk to us. So, we’re building an engagement strategy for MIAFTR delivery that puts customer needs, collaboration and openness front and centre.  

Transformation capability  

The review found that the programme contained all necessary structures and level of accountabilities for a programme of its size. However, it also found that knowledge and capability for the complex challenges presented was put under pressure due to multiple leadership changes within the programme team. In Phase 2, we intend to retain knowledgeable transformation resource and are actively recruiting to address gaps. 

Transforming our data services together

Transforming our data services for insurers, our enforcement partners and the public is our ambition for Navigate.   

And we want to work with you - our valued stakeholders - more collaboratively and effectively going forward.  

If you have any questions, comments or want to speak to a member of the team, please get in touch at engagement@mib.org.uk.