Service Delivery Agreement for the Department
of Trade and Industry
The Secretary of State for Trade and Industry
is accountable to Parliament for the achievement of the objectives
set out in the Public Service Agreement and the Service Delivery
Agreement, and for the delivery of the targets, and for the resources
consumed in the process. The promotion of high quality services
to the public is a key priority and the Secretary of State is
personally committed to making this a core issue in the implementation
of this Service Delivery Agreement.
The Department's Public Services Agreement sets
out its key targets and the performance measures by which these
objectives will be judged. The delivery targets are as follows:
Improve the UK's competitiveness by narrowing
the productivity gap with the US, France Germany and Japan over
the economic cycle.
Joint Target with HM Treasury
This target will be delivered through the delivery
targets from 2 to 12 below. The Department will work to achieve
improvement against the annually published competitiveness indicators.
It will also seek to achieve a step change in UK business innovation,
the impact to be assessed using the regular EU Community Innovation
Help build an enterprise society in which small
firms of all kinds thrive and achieve their potential, with an
increase in the number of people considering going into business,
an improvement in the overall productivity of small firms, and
more enterprise in disadvantaged communities.
This target will be delivered through the Small
Business Service Agency which will work to: increase usage of
SBS information services, including the SBS website www.businessadviceonline.org
to 3 million enquiries a year by March 2004, achieving 80 per
cent customer satisfaction; increase the productivity and profitability
of businesses using SBS business support services; increase the
accessibility of business support to identified under-represented
communities; increase the number of successful high-growth business
Make and keep the UK the best environment in the
world to trade electronically, as measured by the cost of internet
access and the extent of business to business and business to
consumer transactions carried out over e-commerce networks.
The Department will work with all relevant parties
rapidly to take forward the Government's e-commerce strategy,
building on the current goal that by 2002 the UK will be the best
place to trade electronically. Within a wide-ranging programme
it will: ensure the effective development of "UK online for
business" www.ukonlineforbusiness.gov.uk including
enabling it to handle over 200,000 contacts a year by 2002; ensuring
its effective integration with the SBS and its equivalents in
the rest of the UK, and introducing new services to help UK businesses
keep up with changing business practices. This is part of the
cross-Governmental UK online programme. The UK is to be in the
top 4 OECD countries for demand of mobile data services by March
2004. Success will be assessed against published independent surveys.
The Department will ensure that the UK fully complies with the
Local Loop Unbundling Regulation by end-2000, fully implements
the E-Commerce Directive by end-2001 and fully implements legislation
arising from the European Commission's 1999 communications review
by end-2002. These technical and market access issues will greatly
facilitate price competition and thus stimulate increased usage
both for leisure and business purposes.
Improve the economic performance of all regions
measured by the trend in growth of each region's GDP per capita.
Joint target with DETR
A wide range of the Department's activities
and programmes contribute to the achievement of this target, but
specifically the Department will use the Regional Assistance and
Enterprise Grants to create/safeguard jobs; the Department, with
other Departments, will agree a business plan with each RDA, covering
each year from 2001-02, establishing the outputs which RDAs should
aim to achieve with their budgets, including £50 million
a year from the Regional Innovation Fund.
Improve the overall international ranking of the
UK's science and engineering base, as measured by international
measures of quality, cost effectiveness and relevance.
DTI and the Office of Science and Technology
will deliver this target through increasing the ranking of quality
and cost effectiveness and the ranking of relevance of the Science
and Engineering Base.
The OST will implement the Science Research
Infrastructure Fund to renew the science infrastructure in universities
and invest in three major new cross cutting science programmes:
e-science, post genomics and basic technology.
Increase the level of exploitation of technical
knowledge derived from the science and engineering base, as demonstrated
by a significant rise in the proportion of innovating businesses
citing such sources.
DTI and the Office of Science and Technology
will work to achieve this target by: achieving a year-on-year
increase in the income the university sector earns from working
with business, and from spin outs and licences; increasing the
amount of university/company, university/intermediary and university/intermediary/company
collaborations; increasing the number of papers jointly authored
by the science base and industry.
DTI and the Office of Science and Technology
will also: establish permanent umbrella mechanisms to enable the
Science, Engineering and Technology (SET) base to work with business,
such as the Higher Education Innovation Fund in England (HEIF)
and at least 24 Faraday Partnerships in the UK by 2002-3; work
with other organisations in the field (eg Regional Development
Agencies and the CBI) through the Teaching Companies Scheme (TCS)
and Faraday Partnerships to increase the proportion of SMEs employing
graduate scientists/engineers; ensure that innovation facilitators
employed by Business Links, Faraday Partnerships and similar organisations
are properly trained and aware of the scope for exploiting SET
knowledge by firms; deliver final rounds of Science Enterprise
Challenge and University Challenge by April 2001; develop, in
partnership with Higher Education funding Council for England
(HEFCE), management arrangements for the HEIF and deliver the
first round of allocations by April 2001; work with the Research
Councils and others towards their implementation of the Small
Business Research Initiative; and help commercialise research
by Public Sector Research Establishments.
Have the most effective competition regime in
the OECD, as measured by peer review, and achieve a fairer deal
for consumers, as measured by the level of consumer knowledge
of rights and sources of information and advice.
The Department will work to achieve this target
by: the introduction of a new framework of company law as soon
as possible following completion of the Company Law Review; reform
of UK merger control by summer 2003, subject to Parliamentary
time being available; implementing the Competition Commission
report on cars and negotiating a way forward on the EC block exemption
which meets UK objectives by 2002; obtaining a 20 per cent reduction
in home accidental deaths over the next five years; ensuring that
100 per cent of Trading Standards Departments are signed up to
the enforcement concordat by April 2002 and having national performance
targets for Trading Standards Departments by April 2001; establishing
an effective system of national target setting, monitoring and
reporting for Trading Standards Departments by April 2002; ensuring
that all of Great Britain is covered by a Consumer Support Network
providing accessible and joined-up consumer information and advice
Ensure competitive gas and electricity prices
in the lower half of the EU/G7 basket, while achieving security
of supply and social and environmental objectives.
The Department (with DETR) will set new Energy
Efficiency Commitments for electricity and gas suppliers from
April 2002 to deliver energy efficiency savings for the domestic
sector. The Department will publish a consultation document for
alleviating fuel poverty by December 2000, and finalise the strategy
by the summer of 2001. The Department is working urgently to achieve
full liberalisation of the gas and electricity markets in the
EU as soon as possible.
Improve the environment and the sustainable use
of natural resources, including by reducing greenhouse gas emissions
by 12.5 per cent from 1990 levels and moving towards a 20 per
cent reduction in CO2 emissions by 2010.
Joint target with DETR.
The Department will deliver this target by securing
10 per cent. of electricity supply from renewables by 2010; Implementing,
in a timely and cost effective way, EU Directives that will contribute
to improving resource productivity; achieving the targets and
outcomes set out in its Sustainable Development Strategy and Action
Plan, published on 5 October 2000.
Deliver a measurable improvement in the business
performance of Trade Partners UK's customers.
Joint target with FCO.
British Trade International (BTI) brings together
the joint work of the DTI and FCO in support of British trade
and investment overseas and inward investment into the UK in a
single operation. BTI will publish its own SDA covering the work
of its trade support services under the brand name Trade Partners
UK and its inward investment work under the brand name Invest
Maintain the UK as the prime location in the EU
for Foreign Direct Investment.
Joint Target with FCO.
Achieve value for money improvements of 2.5 per
cent. a year across the Department, as measured by a set of indicators.
See paragraph C.2.
The Department is fully committed to the Small
Business Research Initiative (SBRI) and supports the Government's
overall objective for 2.5 per cent of externally procured R&D
to be procured from Small and Medium Sized Enterprises (SMEs).
In support of this initiative DTI aims eventually to procure from
SMEs 2.5 per cent of the value of the Research Councils' recurrent
research grants to universities. In addition, by 2004 DTI aims
to increase its non-science budget procurement of R&D from
SMEs by 30 per cent (that is from an estimated £3.8 million
in 1999-2000 to a projected £5.8 million in 2003-04 (assuming
the continuation of current programmes).
The Department has a modernising programme in
place which aims to improve continuously the quality of the policy
support and services we provide to Ministers and our customers.
It addresses how we can best deliver the Department's overall
objectives. The programme comprises work at the centre to modernise
the Department and local actions to modernise. Projects to support
the SDA targets are reflected in the Modernising DTI Action Plan,
which can be found at http://www2.dti.gov.uk/modernisingdti/action1.htm
All new measures of performance under the Public
Service Agreement or Service Delivery Agreement are scrutinised
by a Departmental Audit Group in which is represented Internal
Audit, Economics & Statistics Directorate, Finance & Resource
Management Directorate and the Competitiveness Unit. Once this
group has considered the measures, they are submitted to the Departmental
Board for approval. Monitoring is done quarterly.
C.1. Strategies for improving performance
Initiatives designed to improve performance
are as follows:
The Department is actively considering
the introduction of the Excellence Model or similar Benchmarking
activities for areas of work where the options of market testing,
internal restructuring, contracting out, privatisation or abolition
are not applicable. DTI's agencies have already used the model,
in some cases as participants in the Public Sector Benchmarking
The Department is reviewing all its
activities and those of its agencies and NDPBs by the end of 2004
in line with the Better Quality Services initiative and 60 per
cent of its activities by March 2003.
The Department is committed to developing
its approach to performance management in the light of the work
done by Byron Grote in his capacity as a member of the Public
Services Productivity Panel. The approach has been piloted in
the Energy Group of the Department, developed in the Business
Competitiveness Group, and will be rolled out to two further Groups
in the course of 2001-2.
The Department is committed to improving
its business processes. The ELGAR (Electronic Government through
Administrative Re-engineering) PFI/PPP contract, signed with Unitas
in 1998, includes a consultancy service giving the Department
a permanent business process re-engineering capability. APR studies
are currently being carried out in the following areas: Electronic
Records and Document Management, Electronic Procurement, Export
Licensing, and Secondments and Public Appointments.
The Department is developing a new
competence framework for all staff up to the SCS by end March
2001 to ensure that proper weight is given to management and leadership
skills. It is also considering whether further changes are required
to its staff appraisal system to support improved management of
The Department has already made some
changes to its pay system for staff up to the Senior Civil Service
in the light of the Civil Service Reform Programme proposals and
will review the system on an annual basis.
C.2. Value for Money
DTI PSA Objective 12
"To achieve value for money improvements
of 2.5 per cent a year across the Department as measured by a
set of indicators."
The level of the DTI Spending Review settlement
already assumes efficiency gains of at least 2.5 per cent a year
across DTI's activities, and more in the headquarters area. DTI
will provide evidence of this by reference to the following set
DTI Executive Agencies (and ACAS)
Agencies funded directly by DTI (including ACAS)
make up 29 per cent of DTI administration costs, expenditure in
1998-9 totalling £127 million. The Trading Funds and self-funding
Agencies account for a further £121 million in administration
DTI Agencies have the following value for money
public targets, which will be kept under review in the context
of Agency corporate plans:
Radiocommunications Agency will achieve
a 20 per cent gain in financial efficiency (comparing costs with
income at constant levels) over the period 1998-992002-03
(an improved efficiency target is under development).
Companies House will continue to
achieve real reductions in the unit costs of document registration.
Employment Tribunals Service will
achieve an annual real terms reduction in administrative unit
costs of 5 per cent.
Insolvency Service will maintain
in real terms the unit cost of administering bankruptcy and compulsory
liquidation cases over the period 1999-2002 at the level of 1998-99.
The Insolvency Service will also reduce in real terms the unit
cost of its investigation of bankruptcy and liquidation cases
by 10 per cent over the period 1999-2002.
Patent Office will increase output
in relation to current expenditure by an average of at least 2
per cent per annum over the period 1998-99 to 2002-03.
National Weights and Measures Laboratory
aim to reduce overhead costs from 57 per cent of total costs to
55 per cent of total costs in 2001-02 (approximately £150,000).
DTI will work with its Executive Agencies in
the context of their Quinquennial Reviews to develop and refine
outcome-based public targets, demonstrating the contribution the
Agencies makes to DTI's PSA targets.
The Small Business Service is considering how
best to extend its work on measuring the impact on assisted businesses
of Business Link advice to all its services. The aim would be
to monitor the performance of assisted businesses against a comparison
group of businesses not receiving SBS assistance.
DTI will work with ACAS and the Employment Tribunals
Service to develop by 2002 a composite measure of the savings
achieved for public funds, and for both parties to an Employment
Tribunal application, of a successful ACAS conciliation.
The Office of Science and Technology will maintain
Research Council's Headquarters administration costs at under
4 per cent of overall Research Council's expenditure. The Department
will seek to develop this type of target for other appropriate
areas of programme expenditure by 2004. It will also seek a mechanism
for comparing the performance of local offices where they are
delivering the same or similar grant schemes.
In addition to the well-established targets
on Regional Selective Assistance relating to the generation of
capital investment, and the safeguarding and creation of jobs,
DTI is exploring the possibility of measures to reflect the extent
to which RSA contributes to the competitiveness of the UK economy.
The Department will develop customer service
targets that can be applied across all its main industry support
schemes. When such targets have been established, the Department
will review all its grant processes in order to achieve them.
This may include examining alternative ways of administering grant
schemes such as contracting out parts or all of the processes,
which is already the case with some grant schemes.
The Department will review and develop, as necessary,
efficiency indicators for its main industry support schemes, starting
with a pilot in RSA, LINK and SMART.
C.3. Variations in performance
Where there is scope for comparison between
offices carrying out broadly the same functions, management information
will be used to explore variations in performance and to develop
interventions that will bring any poor performers up to the standard
of the rest. Examples are as follows:
The Insolvency Service has a number of Official
Receivers' offices, all carrying out essentially the same functions.
The Service will be carrying out a comprehensive process review
during 2001-2001, the objectives of which will be to identify
best practice and ensure that this is used consistently to produce
most efficient, cost-effective and customer-oriented procedures
throughout the organisation."
The Employment Tribunals Service monitors the
performance of all its local offices. In each of the last three
years an overall target has been set for the speed to which cases
come to a hearing. Separate targets are set for the poorest performing
offices. Details of performance against targets are published
in the ETS's annual report.
The SBS has plans to level up any variations
in the performance of the franchisees that are delivering small
business services. They are designing an integrated client management
system which will enable the SBS to get access to performance
information from across the network that will produce a holistic
view of franchise performance including profitability, productivity,
customer satisfaction and quality.
The Department is reviewing its procurement
arrangements and has appointed a professional Head of Procurement
to take this forward. Actions underway include:
DTI saves 53 per cent of its costs
per transaction by using purchasing cards to buy low value goods
and services. By March 2001 DTI expects to process 70 per cent
of its low value transactions using purchasing cards.
In accordance with Government wide
targets, DTI aims to conduct all of its interactions with suppliers
electronically by 2005.
DTI is reviewing procurement posts
across the Department to identify those which might be deemed
Key Procurement Posts. DTI aims to have 75 per cent of its procurement
staff occupying Key posts qualified to degree-level standard in
procurement by 2004.
The Department will be working closely with
the Office of Government Commerce in seeking collaborative procurement
opportunities across the Government sector. DTI is piloting the
OGC gateway process in one of its projects.
The levels of fraud within the core Department
are very low. The last contribution to the Treasury's Annual Fraud
Report stated that £108,000 of fraud was detected in 1998-99.
This level has been fairly stable for the last decade but the
Department aims to lower it still further. DTI promotes an environment
where fraud is not acceptable and will continue to monitor and
report on internal fraud and to issue appropriate guidance to
staff as required.
Evidence suggests that external fraud is also
low. The Department has reviewed its procedures for detecting
external fraud. DTI promotes an environment where fraud is not
acceptable and will continue to review its systems to ensure that
every practical step is taken to eradicate the risk of fraud.
D. CONSUMER FOCUS
D.1. Consumer tests
The Department will publish an annual report
(available on our website) starting in 2002 demonstrating the
impact of consumer feedback on shaping the way in which services
have been developed, and analysing the main areas of praise and
complaint, giving the Department's response. This report will
include breakdown by gender, ethnicity and disability.
DTI service providers have very well developed
systems for seeking users' views on their services and for monitoring
performance against Service First standards, which are published
in hard copy or on websites. They will seek to keep these at the
leading edge. An example of best practice is Companies House which
runs quarterly surveys which invite customers to rate the importance
of aspects of service and to benchmark the Agency against their
best supplier. The results are published. It also has itself tested
against other customer-orientated organisations by means of external
Mystery Shopping exercises. Other Agencies also use regular surveys
and user group consultations on business improvements. The Employment
Tribunals Service is now targeting 85 per cent user satisfaction
with its service based on surveys. NWML and SBS have also introduced
customer satisfaction targets (80 per cent). Several of our key
service providers hold the Charter Mark (see D.3 below). These
will need to demonstrate their continuing improvement and commitment
to excellence in service delivery as they re-apply for the award.
D.2. Consumer Access
DTI agencies are continually reviewing the availability
of their services including the scope for electronic and on-line
service delivery. They will look to maximise access consistent
with the requirements of their customers and the technological
and other resources available. Key examples from DTI service areas
include the introduction and further development of electronic
filing of documents (including piloting of Internet filing) by
Companies House and their ongoing development of the CH Direct
service for making company data available electronically. All
of the Insolvency Service's leaflets can be downloaded from its
website. The Service plans to put Individual Insolvency Register
on their Website in 2000-01. Searches will be able to be carried
out free of charge at any OR office or by post to the Insolvency
Service HQ in Birmingham. Radiocommunications Agency will continue
to use its website to allow radio spectrum auctions to be watched
as they happen. This attracted huge interest during the Third
Generation Mobile Spectrum auction.
The Small Business Service Information and Advisory
Service (the Gateway: see delivery under PSA target 2 in section
B above) will be a major step forward in access to key services
and information. Based on a knowledge network of business support
organisations, initiatives and information from the public, private
and voluntary sectors, this will evolve into an electronic network
of databases accessible by phone, the Internet, through the local
Business Link franchisee or other Gateway sources of expertise.
The Gateway will be established by April 2001.
D.3. Awards for excellence in service delivery
The Insolvency Service, the Patent Office and
Companies House have already received Charter Mark Awards. Companies
House and The Patent Office were among the first agencies to win
the award for three consecutive terms. The Employment Tribunals
Service aims to re-apply for Charter Mark status in the year 2000
having received a commendation for their first application in
1999. Companies House won two prizes in 2000 for their CH Direct
Service in open competition with the private sectorthe
Price WaterHouseCoopers Award for Innovation and Risk Management
and the Digital Britain Award for Best Content & Document
Management/Workflow Solution sponsored by Microsoft. The best
practice and experience of these bodies will be available to other
organisations inside and outside the DTI, which may be considering
participation in the Quality Award Schemes and will be shared
through the internal and external quality networks they are part
D.4. Prompt handling of correspondence
DTI Ministers and Agency Chief Executives will
respond to letters from MPs within 10 working days of receipt
or provide an explanation as to why a full reply cannot be given
and a deadline for the full response (target currently under review).
The handling of Ministerial correspondence is the subject of an
administrative re-engineering study with a view to driving performance
against this target up from its 1999-2000 level. The Department
has a Service First target to respond to all correspondence from
business and the public within 15 days of receipt (ie a 100 per
cent target but with a holding reply where necessary).
E. MANAGING PEOPLE
E.1. Civil Service Reform
The Department's key targets for improving the
management of its staff are as follows:
Ensure the DTI headquarters retains and builds
on the recognition obtained in November 1999 as an Investor in
People, through periodic re-assessment;
Introduce pilot mentoring schemes during 2000
to assist staff career development and diversity objectives.
Through putting into practice Departmental Action
Programmes for racial equality, gender and disability make progress
towards benchmarks agreed for representation of ethnic minorities
and women at management levels in the headquarters department
Increase representation of ethnic minorities
to at least 14 per cent of junior/middle managers (Band B) and
5.5 per cent of middle/senior managers (Band C) and 2.0 per cent
in the Senior Civil Service by December 2001, rising to 18 per
cent, 8.5 per cent and 4 per cent respectively by 2005 (corresponding
April 1999 figures were 11.4 per cent, 4.0 per cent and 0.5 per
Increase representation of women to 43 per cent
of Band B, 32 per cent of Band C and 28 per cent of the Senior
Civil Service by the end of 2002 rising to 50 per cent, 40 per
cent and 35 per cent respectively by 2005 (1999 figures were 40
per cent, 26 per cent and 21 per cent).
Increase representation of staff with disabilities
to 5.7 per cent of Band B (junior/middle managers), 3.4 per cent
of Band C (middle/senior managers) and 3.9 per cent of the Senior
Civil Service by end 2002, rising to 6.7 per cent of Band B, 3.8
per cent of Band C and 4.7 per cent of SCS respectively by 2005.
The Department's action plans for racial equality
and widening opportunities for women can be found on the DTI's
website at www.dti.gov.uk/about/racial e and www.gov.uk/about
Hold more open competitions as necessary to fill
important SCS posts
Continue to recruit new talent at key levels
below the SCS, including at Range 10, and ensure that recruitment
activities make a positive contribution to the achievement of
the Department's diversity targets.
Increase the number of SCS staff with experience
outside Whitehall to 65 per cent by 2005 and maintain the number
of SCS staff with experience outside the Department at a minimum
of 75 per cent.
Provision of comprehensive development programmes,
which also offer the most promising performers wider experience
in areas of frontline delivery
Develop by May 2001 a training and development
strategy for R10 and 11 staff including a route map of continuous
professional and personal development. The programme is to be
kept under review and the strategy refined accordingly during
the PSA period.
Set up outreach and work placement
programme for prospective graduate recruits by March 2001.
Launch by April each year an annual
Accelerated Development Programme, taking in up to 40 recruits.
Pilot new career development centres
for junior and middle managers designed to enable them better
to manage their own careers and development. The target is that
25 per cent of staff in the relevant ranges should have taken
the opportunity to develop appropriate career development strategies
within two years.
In recruiting at all levels, the Department
will ensure its competitions are fully equality proofed. Insofar
as some groups are underrepresented amongst the Department's current
staff, the bringing in of high quality new recruits in numbers
more representative of the population at large will play an important
part in helping to achieve the Department's targets.
Re-structure the Departmental Management Board
from the Summer of 2000 to reflect the Board's prime responsibility
for delivery of the targets in the PSA.
180 SCS staff to attend by March 2002 a development
centre at which they receive 360° feedback on their performance
and prepare a personal development plan based upon the feedback
and other objective assessments of them against the SCS core criteria.
E.2. WIDER PUBLIC
The Department's Agencies and NDPBs are all
subject to rigorous Quinquennial Review as part of the DTI's 5-year
Better Quality Services programme. These bodies will in addition
undertake their own reviews of activities and contracts where
necessary in line with BQS principles. The Department will continue
to encourage Agencies and NDPBs in their work to develop performance
management systems best designed to deliver outcomes in their
particular areas of activity in keeping with the Modernising Government
agenda and the latest developments in thinking such as the Makinson
The Department aims to achieve a 7.5 per cent
reduction in days lost through sickness per staff year in DTI
(including DTI Agencies) on 1998 levels by 2001; and a 13.8 per
cent reduction by 2003, to a maximum of 7.4 days and 6.9 days
The Department will operate effective occupational
health policies and sound management practices which: achieve
in the DTI levels of ill health retirement by 2005 consistent
with or better than the best quartile target of 3.72 retirements
per 1,000 employees; and recognise individual entitlements to
ill health retirement where this is justified following consistent,
robust but fair application of the scheme criteria.
DTI is committed to making its key services
available electronically by 2005 in line with the Government target.
The DTI Electronic Business Strategy shows how we plan to do this
via a series of projects, working with other organisations within
and outside government. It also describes how we will conform
with relevant government standards, covers the skills we believe
to be necessary and explains how we deal with the major risks
we have identified. It confirms that monitoring of progress to
deliver the strategy is firmly embedded in departmental management
and planning structures.
The Department's Information Age Government
Champion is Jonathan Spencer. Like other departments, DTI is drafting
its initial E-Business Strategy, which will be submitted to the
E-envoy's office in October 2000. In this work our IAG Champion
is supported by the department's E-Business Strategist and receives
advice from the Electronic Business Steering Group, which he chairs.
As part of the process of developing and implementing
its E-Business Strategy, DTI will set and publish targets for
take-up of its services.
G. POLICY AND
Improved Policy Development
DTI is committed to the use of regulatory impact
assessment as a policy tool to assess the impactin terms
of costs, benefits and risksof any proposed regulation
that could affect business, charities or the voluntary sector.
The Department now intends to undertake a project to review and
improve its policy-making processes in line with the Modernising
Government agenda. As the basis for the review it expects to:
develop a shared model of the policy
development process so that different parts of the Department
can benchmark their approaches against each other, using a common
use the model to help in the planned
Inter-departmental benchmarking/policy process to be led by Cabinet
identify areas for improvement in
current practice, together with examples of best practice for
develop a programme to spread and
renew best practice.
Building on the process analysis work previously
undertaken by Unitas and "joined-up" initiatives already
underway (eg work co-ordinated by the Department's Strategic Evaluation
Committee to assess the evidence base underpinning departmental
delivery of its objectives and targets) DTI proposes to considerwith
the assistance of consultants as appropriatehow best some
of the management tools referred-to in the PIU Report Adding
might be adapted to assist key elements of its policy development
processes. The Department also plans to undertake detailed consultations
with policy development teams in key areas, as well as a series
of workshops with a wider range of staff, to test and refine its
proposals as they evolve.
By this means DTI aims to develop the shared
model of the policy-making process and reflect best practice whilst
meeting the Department's needs, taking account of initiatives
already underway such as the Phoenix Fund, which will help to
increase awareness of the problems faced by entrepreneurs in deprived
areas. It then expects to be able to identify areas for improvement,
and to address them in such a way as to develop a culture of continuous
improvement, based on evaluation tools built into the policy-making
The Department is firmly committed to enhancing
the evidence base of its policymaking and has a rolling programme
to assess and publish the evidence base underpinning policy selection
relating to each of its objectives under the aegis of the Strategic
Evaluation Committee (SEC). Where gaps are uncovered, research
programmes will be adjusted to include additional evaluation of
relevant policies and appraisal of alternatives so as to achieve
evidence based policy.
DTI proposes to set up processes to spread best
practice, and ensure that the model remains up-to-date and relevant
to the Department's needs. In particular, it is intended that
the model should become a basis for the development of training
and guidance material, and should itself be reviewed and updated
Devolution has had a significant impact on DTI,
and to ensure that the Department is working efficiently and effectively
with devolved administrations, it will benchmark against other
Government Departments, at least once per year, the working arrangements
with the administrations in Scotland, Wales and Northern Ireland,
to ensure best practice.
Finally, the Department's implementation of
the SDA will take account of gender differences to ensure the
most effective delivery of its policies.
7 http://www.cabinet-office.gov.uk/innovation/2000/adding/index.htm Back