DECC has published its Departmental Business Plan, which sets out a vision for the work of the Department and aims to provide greater transparency to the public about our performance.
Business Plans provide detail on how Departments are delivering the reform programme set out by the Coalition - they are not intended to be a complete overview of all the Department’s business. As such, some areas of the Department’s ongoing business, which remain a key priority for the Government’s work, are not specifically covered in the document
The Business Plan also replaces the Structural Reform Plan launched earlier this year and reveals a new set of input and impact indicators, which will allow people to scrutinise what we do, particularly whether our policies and reforms are having the effect the public want and we are being run efficiently.
Some of the impact indicators the Department will publish include:
- The total number of energy efficiency installations (cavity wall and loft insulation) in UK households
- The number of households in ‘fuel poverty’ (subject to independent review of fuel poverty target and definition)
- Percentage of energy consumed in the UK that has been generated from renewable sources
- The spare capacity of the UK’s gas and electricity networks (difference between maximum possible supply and actual peak demand)
- The impact of other countries’ pledges to decrease their greenhouse gas emissions on predicted global emissions
- Total emissions of greenhouse gases from the UK (showing progress against legal limits on emissions (carbon budgets)
Updates on progress
Every month, DECC reports on progress against actions and milestones against its Structural Reform Plan, which can now be found at Section C of the overall DECC Business Plan.
The Departmental draft Structural Reform Plans were first published in July 2010. Progress from July to October was monitored monthly, and below are the previous monthly reports outlining what we achieved for those periods. The SRP has now been subsumed into the full Business Plan and future updates will be presented on this page. They are also available on the No10 Business Plan site.
To find out more about our work visit our What we do pages.
DECC’s approach to transparency
Transparency is a key operating principle for the department and will be championed at Board level by Edmund Hosker, Director General for Corporate and Professional Services.
The department will operate transparently and the default position is that all data will be published, although we will continue to protect sensitive data. Where data is published it will be in line with the Public Data Principles and registered on data.gov.uk
For more information on DECC's approach to transparency, visit our Transparency and Freedom of Information pages.
DECC Indicator selection
Impact indicators are intended to allow the public to monitor the department’s overall progress against it’s objectives. Indicators and associated data systems were selected to follow government best practice regarding open data standards (including usability by third parties), as set out in the draft Public Data Transparency Principles published by the Transparency Board.
In addition all impact indicators were selected to meet the following criteria where possible:
- Co-designed: departments should engage with frontline services and the public to choose meaningful indicators
- Comparability: where national-level indicators are aggregated from organisation-level data, all organisations should use the same methodology to collect the data, both so that national indicators are valid and so it is possible to make valid comparisons across organisations
- Data availability: indicators must be measurable by the start of the spending period (i.e. April 2011)
- Timeliness and frequency: the data lag should be as low as possible, and never more than a year; and new data should be available at least quarterly
- Behavioural impact: to avoid creating perverse incentives, the effects of measuring and collecting data on the behaviour of the delivery system should be understood. Impact indicators should capture outcomes, and never processes
- Burdens: the collection and reporting of data for indicators should impose minimal burdens, and existing data systems should be used wherever possible.
What do we already know about these indicators?