1. Better Regulation Richard Gregg Defra Delivery Transformation Programme Manager

2. Overview – Policy Objectives Defra’s central purpose is to secure a healthy environment in which we and future generations prosper. Several Departmental Strategic Objectives support this including: A thriving farming and food sector with an improving net environmental impact; A sustainable, secure and healthy food supply; An economy and a society that are resilient to environmental risk; Supporting strong rural communities; A respected department delivering efficient and high quality services and outcomes.

3. Purpose of Regulation To deliver policy outcomes (economic, social and environmental) by changing the behaviours of individuals and business By moderating how things are done By stopping some things happening By encouraging people to do things they would not normally do

6. Seen from the point of view of a farmer A typical farmer (300ha mixed farm, 140 suckler cows and finishing 500 head/year with 2 employees) interacts with at least 18 agencies including: Animal Health Local authorities RPA/RLR RSPCA Defra Environment Agency Revenue & Customs Water Companies and so on

7. It all looks complex and burdensome Inspection Regimes Other Agricultural Regulations Single Payment Scheme -Trading Standards -RPA -Food Standards Agency -Environment Agency -Farm Assurance Schemes -Animal Health -Environment Agency -Natural England -Water Companies -VMD Other areas Employment -Revenue and Customs -Health and Safety Executive -Police -Inland Revenue -Local Authority Planners Plus form filling, guidance to read, and regulation to understand and comply with

8. Better regulation? Understanding customer behaviour Being clear about outcomes (what, by when) Finding the best form of intervention – biggest benefit at lowest cost to business and taxpayer Continually evaluating effectiveness Reducing burdens (regulation and monitoring) Joining up processes

9. Partnerships Better Regulation Executive Policy and delivery – Defra Network Central and local government Between Departments With private and voluntary sectors With business and the citizen

10. Impact Assessments Creating a story Capturing insight and accumulating evidence Estimating costs and benefits Exploring options Consultation and challenge Obtaining agreement

11. Regulating Small Firms Enterprise Strategy commitment to look for different approaches to regulating small firms, eg different thresholds, inspection approaches or exemptions for firms with fewer than 20 employees Explanation of approach (non-prescriptive) in Explanatory notes/memorandum from 1 October 2008 for secondary legislation and 09/10 for primary legislation

12. Code of Practice on Good Guidance Guidance should be: Based on a good understanding of users Designed with input from users and their representative bodies Organised around the user’s way of working Easy for the target users to understand Designed to provide an appropriate understanding of how to comply with the law Issued in good time Easy to access via Businesslink Reviewed and improved

13. Statutory Compliance Code It sets out seven elements that regulators, including local authorities, should follow when discharging their regulatory functions: Supporting economic progress - Regulatory activity should allow, or even encourage, economic progress. Intervention only where there is a clear case for protection. Risk assessment - Undertaking a risk assessment of all their activities. Information and advice - Providing information and advice in a way that enables businesses to clearly understand what is required by law.

14. Compliance Code Inspections - Only performing inspections following a risk assessment, resources focused on those least likely to comply. Data requirements - Collaborating with other regulators to share data and minimise demand on businesses. Compliance and enforcement actions - How formal enforcement actions, including sanctions and penalties, should be applied - following the Macrory principles on penalties. Accountability - Increasing the transparency of regulatory organisations by asking them to report on outcomes, costs and perceptions of their enforcement approach

15. Hampton Implementation Reviews Reviews of regulators to check Hampton’s recommendations are being implemented by regulators Action plan leading to continuous improvement Key to better regulation behaviour where Government in direct contact with citizen Incentives for regulator – reputation + access to modern compliance tools

16. Macrory Sanctions Set out in the Regulatory Enforcement and Sanctions Act 2008 The Macrory review found regulators to be over-reliant on criminal prosecution – not always the most appropriate response and many regulators going unpunished because regulators lacked the necessary means to tackle them Recommended a range of civil sanctions that are transparent, flexible and proportionate

17. Macrory Sanctions – the Toolkit The RES Act allows Ministers, by order, to give a regulator access to four new civil sanctions: Fixed monetary penalty (FMP) notices – under which a regulator is able to imposed a monetary penalty of a fixed amount Stop notices – which will prevent buisnesses from carrying on an activity prescribed in the notice until it has taken steps to come back into complaince.

18. Macrory Sanctions – the toolkit Discretionary requirements – which will enable a regulator to impose, by notice, one or more of the following: A variable monetary penalty (VMP) determined by the regulator A requirement to take specified steps within a stated period to secure that an offence des not continue to happen again (compliance notice) A requirement to take specified steps within a stated period to secure that the position is restored, so far as possible, to what it would have been if no offence had been committed (restoration notice)

19. Macrory Sanctions – the Toolkit Enforcement Undertakings – which will enable a business, which a regulator reasonably suspects of having committed an offence, to give an undertaking to a regulator to take one or more corrective actions set out in the undertaking

20. Government is looking for a step change in its relationships with its customers… “This is the future of our public services. Accessible to all, personal to you. Not just a basic standard, but the best quality tailored to your needs” Prime Minister “We must be relentlessly customer- focused” Gus O’Donnell “To change public services so they more often meet the needs of people and businesses, rather than the needs of government…services that are better for the customer, better for front line staff and better for the taxpayer” – David Varney, Service Transformation Agenda

21. Improving our ‘customer insight’ capability Source:(1) Government Communications Network: Engage Programme (2) Will, S. “The management and communication of customer insight”, Interactive Marketing, April/June 2005 A customer-focused organisation has customer insight and orientation embedded throughout Consultation sessions Meeting real people Intermediary feedback People observation Listening in Letters and complaints Databases Syndicated data Social studies Surveys Environmental Political Economic Technical Social Legislative Focus Groups Quantitative Studies Segmentation Studies Behaviour and attitude Interviews Social research Environment Data Research People Closeness