Transcript Document
Delivering Public Service Reform in Ireland Presentation to EUPAN Informal Meeting of Directors General 13
th
June, 2013
Paul Reid, Reform and Delivery Office Department of Public Expenditure and Reform 1
One of the key enablers of change is to have a burning platform Extremely challenging fiscal, industrial and public agenda Fiscal and economic crisis Increased demands for services Expenditure consolidation Rebuild public trust Reduce headcount Maintain industrial peace
Strategic Three core elements to our strategy of Public Service Reform Political Operational LRC PROPOSALS PUBLIC SERVICE STABILITY AGREEMENT 2013 – 2016
THE HADDINGTON ROAD AGREEMENT May 2013
We launched an ambitious & comprehensive Public Service Reform Plan Strategic A plan with clear timelines and ownership that transforms; 1. How we are organised 2. How we lead and manage people 3. Our future vision and strategy
Fundamental reforms of how we are organised to deliver Strategic Reforming how we are organised
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Shared services Outsourcing of non core work Procurement reform Property consolidation eGovernment / ICT / Cloud strategies Rationalisation of state agencies Expenditure reforms Whilst at the same time continuously reducing public service numbers
Fundamental reforms of T&C’s and the leadership of people Strategic Reforming how we lead and manage
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Strengthened performance management Revised pension entitlements Revised rosters in front line services Rationalisation of annual and sick leave Single Public Service Pension Scheme Workforce planning Senior management mobility Investment in coaching and mentoring
Reforming the political and administrative framework Political Rebuilding the public trust in the State
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Ombudsman Amendment Bill (Oct 2012) Freedom of Information (Amendment) Bill Protected Disclosure Bill (Whistleblowing) Regulation of lobbying Houses of the Oireachtas Inquiries Bill Accountability Framework for the Civil Service
The largest productivity deal in the history of the state A negotiated set of proposals to sustain industrial peace and deliver further savings
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5 months of intensive negotiations on pay and pensions bill 14M extra hours to be worked across sectors, without pay Further pay reductions for all earning over €65K Reductions in:
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overtime rates and volume
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cost of premia payments
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agency workers costs of increments Supports further headcount reductions Radical reform of working arrangements in each sector Proposals to deliver savings of €300M (0.2% of GDP) in 2013 and €1BN (0.7% of GDP) by 2015 Operational LRC PROPOSALS PUBLIC SERVICE STABILITY AGREEMENT 2013 – 2016
THE HADDINGTON ROAD AGREEMENT May 2013
Strong political oversight with a robust governance model A robust Governance Model Cabinet Committee on Public Service Reform Shared Services Steering Board Minister for Public Expenditure and Reform Secretary General D/PER Other Government Ministers Advisory Group of Secretaries General Departmental Secretaries General and MACs Reform Programme Boards in Four Main Sectors Reform Delivery Board Cross Cutting Project Boards (as required) Assistant Secretaries (Public Service Reform) LEGEND
Political Strategic Steering and Oversight Management / Delivery of Reform
Presenting single view of reform progress to Government Dedicated Cabinet Committee on Reform 9
In the first 18 months we have made significant progress
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Expenditure deficit reduced to 7.6% (from 11.5% in 2009) and to go below 5% in 2014 Transformation of budget and expenditure processes and controls Overall headcount reduction from 320K to 291K (since 2008) Pay bill to be reduced by 20% by end 2015 Implementation commenced on shared services with savings of between 17%-27% Procurement plan agreed by Government to save €500M (0.3% of GDP) over the next 3 years Outsourcing agenda commenced Major reforms on staff entitlements (annual leave, sick leave, pensions) Recruitment and appointment of key specialist skills in IT, Procurement, programme governance, shared services Publication of performance data – IrelandStat
There are many challenges in implementing Public Service Reform High level / political support Capacity and capability Stability - Public Service Agreement(s) Leadership and ownership Effective communications
CHALLENGES
Robust approach to the delivery Balance central and sectoral initiatives
We are now planning to focus on the next wave of reforms
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Launch next wave of reforms – November, 2013 Develop a vision and strategy for the civil service Innovative approaches to service delivery Greater efficiencies – procurement, property, shared services Change the relationship between the administrative and political systems Develop management capability and capacity – programme / performance / personnel Enhance communications – internal and external Cultural shift