Modernising the Delivery of Statutory Valuation Services An Irish Perspective Terry Fahey Project Manager Valuation Office Ireland Aanchal Anand World Bank

Content Ireland Valuation Office Ireland Rating Valuation System Revaluation Context The Approach Delivering Success through Change Governance Achievements Lessons learned

Ireland

Valuation Office Ireland Who we are and what we do

Rating Valuation System Governed by the Valuation Acts 2001 – 2015 Rates are a Charge based on the valuation of Commercial & Industrial Property The Valuation Office assesses Valuation Local authority determines the local multiplier Liability: Valuation x local multiplier = Annual Charge (Business Rates)

Revaluation Revaluation A revaluation is where every rateable property in a given geographical area is valued at the same time and by reference to a common date Principles Valuation Act 2001 requires a revaluation cycle to occur between 5-10 years Target is a 5 year revaluation cycle in short term, eventual 3 years cycle Revaluation is required to reflect the market, failure to do so results in an outdated valuation base and a possible negative impact/shock to businesses National Revaluation Programme

Context Operating Environment Current system - Outdated Valuation base – 1988 relativities Economic downturn in 2009 Public Sector Reform / Civil Service Renewal programmes Requirement Accelerate the National Revaluation Programme Apply modern valuation levels Improve the Equity and Uniformity of the Valuation base Deliver regular revaluations at a reasonable cost

The Approach - 1 New Legislation to improve processes Streamlining of the Appeals Process Pilot projects to test new approaches to accelerate revaluation Occupier Assisted Valuations – A form of Self Assessment Outsourcing of Revaluation Work – Contractor appointed Improved data sharing between the Valuation Office and other public sector Organisations Wide scale use of Statistical Data Statistical and computer-aided techniques for determining valuations

The Approach - 2 Commissioned IPTI/IRRV to conduct a review of core processes Independent assessment of “best international practice” Objective basis for future investment Clear Roadmap created Focus on medium to long term investment in People + Process + Technology Strategic Plan 2017-2019 “Valuing our Potential” Outlines a new and achievable organisational Vision Optimises our processes and implements best International practice Continuous investment in our people, process and technology

The Approach Change Programme

Delivering Success through Change Change Programme Dealing with Resistance to change Our Response Offer a New Vision & Achievable Roadmap Communication strategy / build trust /external assistance Leadership group established to deal with various areas of change Improved career opportunities Guiding Principles Continuous staff engagement – time well spent Empower & Challenge Changing Organisational Culture and behaviours through new processes & technology

Governance Issue Moving from Project centric to Programme centric approach Our Response Developing a master plan New Governance procedures Established Revaluation Programme Board & Review Group New Work Breakdown Structure created New management processes – Programme & Project Management Outcome Better control and more professionalised management of projects

Achievements

Stakeholders

Lessons Learned Develop the Vision Get the Legislation Correct Change is a Continuum and not a Series of Episodes Modernising a Service is an iterative journey and involves investment in people & processes & technology Staff are key to delivering the Changes Desired Behaviours and Values are derived from a clear Vision and achieved through better processes A Formal Methodology is required : Effective Programme & Project Management Consult your Stakeholders: Be open to new ways of working with Stakeholders Borrow from the best!

Questions