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

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

3. Ireland

4. Valuation Office Ireland
Who we are and what we do

5. 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)

6. 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an outdated valuation base and a possible negative impact/shock to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

7. 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Current system - Outdated Valuation base – 1988 relativities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

8. 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

9. 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 “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

10. The Approach
Change Programme

11. 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

12. 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

13. Achievements

14. Stakeholders

15. 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!

16. Questions