1. Public Administration Reform in Ireland Presentation to HRWG / IPSG EUPAN meeting 4 th April, 2013 David Feeney, Reform and Delivery Office Department of Public Expenditure and Reform

2. 2 2 Content of presentation  Context  Rationale for Reform  Learning from previous reform programmes  Public Service Reform Plan  Focus on implementation  Key enablers of sustainable reform  Conclusion

3. 3 3 Context: Size of the Irish Public Service

4. 4 4 Context: Sectors of the Irish Public Service

5. 5 5 Underpinning rationale: ‘burning platform’ for reform  To emerge from the crisis with a Public Service that is leaner, more efficient, better integrated and sustainable into the future  To ensure that services can continue to be delivered in the context of reduced staff numbers and increased demand for services  Citizens and businesses expect a modern Public Service to continually improve and deliver better services

6. 6 Learning from previous reform programmes  Many good initiatives and successes – however, insufficient clear prioritisation and sequencing of initiatives  Strong focus on policy but less so on delivery  Not enough focus on cross-cutting reforms  Spending and Reform were not closely aligned  Public Service Reform was not a single portfolio with clear ownership  Importance of communication on reform and associated changes  Skills and capacity challenges

7. 7 Public Service Reform Plan 2011: Origins  Series of reforms over previous 15 years  OECD Review of the Public Service (published in 2008)  Burning platform of the public finances  Programme for Government 2011 – many commitments to implement reform  New Government Department created to integrate expenditure management and reform  Cabinet level Minister now responsible for reform  Public Service Reform Plan developed by D/PER and approved by Government in November 2011  Over 200 actions set out in 14 cross-cutting areas

8. 8 8 Public Service Reform Plan 2011: Framework

9. 9 9 Putting customer service at the core of everything we do  New eGovernment strategy (online services, payments, mobile apps, social networks, data sharing, GIS, etc)  Easier access to services by rolling out a Public Services Card  Publication of key service metrics through the new Ireland Stat website  Improved engagement with customers through the Customer Charter process  Organisation / sector specific plans for improved delivery of services e.g. fix your street, real time passenger information etc

10. 10 Maximising new and innovative service delivery channels  www.gov.ie central portal to over 400 online www.gov.ie services  Progress on international eGovernment benchmarks  Plans to deliver a range of enhanced electronic services  New Cloud Computing Strategy  Data Sharing Clearing House and open data initiatives  Public Service CIO Council established  Examining opportunities for external service delivery of non-core processes

11. 11 Radically Reducing our Cost Base  Reduction in Public Service Numbers of 30,000 to-date, with more planned  New targeted VR scheme  New arrangements for annual leave and sick leave  New rosters and work practices  Radical reorganisation of public procurement  Property portfolio rationalisation  Rationalisation of State Agencies  Consolidation of ICT infrastructure  New Single Public Service Pension Scheme

12. 12 Leading, organising and working in new ways  Shared Services e.g. HR, Payroll, Finance  New approach to Workforce Planning  Significant levels of redeployment  Development of the Senior Public Service  Strengthening performance management  Greater use of Business Process Improvement  Range of Public Expenditure Reforms such as performance budgeting  Far-reaching Political Reforms such as FOI, whistleblowing, lobbying, ethics, accountability, etc.  Commencing a Civil Service Reform initiative

13. 13 Focusing on delivery and implementation  Clear overall plan with ownership / deadlines  Strong governance model for reform in place  Dedicated Reform and Delivery Office in D/PER  Recruitment of necessary skills  Change Delivery Teams and Integrated Reform Delivery Plans for all Departments / Offices  Strong focus on governance and programme management in main sectors  Senior Responsible Owners and Project Teams for Major Projects  Public Service Agreement as a key enabler of reform

14. 14 Enabler 1: Strong, effective governance model

15. 15 Enabler 2: Building delivery capability  Utilise existing skill-sets  Recruitment of expertise in areas such as shared services, external service delivery, procurement etc.  Targeted use of external support  Strong focus on governance and programme management  Building skills over time through workshops and seminars  Creation of Networks to share best practice in areas like customer service, business process improvement, shared services etc.  Provision of toolkits / handbooks / portals

16. 16 Enabler 3: Integrated approach - central and sectoral  Each Department / major Office has an Integrated Reform Delivery Plan  Integrates sectoral, cross-cutting and Public Service Agreement actions  Clear governance, ownership and timelines are also set out  Integrated Plans approved by the Cabinet Committee  Regular reports to the Cabinet Committee throughout 2013  Implementation led by Management Board of each Department / Office and coordinated by their Change Delivery Team

17. 17 Enabler 4: Public Service Agreement  Original Agreement in 2010 designed to facilitate significant cost extraction while maintaining services  Key enabler of the Public Service Reform Plan  Pay and other costs have been significantly reduced  Significant levels of redeployment and work practice changes  Industrial peace has been maintained  In order to meet fiscal targets, a further €1 billion in savings is required from the pay and pensions bill  Government invited the trade unions to discussions on a new Agreement  The Draft Agreement recently reached would commence in July 2013 and cover the period to 2016 – currently the subject of trade union ballots

18. 18 Conclusion: Critical Success Factors for the delivery of sustainable reform  Focus on emerging from the crisis with a more sustainable Public Service  Robust delivery capability supported by strong leadership  A pragmatic and effective governance model underpinning the delivery of reform  Senior management ownership of reform including delivery of benefits  Prioritisation of activities to focus on delivering the most important outcomes first  Effective communication engaging the right stakeholders at the right time

19. 19 Conclusion: We are fundamentally changing our overall system of management and administration Reforming … how we manage peopleReforming … the political frameworkReforming … how we are organisedReforming … how we manage expenditure

20. Questions / Discussion “We are implementing the most comprehensive set of reforms since the foundation of the State” Minister for Public Expenditure and Reform 17 November, 2011