1. Irish Presidency Planning Review Office of the Government 27 June 2013

2. Topics Context Organisation Planning Process Administrative Arrangements Budget

3. Planning Context 2010- 2012 Steep Economic/Budgetary decline Challenging International Reputation Parliamentary Election EU and EP cycle Public Disenchantment with Public Service Gradual implementation of Lisbon Treaty

4. Organisation MFA led Administrative Planning PM led Policy Planning OPW led Facility Provision PM led Communications Police led Security Min. of Culture led Culture programme

5. Managing Relationships EU Member States MinistriesBudget Political Sphere Media/Public EU Institutions

6. Administrative Planning Close but informal coordination between PM/MFA/OPW on core approach Inter-Departmental Administrative Planning Group 2 Government decisions (but no legislation) Small no. of staff on admin planning, growing from 2 part-time to 12.

7. Balances Doing it right v Doing it cheap EU priority v National priority Tradition v Innovation 2004 v 2013 Centrally organised v Devolved organisation

8. Key Administrative Decisions Centralisation of venue –Budget-driven –Better product –Legacy Number of Informals –Driven by business case –No dilution with “Ministerial Conferences” Single PRB premises

9. More Key Admin Decisions Centralisation of procurement/provision Staffing by re-deployment, interns, temporary staff and internal volunteers. Devolution of Culture programme with capped budget Least possible amount of “mementos”, publications etc. Some activation of State promotion (but no budget)

10. Budget General economic context Legacy of 2004 (and OSCE and 2011 visits) Top-down and Bottom-up Estimates Credibility factor important “Cost-effective” - not “cheap”

11. Budget Management Core budgets for MFA/PM/OPW based on solid estimates Budgets for others linked to calendar and to presence in Perm Rep Security budget handled separately Budgets published by each Ministry Close control on core expenditure Monthly report from each Ministry

12. Procurement Open approach - including PIN Central contracts for core services Framework contracts for common services Individual contracts for minor services

13. Major Expenditure areas Conference Centre – only Capital expenditure Staff – mainly 9/12 to 7/13 Dublin Castle Operations Catering Website/Live Streaming Accreditation Branding

14. Sponsorship Open approach Centrally-managed Difficult market Added value v cost-reduction Opportunity to innovate

16. Single Contract Ministerial Hotels Conference Services (OPW) Stationery Mementos Branding Accreditation Ministerial Interpretation (SCIC) Ministerial transport Most catering Live Streaming

17. Framework non-Ministerial Transport non-Ministerial Interpretation non-Ministerial Photography

18. Individual non-Ministerial hotels Entertainment Ministerial gifts