1. 1 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

2. One of the key enablers of change is to have a burning platform Extremely challenging fiscal, industrial and public agenda Fiscal and economic crisis Expenditure consolidation Reduce headcount Increased demands for services Rebuild public trust Maintain industrial peace

3. 3 3 Three core elements to our strategy of Public Service Reform LRC PROPOSALS PUBLIC SERVICE STABILITY AGREEMENT 2013 – 2016 THE HADDINGTON ROAD AGREEMENT May 2013 StrategicPoliticalOperational

4. Strategic We launched an ambitious & comprehensive Public Service Reform Plan 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

5. Strategic Fundamental reforms of how we are organised to deliver Shared services Outsourcing of non core work Procurement reform Property consolidation eGovernment / ICT / Cloud strategies Rationalisation of state agencies Expenditure reforms Reforming how we are organised Whilst at the same time continuously reducing public service numbers

6. Strategic Fundamental reforms of T&C’s and the leadership of people 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 how we lead and manage

7. Political 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 Rebuilding the public trust in the State Reforming the political and administrative framework

8. 8 8 LRC PROPOSALS PUBLIC SERVICE STABILITY AGREEMENT 2013 – 2016 THE HADDINGTON ROAD AGREEMENT May 2013 Operational 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: overtime rates and volume cost of premia payments agency workers costs of increments Supports further headcount reductions Radical reform of working arrangements in each sector A negotiated set of proposals to sustain industrial peace and deliver further savings The largest productivity deal in the history of the state Proposals to deliver savings of €300M (0.2% of GDP) in 2013 and €1BN (0.7% of GDP) by 2015

9. Strong political oversight with a robust governance model Dedicated Cabinet Committee on Reform 9 A robust Governance Model Presenting single view of reform progress to Government

10. In the first 18 months we have made significant progress 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

11. There are many challenges in implementing Public Service Reform High level / political support Stability - Public Service Agreement(s) Robust approach to the delivery Balance central and sectoral initiatives Effective communications Leadership and ownership Capacity and capability CHALLENGES

12. 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 We are now planning to focus on the next wave of reforms

13. Questions / Discussion