Delivering Public Service Reform in Ireland
Presentation to EUPAN
Informal Meeting of Directors General
13th June, 2013
Paul Reid, Reform and Delivery Office
Department of Public Expenditure and Reform
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One of the key enablers of change is to have a burning platform
Extremely challenging fiscal, industrial and public agenda
Fiscal and
economic
crisis
Increased
demands for
services
Expenditure
consolidation
Rebuild
public trust
Reduce
headcount
Maintain
industrial
peace
Three core elements to our strategy of Public Service Reform
Strategic
Political
Operational
LRC PROPOSALS
PUBLIC SERVICE STABILITY
AGREEMENT 2013 – 2016
THE HADDINGTON ROAD
AGREEMENT
May 2013
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We launched an ambitious & comprehensive Public Service Reform Plan
Strategic
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
Fundamental reforms of how we are organised to deliver
Reforming how we are organised
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Shared services
Outsourcing of non core work
Procurement reform
Property consolidation
eGovernment / ICT / Cloud strategies
Rationalisation of state agencies
Expenditure reforms
Whilst at the same time continuously reducing public service numbers
Strategic
Fundamental reforms of T&C’s and the leadership of people
Reforming how we lead and manage
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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
Strategic
Reforming the political and administrative framework
Rebuilding the public trust in the State
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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
Political
The largest productivity deal in the history of the state
A negotiated set of proposals to sustain
industrial peace and deliver further savings
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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
Operational
LRC PROPOSALS
PUBLIC SERVICE STABILITY
AGREEMENT 2013 – 2016
THE HADDINGTON ROAD
AGREEMENT
Proposals to deliver savings of €300M (0.2% of GDP) in 2013
and €1BN (0.7% of GDP) by 2015
May 2013
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Strong political oversight with a robust governance model
Dedicated Cabinet Committee on Reform
A robust Governance Model
Cabinet Committee on
Public Service Reform
Minister for Public
Expenditure and Reform
Shared Services
Steering Board
Secretary General
D/PER
Reform Delivery Board
Other Government
Ministers
Advisory Group of
Secretaries General
Departmental
Secretaries General and
MACs
Reform Programme
Boards in Four Main
Sectors
Assistant Secretaries
(Public Service Reform)
LEGEND
Cross Cutting Project
Boards
(as required)
Political
Strategic Steering
and Oversight
Management /
Delivery of Reform
Presenting single view of reform progress to Government
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In the first 18 months we have made significant progress
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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
There are many challenges in implementing Public Service Reform
High level / political
support
Capacity and capability
Stability - Public
Service Agreement(s)
CHALLENGES
Leadership and
ownership
Robust approach to
the delivery
Effective
communications
Balance central and
sectoral initiatives
We are now planning to focus on the next wave of reforms
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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
Questions /
Discussion