Public Administration Reform in Ireland
Presentation to HRWG / IPSG EUPAN meeting
4th April, 2013
David Feeney, Reform and Delivery Office
Department of Public Expenditure and Reform
Content of presentation
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Context
Rationale for Reform
Learning from previous reform programmes
Public Service Reform Plan
Focus on implementation
Key enablers of sustainable reform
Conclusion
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Context: Size of the Irish Public Service
Public Service Staff Numbers 2005-2014
340,000
320,000
300,000
280,000
260,000
240,000
220,000
200,000
2005
2006
2007
2008
2009
2010
2011
2012
2013
Est.
2014
Est.
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Context: Sectors of the Irish Public Service
Public Service Numbers by sector - end 2012
10,700, 4% 10,000, 3%
13,400, 5%
101,500, 35%
Health Sector
28,300, 10%
Education Sector
Civil Service
Local Government Sector
36,300, 12%
Justice Sector
State Agencies
Defence Sector
90,700, 31%
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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
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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
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Public Service Reform Plan 2011: Origins
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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
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Public Service Reform Plan 2011: Framework
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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
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Maximising new and innovative service delivery channels
 www.gov.ie central portal to over 400 online
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
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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
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Leading, organising and working in new ways
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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
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Focusing on delivery and implementation
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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
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Enabler 1: Strong, effective 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
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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
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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
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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
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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
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Conclusion: We are fundamentally changing our overall
system of management and administration
Reforming … how we manage people
Reforming … how we are organised
Reforming … how we manage expenditure
Reforming … the political framework
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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