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David Feeney, Reform and Delivery Office Department of Public Expenditure and Reform

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. Content of presentation. Context Rationale for Reform Learning from previous reform programmes

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David Feeney, Reform and Delivery Office Department of Public Expenditure and Reform

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  1. Public Administration Reform in IrelandPresentation to HRWG / IPSG EUPAN meeting4th April, 2013 David Feeney, Reform and Delivery Office Department of Public Expenditure and Reform

  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 2

  3. Context: Size of the Irish Public Service 3

  4. Context: Sectors of the Irish Public Service 4

  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 5

  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. 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 7

  8. Public Service Reform Plan 2011: Framework 8

  9. Putting customer service at the core of everything we do • New eGovernment strategy (onlineservices, payments, mobileapps,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 9

  10. Maximising new and innovative service delivery channels • www.gov.ie central portal to over 400 online services • Progress on international eGovernment benchmarks • Plans to delivera 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 10

  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 11

  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 12

  13. Focusing on delivery and implementation • Clear overall plan with ownership / deadlines • Strong governance model for reform inplace • Dedicated Reform and Delivery Officein 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 13

  14. Enabler 1: Strong, effective governance model 14

  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 15 15

  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 16

  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 17

  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 18

  19. Conclusion: We are fundamentally changing our overall system of management and administration Reforming … how we manage people Reforming … how we manage expenditure Reforming … the political framework Reforming … how we are organised 19

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

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