Public Administration Reform in Ireland

Presentation to HRWG / IPSG EUPAN meeting

4th April, 2013

David Feeney, Reform and Delivery OfficeDepartment of Public Expenditure and Reform

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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

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Context: Size of the Irish Public Service

2005 2006 2007 2008 2009 2010 2011 2012 2013 Est.

2014 Est.

200,000

220,000

240,000

260,000

280,000

300,000

320,000

340,000Public Service Staff Numbers 2005-2014

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Context: Sectors of the Irish Public Service

101500; 35%

90700; 31%

36300; 12%

28300; 10%

13400; 5%10700; 4% 10000; 3%

Public Service Numbers by sector - end 2012

Health Sector

Education Sector

Civil Service

Local Government Sector

Justice Sector

State Agencies

Defence Sector

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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

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 onlineservices

Progress on international eGovernment benchmarks

Plans to deliver a range of enhanced electronicservices

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 30,000to-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

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

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

Other Government Ministers

Advisory Group of Secretaries General

Secretary GeneralD/PER

Shared Services Steering Board

Reform Delivery Board

Cross Cutting Project Boards

(as required)

Assistant Secretaries (Public Service Reform)

Departmental Secretaries General and

MACs

Reform Programme Boards in Four Main

Sectors

Management /Delivery of Reform

Political

Strategic Steering and Oversight

LEGEND

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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 … the political framework Reforming … how we are organised

Reforming … how we manage expenditure

Questions / Discussion

“We are implementing the most comprehensive set of reforms since the foundation of the State”

Minister for Public Expenditure and Reform17 November, 2011