Department of Agriculture, Food and the...

External Service Delivery Plan – Agriculture, Food & Marine Sector

Department of Agriculture, Food and the Marine

Bord Iascaigh Mhara

Bord Bia

Marine Institute

Teagasc

External Service Delivery Plan

Overall strategy

In the context of the goals and objectives set out in the Department’s Statement of Strategy, to provide services to our customers in the most

efficient and effective way.

Proposed governance and resourcing

External Service Delivery is managed at a Divisional level throughout the Department and overseen by the Secretary General and

Management Advisory Committee.

Prioritisation process

Potential projects are assessed on a case-by-case basis.

Human resources

If an excess of human resources arises, the Department makes use of internal and external redeployment opportunities.

Background & current external service delivery

The Department has been, for many years, using external delivery extensively in a number of areas as outlined in the ‘Department specific’

functions listed below:

1. Registration & Movement

2. Disease Eradication

3. BSE & TSE

4. Single Payment Scheme

5. Certain Laboratory Work

6. Certain Veterinary Tasks

7. Animal By-Product Services

8. Forestry.

When combined with cross-Departmental functions, the total value of externally delivered services is almost €63 million, although not all of this

is paid directly by the Department.

The Department is increasingly looking towards external delivery for ‘Facilities Management’ and is currently in the process of renegotiating its

contract for the Backweston Campus. Cleaning and catering services across the Department’s extensive office network are almost exclusively

delivered externally.

The Department outsources some specialised IT functions but the trend in the past few years has been to in-source as much as possible in

order to cut costs. The Department has also become an IT shared services centre for outsourcing by other Government Departments and the

Department’s State Agencies. The Public Sector Reform Plan outlines other steps to be taken centrally to reduce the costs of ICT provision in

public bodies. The Department plans to continue using a judicious mixture of out-sourced and in-sourced delivery for IT.

Increasingly support functions are being delivered and considered for delivery outside the Department. The Department is proactively engaged

in the Shared Services Reform Programme with senior representation at Assistant Secretary level on the Payroll, Banking and Finance, HR

and Debt Management Shared Service Programme Boards. The Department was among the first phase of organisations that moved to the HR

Shared Services, Peoplepoint, earlier this year. The Department is participating in the review of debt management processes across the Civil

Service, including the processes related to the Rural Environmental Protection and Single Payment Schemes, with a view to determining the

most efficient delivery model. The Department’s representative chairs the Debt Management Project Board. The Department has also engaged

with DPER in various base-lining exercises including payroll and banking and finance.

Future external service delivery

As a general rule, the Department will seek to constantly review its delivery model for all activities, especially non-core and new activities. For

the purposes of considering current activities for external service delivery the following broad headings can be used; 1) Policy; 2) Scheme

administration 3) Farm inspections; 4) Regulatory inspections; 5) Meat inspections; 6) Disease Control; 7) Laboratories. The key

measurements used in considering whether activities are suitable for external delivery are cost and capability, i.e. whether it can be delivered

cheaper or better.

1) Policy: The core of any Government Department is policy and in terms of capability, it is not an area considered suitable for external

delivery.

2) Scheme administration: the Department has made significant progress in recent years improving the efficiency and effectiveness of

scheme delivery. In terms of suitability for outsourcing, the following factors need to be considered:

a) Capability; the various schemes are made up of different processes, many of which are unique to the Department and may not lend

themselves readily to external delivery. Currently the Department has unique capability in this area, especially in terms of adjusting

schemes arising from CAP reform. The Single Payment Scheme (SPS) is considered especially complex to deliver.

b) Risk; there is a very significant risk attached; would any benefits or savings justify the risk of disallowances to the State or payments not

being made?

c) Criticality and control; there is also an issue of how critical payment delivery is to the Department and whether outsourcing would cede

any control in this area.

d) Potential efficiencies; it is likely that further efficiencies in scheme delivery can be made in future; the increasing dependence of the

main schemes on the LPIS database, which is likely to be deepened by CAP reform, may point to an amalgamation of the

administration of the main schemes.

External service providers will say that issues such as capability and control can be addressed and that risk can be managed. However in

this context the recent KPMG report on the SPS commented, ‘Outsourcing to a third party; Not appropriate for DAFF at present due to

uncertainties in relation to long term future of SPS payments, and one off investment required to set up this model.’

While whole-scale outsourcing may not currently be an option, there may be elements within scheme administration that could be

considered, elements like those already delivered externally (i.e. the digitising of land parcels and the provision of remote sensing imagery).

3) Farm inspections: The Department has been pursuing a programme of reform including driving efficiencies and increased flexibility across

its inspections via the rationalisation of staffing, reform of structures and the application of ICT solutions. The Department has placed an

increasing emphasis on the application of risk assessment and audit based inspection methodologies, which is allowing for more effective

deployment of resources, while effecting cost reductions. In its ‘Integrated Reform Delivery Plan 2013’, the Department committed to a

review of the ‘Delivery of Inspections’ including the consideration of suitability for external service delivery.

It could be argued that farm inspections are suitable for external delivery in terms of being discreet, measurable blocks of work with fairly

standard processes and outcomes. There is evidence of capability in the market, i.e. the inspections for Bord Bia’s Quality Assurance

Scheme are delivered externally, although there may be issues with the more complex inspections that the Department has to fulfil.

Changes in current practice would bring a financial and reputational risk; see the reasons outlined at 2 (a-d) above. In addition, the

Department currently has the qualified and trained human resources to deliver the inspections. If the Department can no longer deliver its

inspection requirements from within its existing resources, and having exhausted all internal redeployment opportunities, external delivery

(perhaps via piece-rate and short-term contractual arrangements) should be re-examined. Moves to externally deliver inspections may also

have the potential to address some current issues around seasonality and flexibility.

4) Regulatory inspections: Regulation (EC) No 882/2004 requires each Member State to prepare a single ‘Integrated Multiannual National

Control Plan’ (MANCP). This plan must contain general information on the structure and organisation of the systems of official controls in

the areas of Food Law, Feed Law, Animal Health Rules, Animal Welfare Rules and Plant Health Rules. Regulation (EC) No 882/2004 is

currently being reviewed at EU level and the Department is currently engaged across the five areas above.

The Department is responsible for a significant number of specialist areas under the MANCP and this is likely to increase after the current

review. Due to the specialised and regulatory characteristics of these inspections, they would be particularly complex to deliver externally.

Again the application of risk assessment and audit based inspection methodologies, which is allowing for more effective deployment of

resources, is effecting internal cost reductions and inspections are being delivered within existing resources. However future demands may

put pressure on this current capability. If the Department can no longer deliver its inspection requirements from within its existing resources,

and having exhausted all internal redeployment opportunities, external delivery (perhaps via piece-rate and short-term contractual

arrangements) should be re-examined. Moves to externally deliver inspections may also have the potential to address some current issues

around seasonality and flexibility.

5) Meat inspections: The meat inspection service already relies heavily on external delivery via temporary veterinary inspectors. A lean

review of the Meat Inspection Service as it operates in processing plants is being finalised and is expected to recommend how greater

efficiencies may be leveraged, while ensuring that the Department continues to meet its regulatory obligations. An increasing emphasis on

the application of risk assessment and audit based inspection methodologies will allow for more effective deployment of resources, while

effecting cost reductions for industry. This work must be seen in the context of Food Harvest 2020 and food safety, including traceability

and transparency, being a source of competitive advantage for Irish meat.

6) Disease Control: As described below the TB and Brucellosis Eradication Programmes make extensive use of the testing of animals by

private veterinary practitioners (PVPS). The Department remains open to further use of PVPs and has recently moved the administration of

pet passports to the private sector.

7) Laboratories: Certain types of testing are being delivered externally. A review of the Regional Laboratory Structure is completed to draft

stage. This review identified the need to have a clear central strategic vision for the development and deployment of the Department’s

Laboratory Service as a whole. As a consequence the MAC has mandated a group to draw up a future vision statement for the Laboratory

Service.

Functions currently delivered externally

No. Action/Deliverable Detailed Description (define scope,

volumes, headcount)

Level at

which

contract

administered

(eg. Local,

Regional,

National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

Cross-Departmental Function – Facilities Management

1 Catering 4 buildings: Dublin, Portlaoise, Wexford

& Clonakilty

Local Yes HQ Ag. Hse Dublin

€15,000 - Department

pays premises costs only.

Services

Division

2 Cleaning 35 buildings countrywide: Cost vary in

buildings due to individual requirements

and input levels

Local and

Regional

Yes €789,092 Services

Division

3 Security 11 buildings: Services vary but include

lockup, key-holding & alarm call out.

Local and

Regional

Yes € 315,450 Services

Division

4 Security, maintenance, cleaning,

landscaping, transport, reception

catering and portering.

Current aggregated contracts for

Backweston Labs [Redacted]

Local Yes €1,892,060 Services

Division /

Laboratories.

5 Parking Parking services at Rossaveal Fishery

Harbour Centre are delivered by an

outside company

National Yes Contract is on a revenue-

sharing basis.

Sea Fisheries

Administration

Division


volumes, headcount)

Level at

which

contract

administered

(eg. Local,

Regional,

National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

Cross-Departmental Function – Information and Communication Technology

1 Help Desk & Deskside Support

2 System support 1,162,864.26 Information

Management

& Technology

Division (IMT)

3 System Integration

4 Network Administration

5 Print Service Management

6 Application Development 9,129,636.00 IMT

7 Application Testing

8 Application Management

9 Hosting

10 Cyber Security 32,133.77 IMT

11 IT Project Management 13,099.50 IMT


volumes, headcount)

Level at

which

contract

administered

(eg. Local,

Regional,

National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

12 IT Audit Provision of IT Audit technical support to

Department’s IT Audit team.

National IT coverage

within this

Department

but a cross

Departmental

framework is

being put in

place for

audit support

services.

Up to €73K per annum Internal Audit

Unit


volumes, headcount)

Level at

which

contract

administered

(eg. Local,

Regional,

National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

Departmental Specific Function – Registration & Movement

1 Registration of bovine births, the

issuing of bovine passports and

the handling and processing of

notifications in relation to farm to

farm bovine movements and on-

farm deaths.

Handle, scan and data process circa

1.7million items of incoming post

Print and issue circa 3million items of

outgoing post within specified time

limits.1

Operate a call centre capable of

handling in excess of 100,000 phone

calls per annum.

National No – Unique €5.95million2 AIM Division

1 Bovine passport or error letter to be posted within 2 working days of receipt of a paper application.

Bovine passport, replacement passport or imported animal passport to be posted within 1 working day of receipt of an electronic file.

Certificate of compliance applications received by post or fax before 15:00 on a working day will result in a cert of compliance or an error letter being posted the same day.

Certificate of compliance applications received by post or fax after 15:00 on a working day will result in a cert of compliance or an error letter being posted the next working

day.

All movement and on-farm death notifications are processed within one working day of receipt.

2 This is the 2012 figure. There is a tender process on-going which should reduce the cost.


volumes, headcount)

Level at

which

contract

administered

(eg. Local,

Regional,

National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

2 Supply of Bovine Animal Tags

and Birth registration

documents3

Production and delivery of

approximately 2million Tag Sets and

approximately 400,000 replacement

tags per annum to keepers.

New tag sets must be issued within 15

working days of receipt of a valid order

from the keeper.

Replacement tags must be issued within

3 working days of receipt of a valid

application for replacement tags from

the keeper

National No – Unique In the region of €5.8m.

This is an estimate as the

Dept does not pay for the

tags. Payments for tags

are made to the supplier

directly by keepers

AIM Division

3 Payment for the service delivered under this contract is made by herd keepers. The Department does not pay for the tags.


volumes, headcount)

Level at

which

contract

administered

(eg. Local,

Regional,

National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

3 Handling, Processing and

verification of pig movement

notifications

All pig movements to and from the circa

2,500 pig holdings within Ireland are

obliged to be notified to the Department.

The external contractor receives,

reconciles, processes and notifies circa

28,000 reconciled movements annually

to the Department’s AIM database.

National No - Unique € 144,000 Animal Health &

Welfare Division

4 Issuing of Pet Passports Pet Passports are purchased from the

Department and issued directly by

Private Veterinary Practitioners to pet

owners. Circa 7,200 per annum.

National No – Unique No contract as the

process has been moved

in its entirety to the private

sector. This has resulted

in a significant staff saving

for the Department.

Animal Health &

Welfare Division

Departmental Specific Function – Disease Eradication

1 Testing of animals by private

veterinary practitioners (PVPS)

under the TB and Brucellosis

Eradication Programmes (DAFM

paid testing represents 25% of

volume of testing undertaken –

the balance paid for by farmers).

DAFM pays a fixed fee on a fee per test

basis (rate of fee set out in legislation)

Approx. 930 PVPs

1.77m DAFM paid tests.

National No - Unique € 8m approx ERAD Division


volumes, headcount)

Level at

which

contract

administered

(eg. Local,

Regional,

National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

2 Badger Capture Programme:

contract with [Redacted]for

badger capture, culling and

vaccination duties under the TB

Eradication Programme.

[Redacted]

Fixed hourly rate based on number of

badgers captured/vaccinated.

Operatives work on a part time basis

over a 12 day cycle supervised by

DAFM staff.

[Redacted]operatives are required to

own, and have a licence to use a .22

calibre rifle

National No – Unique €3m ERAD Division

3. Contract with the [Redacted] for

Badger Post Mortem

Assessment. The PM procedure

includes,

(a) assessment of badger

carcase/ trauma score,

(b) harvesting specified

lymphatic tissue

Collection of badger carcasses from

various locations countrywide, delivery

to[Redacted]for PM and the disposal of

the carcasses following post mortem

assessment.

[Redacted]

[Redacted]

National No - Unique €0.35m (includes

collection and delivery of

badgers, PM assessment,

disposal of badger

carcasses).

ERAD Division


volumes, headcount)

Level at

which

contract

administered

(eg. Local,

Regional,

National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

(c) reproductive assessment

(d) preparation of histology

slides.

Departmental Specific Function – BSE & TSE

1 Testing for BSE and Scrapie 80,000 tests National No - Unique €1.25m Milk and Meat

Hygiene & Animal

By-Products

Division

2 Collection and Rendering of

Fallen Bovines over 48 months

75,000 animals National No – Unique €5.8m Milk and Meat

Hygiene & Animal

By-Products

Division


volumes, headcount)

Level at

which

contract

administered

(eg. Local,

Regional,

National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

Departmental Specific Function – Single Payment

1 Maintenance of Land Parcel

Identification System (LPIS)

spatial database.

Map Digitisation of Land Parcel

Identification System (LPIS) based on

annual submission of mapping change

requests from approximately 25,000

SPS applicants.

Digitisation of land parcels involving

2,000 SPS applicants following ground

eligibility inspections.

Digitisation of 300,000 land parcels as a

result of LPIS review.

Maintenance of LPIS spatial database

involving 1.1 million land parcels.

Ongoing work includes re-digitisation of

land parcels and preparation of quality

reports required under EU regulations.

National No - Unique € 2m Single Payment

Unit

2 Remote sensing eligibility

inspections of all EU direct

payment schemes.

Undertaking [Redacted]remote sensing

(satellite) eligibility inspections and

National

No – Unique [Redacted] Single Payment

Unit


volumes, headcount)

Level at

which

contract

administered

(eg. Local,

Regional,

National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

updating the LPIS database using the

findings of inspections.

Departmental Specific Function – Laboratories

1 Outsourcing of certain analytical

work.

Analysis of samples for a range of very

specific analytes which are not currently

part of the analytical scope of DAFM

Laboratories.

€92k is

centrally

administered

by the VPHR

Laboratory on

behalf of

Veterinary

Medicines

Division.

Specific to

the

implementati

on of EU

Regulations

and not x

departmental

.

€92k in 2012, €92k in

2013.

In addition Veterinary

Medicines Division

outsource work to the

[Redacted]

(€250k pa) and other

external labs approx.

€60k pa.

Veterinary

Medicines

National Residues

Control

Programme

(NRCP)

2 Outsourcing of the GMO NRL

functions and obligations.

Delivery of specific GMO analytical

functions.

Managed by

the Plant

Health

Laboratory

Specific for

compliance

with EU

regulations.

€15k pa Pesticide, Plant

Health and Seed

Testing

Laboratory

Division


volumes, headcount)

Level at

which

contract

administered

(eg. Local,

Regional,

National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

3 Occasional requirements to

outsource specific analytical

tests where there is no in house

capacity to deliver at present.

This may relate to

- Botulism bio assay and

elisa testing

- DNA fingerprinting of

fallen stock

- Etc as the need arises

On an as required basis. The

requirement for these tests are sporadic

and in general are not predictable.

Managed as

the need

arises by the

relevant

Division

Relevant

Laboratory

Division

Departmental Specific Function – Veterinary Tasks

1 Meat Inspection Services Temporary Veterinary Inspectors (TVI’s)

who are private veterinary practitioners

assigned on a roster basis to slaughter

plants.

National No - Unique Approx € 16.25m in 2013 Milk and Meat

Hygiene & Animal

By-Products

Division

Departmental Specific Function – Animal By-Product Services

1 Laboratory testing services Necessary testing for GTH, insoluble

impurities, etc which cannot be carried

out in-house

National No – Unique €693 to date in 2013 Milk and Meat

Hygiene & Animal


volumes, headcount)

Level at

which

contract

administered

(eg. Local,

Regional,

National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

By-Products

Division

2 Printing of commercial and other

documents

Printing of commercial document books,

record books, etc necessary for plants to

maintain the required records

National No – Unique €9240 to date in 2013 Milk and Meat

Hygiene & Animal

By-Products

Division

3 Translation services Translation of an Italian document

requested by the Vets – ABP being sent

from a rendering plant in ROI to Italy

National Yes €183.20 Milk and Meat

Hygiene & Animal

By-Products

Division

4 Training services Cre training National No – Unique €541.20 Milk and Meat

Hygiene & Animal

By-Products

Division

5 Printing of Animal Health

Certificates

25,000 certificates printed annually Local No – Unique €12,000 - €24,000 Milk and Meat

Hygiene & Animal

By-Products

Division

Departmental Specific Function – Forestry


volumes, headcount)

Level at

which

contract

administered

(eg. Local,

Regional,

National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

1 Establishment a network of bait

traps and pheromone lures at 52

locations nationwide

The Forest Service is responsible for

implementing the forestry aspects of the

EU Plant Health Directive, Council

Directive 2000/29/EC of 8 May 2000 on

protective measures against the

introduction into the Community of

organisms harmful to plants or plant

products and against their spread within

the Community. These bait traps and

pheromone lures are required to meet

Irelands obligation under the regulation

Regional

National

No - Unique € 25,000 Forest Service

Inspectorate

2 The provision of a forest

pathology diagnostic service to

the Forest Service.

This involves laboratory sampling and

analysis of approximately 50-75

submitted samples. Please note that

these figures are indicative and are non-

binding.

Currently the most expensive samples

are €713, but many are less than that. In

reality the sample number is likely to be

under 50.

National No – Unique €35,000 Forest Service

Inspectorate

Areas currently being tested for External Service Delivery or in the process of being moved to external delivery


headcount, volumes, current data quality)

Key Steps for

Implementation

and Associated

Timelines

(Start/End Dates)

Suitability

for Shared-

Service

Suitability

for multi-

department

contracts

Expected

€ Saving

(inc.

asmptns)

Senior

Responsible

Owner

Cross-Departmental Function - Finance/Business Processes

Payroll

Financial Management

Banking

Debt Management

The Department is proactively engaged in the

Shared Services Reform Programme with

senior representation on the Payroll, Banking

and Finance, HR and Debt Management,

driven by Project Boards reporting to the

Reform Delivery Office.

Cross-Departmental Function – Inspections and enforcement, licensing

The Department is

currently evaluating the

feasibility and risks

associated with

outsourcing the land

eligibility and cross

compliance inspections

under the SPS.

Confirm the eligibility and area of land declared.

Confirm compliance with a range of cross

compliance requirements in respect of the

environment, food safety, animal traceability

and animal welfare

Inspection levels:

Land- 5% of applicants using remote sensing

and on the spot ground verification checks.

3% of bovine and ovine applicants

Feasibility now

being considered.

End Qtr 4, 2013

No No NA Integrated

Controls

Division



Key Steps for

Implementation

and Associated

Timelines

(Start/End Dates)

Suitability

for Shared-

Service

Suitability

for multi-

department

contracts

Expected

€ Saving

(inc.

asmptns)

Senior

Responsible

Owner

1% for other cross-compliance elements.


Managed Print Service Move to 100% Managed Print Service for

DAFM and our shared services offerings. We

currently have a semi-Managed Print Service

which has accrued savings since 2010.

Preparing a tender

to the Framework

for the Supply of

Managed Print

Services (SS

0067/10)

Background data

being collated.

Proposed

commencement in

Q1 2014 for 4 + 1

years

Yes Yes € 300,000

over the

term of

the

contract

Services

Division



Key Steps for

Implementation

and Associated

Timelines

(Start/End Dates)

Suitability

for Shared-

Service

Suitability

for multi-

department

contracts

Expected

€ Saving

(inc.

asmptns)

Senior

Responsible

Owner

Departmental Specific Function – Import controls

Import controls - the

provision of unloading /

loading and handling

during physical veterinary

checks of consignments

of products of animal

origin at Dublin port BIP

The unloading and handling of consignments

during physical checks is done at present by

the landlord of the premises at which Dublin

port Border Inspection post (BIP) is located.

(Random physical checks are mandatory at a

frequency set under Commission Decision

94/360/EC). The fee is set by and paid directly

to the landlord by the importer [Redacted]

Performing the function this way has been

deemed inappropriate and unsatisfactory.

Estimated cost €60-€70K - to be recouped in

full via levy to be applied to all consignments in

an equitable manner

In the process of

implementing an

increase in fees

for veterinary

checks at the BIP.

Tender document

being prepared –

will go to the

market in Qtr 1,

2014

Yes Yes N/A

NDCC &

Veterinary

International

Division

BIM External Service Delivery Plan

Overall strategy

What is the objective? Reduction in in-house operating costs through utilisation of tendered, external service providers, provided same can be

delivered in an efficient and timely manner. This is especially important in light of both reduced headcount, its associated impact of loss of

corporate memory and overall budgetary constraints.


How does it fit with the shared services governance, (existing) larger reform governance ?

It should fit in with the overall strategy of the shared services governance programme currently under way.

How will projects be resourced and managed?

We will need some additional, external resources, in the short-term only, which may result in some additional short-term cost spikes but will

quickly lead to overall reduced recurring costs.


How are your potential projects prioritised for action (headcount reduction opportunity, expected saving, readiness, etc) ?

BIM’s headcount has reduced from 178 to 125 over the last 5 years. We are now at critical headcount levels to deliver the seafood support

service which we are mandated to do. We will need to embrace the external and shared service options as soon as they are working and proven.

Human resources

What is the strategy to deal with excess human resources? (Redeployment, VR/VER, offer TUPE transfer, etc)

Our only real options to deal with any further headcount reduction is either retirement or redeployment. The redeployment option, we feel, has

yet to deliver on its full potential.

Functions currently delivered externally No. Action/Deliverable Detailed Description

(define scope,

volumes, headcount)

Level at which

contract administered

(eg. Local, Regional,

National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

Cross-Departmental Function – Facilities Management 1 Catering N/A N/A N/A

2 Cleaning Cleaning Contracted

externally

Centrally by BIM Yes €18,038

€762 cleaning supplies

[Redacted]

3 Security Security System—remote

Monitoring

Centrally by BIM Yes €2,786 Monitoring

€595 Intruder Alarm Maintenance

€301 keyholding

€27,888 Janitorial/Security--W39 Ltd

€27,744 Janitorial/Security--Lisneys

[Redacted]

4 Buildings maintenance Lisneys Centrally by BIM Yes €12,985 General Maintenance ,leaks,

painting, fire extinguishers, replacing

radiators, blockages, etc

€12,879—Lisney Management fee

[Redacted]

5 Reception N/A Centrally by BIM No [Redacted]

6 Maintenance Ad hoc requirement,

supplied by external

contractors

Centrally by BIM Yes €1,383 window cleaning

€5,201 janitorial supplies

€2,643 waste disposal

€481 pest control

€1,178 external landscaping

€3,700 fem hygiene

€1,575 water treatment

[Redacted]

7 Mech and elec Ad hoc requirement,

supplied by external

contractors

Centrally by BIM Yes €2,262 electrical maintenance

contract

€1,260 fire alarm maintenance &

monitoring

€2,277 lift maintenance

€1,834 mechanical maintenance

contract

€865 automatic doors/gates

maintenance contract

[Redacted]

No. Action/Deliverable Detailed Description

(define scope,

volumes, headcount)

Level at which



National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner


1 Debt collection N/A N/A Yes N/A

2 Billing All fully automated—no

real scope for external

efficiency

N/A Yes N/A

3 Records management/scanning/filing All fully automated—no

real scope for external

efficiency

N/A N/A N/A


1 Help Desk & Deskside Support Triliogy Technoligies —

Managed Service for

Helpdesk and Level 1 & 2

IT Support

Locally by BIM – managed

by IT Manager

Future partial

possibility

assuming

appropriate

SLA.

€78,818 [Redacted]

2 System support Various specialised

contracts in place with

different third parties.

Locally by BIM – managed

by IT Manager Partial

possibility

depending on

expertise

available

Total External Support

approximately €60,000 [Redacted]

3 System Integration N/A N/A [Redacted]

4 Network Administration N/A Locally by BIM – managed

by IT Manager Partial

possibility

depending on

expertise and

SLA available

[Redacted]

5 Print Service Management N/A N/A Yes [Redacted]

6 Application Development N/A No current projects N/A Yes [Redacted]

7 Application Testing N/A N/A N/A [Redacted]


(define scope,

volumes, headcount)

Level at which



National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

8 Application Management N/A N/A No, local

knowledge

required

[Redacted]

9 Hosting Internal and External (BIM

website hosted y DAFM)

Local No further

requirement

[Redacted]

10 Cyber Security N/A N/A Partial

possibility

depending on

expertise

available

[Redacted]

11 IT Project Management N/A N/A Partial

possibility but

local

knowledge of

business

required

[Redacted]

12 Voice Comms Voice (fixed and mobile)

and data communications

Local Yes (already in

place)


Bord Bia External Service Delivery Plan Template

Overall strategy

What is the objective? e.g Reduce costs by €x by delivering services externally in a cost effective manner. Deliver current (or new) service with

reduced headcount.

Bord Bia’s mission is to drive through market insight and, in partnership with industry, the commercial success of a world class Irish food, drink

and horticulture industry. To deliver value for money for expenditure is a formal Bord Bia strategic objective. Cost efficiencies have reduced

non-pay operating costs by 42% since 2008.

Bord Bia uses external resources where they offer value and can release internal resources to priority areas. Cleaning, security, maintenance and

overseas payroll are outsourced. External resources are also engaged for programme delivery – e.g. Quality Assurance (QA) farm inspections

and the national roll-out of Food Dudes/school fruit scheme. The carbon footprinting of farms (a world first) has been added to the beef QA

scheme at no extra cost to the producer.

While managing a staff reduction programme, Bord Bia has supported change in five key areas: the development of Origin Green, the new

national umbrella food brand, with verifiable sustainability and quality credentials at its core; education initiatives to enhance industry leadership

and management capability; facilitation of co-opetition strategies to increase the capacity of food, drink and horticulture companies; innovation

to enhance growth and differentiation; and Food Works, an innovative initiative by Bord Bia, Teagasc and Enterprise Ireland to encourage

entrepreneurship through high-potential and strategic scale-ups.

Bord Bia continues to examine its cost base and resource allocation, and to evaluate alternatives to in-house delivery in order to ensure the most

cost-effective solution.


How does it fit with the shared services governance, (existing) larger reform governance?


Bord Bia's experience of partnership and external service delivery underpins initiatives to support delivery of Food Harvest 2020 targets- €12

billion in food, drink and horticulture exports by 2020 (2013 = €9 billion). Bord Bia promotes innovative ways of developing industry financed

initiatives such as the Sustainability and Dairy QA Scheme; the recruitment of ten experienced, talented executives, in partnership with industry

as Ambassadors to build awareness of Origin Green with world-leading companies; the development of a food hub, a shared office facility that

enables Irish food and drink exporters to cost-effectively establish a presence in Shanghai, and benefit from shared services, market knowledge

and research; the Food Export Graduate and Fellowship Programmes which place graduates with companies and overseas to develop the export

capability of Irish food and drink companies.


How are your potential projects prioritised for action (headcount reduction opportunity, expected saving, readiness, etc)?

While achieving headcount reductions, Bord Bia continually looks for new ways to collaborate, for example, with Fáilte and Tourism Ireland to

attract overseas visitors; collaboration with Dublin City Council and the Temple Bar Traders Association to host Tail-Gate Event for the Navy

Notre Dame American Football game in Dublin last year; collaboration with the UK on three-year EU-supported mushroom campaign, and with

France and the UK on lamb promotion; collaboration with County Enterprise Boards to build the capabilities of Irish food and drink companies,

and with the overseas functions of Enterprise Ireland and Embassies in the provision of office accommodation et al; etc.

Human resources


With a head office in Dublin and 10 overseas offices, Bord Bia does not have excess resources but continually reviews staff numbers (currently

90 whole time equivalent) to ensure priority service delivery to clients and stakeholders, while completing major projects and events. Staff have

been re-deployed to enable Bord Bia extend its reach to new markets in Scandinavia and Africa and to continue service to industry following

staff departures. Considerable flexibility has been demonstrated by employees in addressing the changing requirements of the business and this

adaptability will be relied upon in meeting future challenges.

The agility to pull together expert cross functional teams, through re-prioritisation and management of workload is both essential and necessary

to meet evolving priorities.


(define scope,

volumes, headcount)

Level at which



National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

Cross-Departmental Function – Facilities Management 1 Catering 1 building:

Food Centre (Showcases,

events, workshops, brand

forum for Clients, Industry

Groups, overseas visitors,

etc); Canteen (Staff)

Local No - unique € 158,000 [Redacted]

2 Cleaning 1 building:

1,300 square metres

Local Yes € 47,000 [Redacted]

3 Security 1 building: Local Yes € 5,000 [Redacted]

4 Buildings maintenance Various Local Yes €13,000 [Redacted]

5 Reception In-house (1 WTE) Local No – local €0 [Redacted]

6 Maintenance Local No – local [Redacted]

7 Mech and elec Air Conditioning Local No – local €7,000 [Redacted]

8

Cross-Departmental Function - Procurement/logistics

1 Procurement In-house (1 WTE) Local No – local [Redacted]

Cross-Departmental Function - Human Resource 1 Payroll Payroll:

Irish: In-house (0.1 WTE)

Overseas: External delivery

Local No – local

€0

€68,000

[Redacted]

2 Training External delivery as reqd Local No – local [Redacted]


(define scope,

volumes, headcount)

Level at which



National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

3 Recruitment In-house (1 WTE) Local No – local €0 [Redacted]


1 Debt collection In-house (1 WTE) Local No – local €0 [Redacted]

2 Billing In-house (0.5 WTE) Local No – local €0 [Redacted]

3 Records management/scanning/filing In-house Local No – local €0 [Redacted]


1 Quality inspections Quality Assurance Schemes

audits, etc

Local – outsourced by

public tender.

No – unique €4,340,000 [Redacted]


1 Help Desk & Deskside Support Local Not yet –

Large scale [Redacted]

2 System support Various software support Local No - Unique €35,800 [Redacted]

3 System Integration Local Possibly

4 Network Administration Two on-site and remote Local Yes €75,000

5 Print Service Management Managed print service Local Yes €36,900 [Redacted]

6 Application Development System for Quality

Assurance Schemes

Local No – Unique €150,000 [Redacted]

7 Application Testing Local Not yet –

Large scale

8 Application Management Local Not yet –

Large scale

9 Hosting Local Not yet –

Large scale


(define scope,

volumes, headcount)

Level at which



National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

10 Cyber Security Penetration Testing Local Yes €12,294 [Redacted] 11 IT Project Management Local No – local

Areas currently being tested for External Service Delivery or in the process of being moved to external delivery No. Action/Deliverable Detailed Description (define

scope, headcount, volumes,

current data quality)

Key Steps for

Implementation and

Associated

Timelines

(Start/End Dates)

Suitability

for Shared-

Service

Suitability

for multi-

department

contracts

Expected

€ Saving

(inc.

asmptns)

Senior

Responsible

Owner

Nil

The Marine Institute External Service Delivery Plan

Overall strategy

What is the objective?

To deliver services in a cost effective way with reduced headcount, and without increasing headcount.


How does it fit with the shared services governance, (existing) larger reform governance?

This fits well with the Government policy of outsourcing where possible.


Outsourced projects only taken on where there is adequate internal management to ensure effective operation and value for money.


How are your potential projects prioritised for action (headcount reduction opportunity, expected saving, readiness, etc) ?

Funding availability with adequate in-house management resource to manage it, couple with value for money opportunities from the market

Human resources


The Marine Institute has increasing service delivery requirements and therefore has no excess human resources


(define scope,

volumes, headcount)

Level at which



National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

Cross-Departmental Function – Facilities Management 1 Catering 1building – Oranmore

headquarters 30,000 sq ft

including 54 laboratories

Centrally by the Marine

Institute

Unsure € 26,000 [Redacted]

2 Cleaning 1– Oranmore headquarters

30,000 sq ft including 54

laboratories

2 – Harcourt St

3 – Newport


Institute

Unsure 1 - €67,358

2- € 6,000

3- €4,171

[Redacted]

3 Security 1 building has security for 9

hours per day weekends and

bank holidays only


Institute

Yes € 36,521 [Redacted]

4 Buildings maintenance 1 building for 17 hours per

week


Institute

Unsure € 30,781 [Redacted]

7 Mech and elec 1 building with one full time

engineer and technical

support


Institute

Unsure €66,666 [Redacted]

8 Landscaping 1– Oranmore headquarters

2 – Newport

Yes 1- €15,776

2- €13,239 [Redacted]


4 Internal Audit Services Centrally by the Marine

Institute

Yes €30,000 [Redacted]


1 Residues Testing Implementation of the

Residues Directive – testing

of residues in farmed fish


Institute

Possibly –

very

specialised


2 E.coli Testing Outsourced microbiology

test laboratories to provide

E. coli testing services for


Institute

Possibly –

very

specialised



(define scope,

volumes, headcount)

Level at which



National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

classification of shellfish

harvesting areas

3 Shellfish Shucking Dissection of shellfish

samples prior to bioassay

for food safety testing


Institute

No too

Specialised


4 Molecular Biology Expertise

Outsourcing of molecular

biology expertise


Institute

No too

Specialised


5 Post Sampling Note: 50% of this cost is

met from EU DCF funding


Institute

No too

Specialised



1 Help Desk & Deskside Support Includes specialised support

for research vessels and

scientific equipment


Institute

No – local

specialised

service

required for

labs, vessels,

etc.


4 Network Administration WANs connecting Newport

(100Mb) and Harcourt

Street (100Mb) to Oranmore

and externally (1Gb)

External networks managed

by HEAnet

No – HEAnet

manages

contracts


6 Print Service Management Currently outsourced Centrally by the Marine

Institute

Possibly –

low-cost

solution

currently in

place

TBD [Redacted]

7 Hosting Data hosting by HEAnet,

some website services

HEAnet managed shared

service for research

organisations. Very low

cost.

Already a

shared service

managed by

HEAnet

€2,000 [Redacted]

8 Cyber Security An external IT-security

audit is carried out every 3

years.

Centrally – by Marine

Institute

Possibly, but

small-scale

€2,500 [Redacted]

Departmental Specific Function – Research Vessel Management


(define scope,

volumes, headcount)

Level at which



National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

1 Research Vessel Management Operation of 2 research

vessels and 1 Remotely

Operated Vehicle includes

provision of ca. 60 staff and

managing a budget of ca.

€7m


Institute

No - Unique € 215,000 [Redacted]

Areas currently being tested for External Service Delivery or in the process of being moved to external delivery No. Action/Deliverable Detailed Description (define



Key Steps for

Implementation and

Associated

Timelines

(Start/End Dates)

Suitability

for Shared-

Service

Suitability

for multi-

department

contracts

Expected

€ Saving

(inc.

asmptns)

Senior

Responsi

ble

Owner

Nil

Teagasc External Service Delivery Plan

Overall strategy

What is the objective? Deliver current (or new) service with reduced headcount and to acquire specific skills.


How does it fit with the shared services governance, (existing) larger reform governance ? Teagasc as a Non-commercial State Sponsored body

is not in a position to benefit to benefit from current shared services initiatives which are available only to central government bodies.

How will projects be resourced and managed? Projects will be resourced and managed internally.


How are your potential projects prioritised for action (headcount reduction opportunity, expected saving, readiness, etc) ? Prioritised by

readiness. Where a situation arises where a gap is created due to retirement etc. this will also be prioritised.

Human resources

What is the strategy to deal with excess human resources? (Redeployment, VR/VER, offer TUPE transfer, etc). Teagasc do not have excess

resources. We are however over our ECF number and to date Teagasc have lost 30% of staff. Redeployment and VRS are being used to achieve

compliance with the ECF. 12 staff have been externally redeployed to date.


(define scope,

volumes, headcount)

Level at which



National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

Cross-Departmental Function – Facilities Management 1 Catering 7 Sites National Yes € 216,000 Head of

Corporate

Services

2 Cleaning 44 sites (some with multiple

buildings)

Local Yes

€485,000 None – locally

managed

3 Security 6 sites have outsourced

some aspect of security

either camera monitoring or

onsite visits.

Local Yes € 185,000 None – locally

managed

4 Maintenance /Grounds 3 sites have outsourced

grounds maintenance

Local Yes

€70,000 None – locally

managed

Cross-Departmental Function - Human Resource 1 Recruitment Advertising, short-listing

and interview co-ordination

primarily for contract

research recruitment.

Sanction process, interview

and offer stages continued

to be handled by internal

resources.

National Yes

PAS delivered

this service in

2011 but were

unable to

continue to

deliver this

service.

€1000 per competition

€60,000 apx

Head of Human

Resources


1 Help Desk & Deskside Support 25k calls per annum.

Approx. 9 headcount

equivalent

National Might suit the

development

of a standard

850,000 Head of ICT

2 System support (servers) 2-4 headcount approx.


(define scope,

volumes, headcount)

Level at which



National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

4 Network Administration 1 headcount approx contract

/ framework

6 Application Development Development and support of

a suite of applications which

use .net web technologies;

Headcount varies from 1 up

to around 8

National No –

applications

are bespoke

and specific to

the

organisation

Fixed component 36,000

Variable component

depends on how much

development is to be done;

has been 0 some years, this

year budget is around

250,00

Head of ICT

7 Application Testing

8 Application Management

2 System support ( web applications)

9 Hosting 9 Racks (120 servers +

allied equipment) hosted by

Department of Agriculture,

Food and the Marine.

National Yes €0 Head of ICT

10 Cyber Security Reviews of application

developments

National yes Variable, but typically

around 20,000

Head of ICT

Departmental Specific Function – Advisory Services

1 REPS 2,229 REPS Record

Reviews subcontracted to

private planners

Regional No - Unique € 216,784 Head of

Regional Units

Departmental Specific Function – Education Services

1 Education Approx 6,250 hours of

education delivery

(lectures).

National No – Unique €400,000 Head of

Education

2 Education Eligibility of applicants for

grants.

National Engaging with

SUSI who

have not yet

been in a

position to do

this for us.

€15,000 Head of

Education

Departmental Specific Function – Advisory Services / Research


(define scope,

volumes, headcount)

Level at which



National)

Suitability

for multi-

department

contracts

Annual value of

contract(s) (€)

Senior

Responsible

Owner

1 Soil Sampling Analysis of 40,000 soil

samples annually.

National No - Unique € 1.1 M Head of Crops,

Environment &

Land Use.

Areas currently being tested for External Service Delivery or in the process of being moved to external delivery* No. Action/Deliverable Detailed Description (define



Key Steps for

Implementation and

Associated

Timelines

(Start/End Dates)

Suitability

for Shared-

Service

Suitability

for multi-

department

contracts

Expected

€ Saving

(inc.

asmptns)

Senior

Responsi

ble

Owner

Cross-Departmental Function - Facilities Management Corporate Services strategy

being prepared which will

identify areas which could

be outsourced.

Headcount unknown at this stage Strategy to be complete

by end 2013

Likely Likely Unknown Head of

Corporate

Services

Cross-Departmental Function - Procurement/logistics

Included in Corporate

Services strategy above

Headcount unknown at this stage

Cross-Departmental Function - Human Resource 1 Payroll Being considered for outsourcing

Headcount: 2.3

However headcount freed up would

be somewhat less as the outsourcer

would still have to be managed.

Freed up headcount expected to be of

the order of 1.8.

Function being

streamlined and the

possibility will be

examined bearing in mind

the Government Shared

Services centre.

Yes Yes Unknown Head of

Finance

3 Recruitment – see above This is expected to continue.

Headcount:1.5

Yes

HR Shared Services (people

point) is expected to be

relevant in the future for

Teagasc

Headcount unknown at this point –

depends on scope of services to be

offered by the HR Shared services.


1 Accounts Payable Headcount: 8

However headcount freed up would

be somewhat less as the outsourcer

Currently the function is

being streamlined to

prepare it for possible

Yes Yes Unknown

Head of

Finance

No. Action/Deliverable Detailed Description (define



Key Steps for

Implementation and

Associated

Timelines

(Start/End Dates)

Suitability

for Shared-

Service

Suitability

for multi-

department

contracts

Expected

€ Saving

(inc.

asmptns)

Senior

Responsi

ble

Owner

would still have to be managed, not

all parts of the process can be

outsourced and there is a need to

deploy some staff to other work. Our

estimate on headcount that would be

freed up would be of the order of 3.

outsourcing. Business

Process Review to

conclude this year.

2 Debt collection It is currently very distributed. Our

estimate of freed up headcount is 0.3





Process Review to

conclude this year.

Yes Yes Unknown

Head of

Finance

3 Billing of clients Headcount: 2.4

Freed up headcount would be of the

order of 2.





Process Review to

conclude this year.

Invoices, receipts and

other notifications will be

printed and issued by

Revenue Printing Services

commencing Sept 2013.

Possibly Possibly Unknown

Head of

Finance

Departmental Specific Function – Education

1 Editing of Teagasc

educational workbooks

Three to Five workbooks annually

with print runs of 500 – 2,000 per

workbook.

Headcount: 0.5

Engaged with

Government Print Centre

(Revenue) but they cannot

produce these books.

RFT currently being

prepared to be complete

by year end.

No – Unique

No. Action/Deliverable Detailed Description (define



Key Steps for

Implementation and

Associated

Timelines

(Start/End Dates)

Suitability

for Shared-

Service

Suitability

for multi-

department

contracts

Expected

€ Saving

(inc.

asmptns)

Senior

Responsi

ble

Owner

2 External authentication of

Teagasc courses

Not yet scoped Currently headcount

involved is about 1.5.

Freed up headcount will not be

known until scoped but is unlikely to

be the full 1.5.

No – Unique

*Teagasc is currently preparing Change Programme III which is likely to identify a number of other possibilities for External Service Delivery.

Teagasc is also committed, where possible, to making use of contracts put in place by the NPS / OGP which may also offer opportunities in this

area.

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