Public Administration Reform in Ireland Presentation to HRWG / IPSG EUPAN meeting 4 th April, 2013...
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Transcript of Public Administration Reform in Ireland Presentation to HRWG / IPSG EUPAN meeting 4 th April, 2013...
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
44
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
55
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
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
88
Public Service Reform Plan 2011: Framework
99
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
1010
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
1111
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
1212
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
1313
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
1414
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
1515
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
1616
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
1717
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