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Presentation to the Efficiency Review Group 12 th April 2011

Presentation to the Efficiency Review Group 12 th April 2011 . Finance SPC Delegation: Cllr. Killian Forde, Chairperson, Finance SPC Cllr. Ruairi McGinley Cllr. Nial Ring Mr. Tom Coffey, Dublin City Business Association Kathy Quinn, Head of Finance, Dublin City Council . Meeting Agenda.

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Presentation to the Efficiency Review Group 12 th April 2011

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  1. Presentation to the Efficiency Review Group12th April 2011 Finance SPC Delegation: Cllr. Killian Forde, Chairperson, Finance SPC Cllr. Ruairi McGinley Cllr. Nial Ring Mr. Tom Coffey, Dublin City Business Association Kathy Quinn, Head of Finance, Dublin City Council

  2. Meeting Agenda • Finance SPC – who we are • Our Ambition for Dublin • Mandate • Actions taken so far Budgets Staff Efficiency • Future Measures for Dublin City Council • Future Measures for Efficiency Review Group

  3. Finance SPC – Who we are 15 Members 10 elected representatives – Cross Party and City 5 sectoral members – IBEC, Dublin City Business Assoc., Dublin Chamber of Commerce, ICTU representative and Third Level Sector

  4. Finance SPC – Our Work • Funding Dublin report – Dublin as the economic, cultural hub attracting investment and workers. • Review of the Commercial Rate Base of Dublin City – maintain and strengthen Dublin’s trading base and Dublin’s capacity to generate employment across the skills range. • Commission on Taxation – strengthen the funding basis for Dublin City Council to give a viable funding basis into the future • Workplace Skills Review - consider how the long term workplace skills needs of staff who currently are low skilled, can be met effectively.

  5. Our Ambition for Dublin Dublin the Capital City • Our vision for Dublin City is a world leading City to live in, work in and visit. • Dublin is a focus point within Ireland, for example: • Tourism – 32% of total tourism (2009) • Gross Value Added – 39% of economic output (2009) • Qualified employment market – over half possessing a third level qualification • IFSC – 22,000 employed in Dublin • Employment base – 21% of all jobs nationally in Dublin City • High levels of FDI (5th most attractive city E&Y 2009)

  6. Our Ambition for Dublin continued • International City for Ireland • Enabled for business, with ease of movement whether physically or virtually • Attractive functioning city, tolerant and diverse • Socially Inclusive • Dublin is the economic hub of the state and has the greatest potential to lift the economy towards greater growth.

  7. Our Ambition for Dublin Economic Activity

  8. Mandate • Strength of local government principles. • Mandate for the City extends from rate payers to local authority tenants to library users. Our Framework Rates Contract • Rates are the core funding element and function based on businesses gaining a trading environment which facilitates economic activity. Dublin City Council must continue to provide a functioning business environment. Social Contract • The City must develop and widen lifestyle opportunities and choices – from cultural to leisure to recreational. The business aspect of the City must be balanced with the quality and diversity of life aspects. Dublin City Council must continue to provide a varied diverse offering.

  9. Actions Taken so Far - Budgets • Contingency measures to the value of €30m (€14m pay and €16m non pay) agreed and implemented in 2009 with minimal impact for service users • Real Reduction in value of Annual Rate on Valuation in 2010 and 2011 of 4.8% • Applying the Polluter Pays Principle in the retention of the waiver of the standing charge for refuse collection for relevant households • Income reduction of €97m • With effect from December 2008, no vacant post filled (other than in an exceptional cases), where a vacant post filled by another employee, payment of “acting” allowance ceased. • Overtime spend was cut back initially by 50 per cent. The reduction has been from €27.6m in 2008 to a budgeted figure of €10.7m in 2011.

  10. Actions Taken so Far – Budgets contd. Analysis of Income Sources

  11. Actions Taken so Far – Budgets contd.Sources of Funding • Local Government Fund (LGF) - The LGF has been reduced from €104.1M in 2008 to €73.7M in 2011. The 2011 calculation nets off the 35% payroll deduction from the actual allocation. In real terms, the net contribution has reduced by €30.4M (29%) since 2008. • Goods and Services - Income has reduced from €300M in 2008 to an estimated €232M in 2011, a reduction of €68M (23%). Reductions have occurred in parking charges, waste water charges, planning fees, domestic and commercial refuse, fire charges, recreation charges and licence & repayable works. The introduction of Non National Private Residence charges has been beneficial. • Commercial Rates - The income has reduced from €316.1M in 2009 to an estimated €280.5M in 2011, a reduction of €35.6M (11%).

  12. Actions Taken so Far – Budgets contd.Reduction in costs Cost to Dublin City of failure to apply Local Funding Rate of 73% to Pay Reduction retention - €3.1m in 2010 and 2011 Pension Related Deduction

  13. Impacts on Staffing Levels Separate report presented on impact of Capital City on services and the regional/national and agency services provided by DCC

  14. Actions Taken so Far – Staff Staffing Levels

  15. Actions Taken so Far – Staff contd Critical Replacements To Date: ApprovalsNew to Organisation30 Firefighters 3015 Staff in Sports and Leisure 1515 Staff for new Leisure Centres 154 Rate Collectors 08 Executive Housing Officers 01 City Arts Officer 0

  16. Actions Taken so Far – Staff Staff Reductions • Highest percentage of staff reductions in local government sector • Dublin City Council at 10% above other sectoral averages • Local Government likely to reach 2014 target at end of 2012

  17. Efficiency Measures • Actions Taken so Far – Efficiency Corporate Departmental Motor Tax online Review of the operation of the ambulance service Waste collection route rationalisation Introduction green bin / brown bin service Move to 7 day street cleaning service Implementation of non-domestic water metering Review of housing maintenance services Re-configuration of Homeless services – Dublin Region Establishment of Transport 21 office Review of the operation of after hours – emergency response Introduction of asset based community development Transportation asset management project Introduction of Parking Tag Rationalisation of the operation of drainage services • Performance management development • Introduction of customer services centre • Customer relationship management • Implementation of oracle financial system • Enhanced procurement function • Improved attendance management performance • Enhanced debt management procedures and monitoring • Review and reduction in overtime • Introduction of on-line payments options • Roll out of Workforce Planning

  18. Actions Taken so Far – Efficiency Reminder re Shared Services Our Performance • Rate Collection 4% above national average • Fire – Quickest mobilisation time from full time stations • Attendance Management – consistent, effective approach • Motor Tax – over 60% on line • Procurement – Many initiatives

  19. Future Measures for Dublin City Council Changes Now • Continue our support for the transformation process already commenced • Reduction in staff numbers of 700 since the end of 2008 • Review of key services and work practices • City Council must, has and will adapt to the economy of the future • Workforce planning – alignment of service need with resource availability Shared Services Under Review • Water Services • Legal Services • Internal Audit • Franchise • Support Services: - HR - Finance - ICT - Corporate

  20. Future Measures for Dublin City Council Staffing Plan and our Framework • Dublin’s future includes commitment to both the Rates Contract and the Social Contract • Our Staffing Plan for the City’s future must acknowledge the necessity to meet these obligations

  21. Future Measures for the Efficiency Review Group Key Actions to be taken • Implement Commission on Taxation recommendations by removing exempt status of government buildings – would provide a recurring €27m annual injection to businesses in Dublin City. • Introduce continuous motor vehicle registration to increase funding for the Local Government Fund. • Review of services between adjacent local authorities • Govt to take early decisions on certain national policy issues

  22. Summary and Conclusion DCC Work Force Plan • Elected Members wish to provide efficient City services • Examination of staff retirements • Identification of critical replacements • Have regard to 2009 exits • Two scenarios prepared – Minimum and Maximum Conclusion • Work Force Plan best approach • Can implement in co-operation with Elected Members, Unions and other interests • Will allow DCC deliver minimum services befitting Capital City

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