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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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public administration reform in ireland presentation to hrwg ipsg eupan meeting 4 th april 2013

Public Administration Reform in IrelandPresentation to HRWG / IPSG EUPAN meeting4th April, 2013

David Feeney, Reform and Delivery Office

Department of Public Expenditure and Reform

content of presentation
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

underpinning rationale burning platform for reform
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

learning from previous reform programmes
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

public service reform plan 2011 origins
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

putting customer service at the core of everything we do
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

maximising new and innovative service delivery channels
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

radically reduc ing our cost base
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

l eading organising and working in new way s
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

focusing on delivery and implementation
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

enabler 2 building delivery capability
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

enabler 3 integrated approach central and sectoral
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

enabler 4 public service agreement
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

conclusion critical success factors for the delivery of sustainable reform
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

conclusion we are fundamentally changing our overall system of management and administration
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

questions discussion

“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