asked the Minister for the Public Service if he will set out in comprehensive terms the "detailed implementation work" on structural reform now in progress in the eight Government Departments mentioned by him in reply to a parliamentary question by Deputy Flanagan on 19 April on the PSORG report; and when this work will be completed bearing in mind that this report was published in 1969.
Written Answers. - Structural Reform of Departments.
596.
As mentioned in my reply to the Deputy's question of 19 April 1983, the Departments of Health and Transport were reorganised in 1974-76 along the lines recommended in the PSORG report. The published reports (Prl. 3445 and Prl. 4182 respectively) on which these reorganisations were based indicate in some detail the nature of the implementation work involved. Following review of these experiments, the Government decided in October 1977 to restructure all line Departments along similar lines.
In accordance with this decision, all line Departments were invited to prepare draft plans for their reorganisation. Experience showed clearly, however, that an intensive study would be necessary to develop these plans to the stage where they would form a blueprint for detailed reorganisation. Accordingly, in late 1978 and early 1979, a special project team was established in the Department of the Public Service to work with Departments and develop detailed proposals.
The project team, with the help of staff from each of the Departments concerned, carried out the necessary examinations and made recommendations for improved structures and management. The first stage of each exercise was to identify (on the basis of an analysis of each Department's functions and in the light of the requirements at the time) the new structures which could best be introduced in order to improve the working of the Department, within a framework provided by the PSORG recommendations.
This involved consultation with staff interests as well as with the managements of the Departments concerned.
As the Deputy will appreciate, a Government Department is a major enterprise by any standard (the Department of Agriculture alone employs over 5,000 people); consequently these were virtually all major assignments.
New structures in broad terms were designed and agreed with the eight Departments mentioned in my reply of 19 April 1983.
The next step is the "detailed implementation work" referred to by the Deputy in his question. This is currently in progress and involves detailed field work with analysis of systems, procedures and processes. These analyses are resulting in specific and detailed individual proposals on the establishment of executive offices, the functions and responsibilities of the management of those offices and the relationships of the offices with the Minister and with other bodies. This work commenced at various times, depending on the availability of joint resources, from late 1979 onwards.
Change on this scale is obviously a slow process, as basic procedures must be examined, recommendations developed, agreed with management and communicated to and, where appropriate, negotiated with staff interests.
Departments have, of course, changed substantially since 1969 and continue to change. There is no question of recommending structures which will not meet the needs of the latter quarter of the twentieth century. Departments have to be adapted to meet constantly changing roles and responsibilities. The current examinations are taking account of these changes.
This reorganisation work will be brought to completion as part of the comprehensive reviews of administrative efficiency, schemes and programmes which are now being stepped up in all Departments. The Government will shortly consider the question of the operative date for these organisational changes.