Dáil Éireann debate -
Wednesday, 6 May 1998

Vol. 490 No. 5

Written Answers. - Strategic Management Initiative.

Ruairí Quinn

Question:

11 Mr. Quinn asked the Taoiseach the most recent developments in relation to the implementation of the Strategic Management Initiative; if the proposals to implement a system of performance related remuneration in the public service have been finalised; and if he will make a statement on the matter. -Ruairí Quinn. [10518/98]

Ruairí Quinn

Question:

12 Mr. Quinn asked the Taoiseach if he will provide an update on recent progress regarding the Strategic Management Initiative; and if he will make a statement on the matter. -Ruairí Quinn. [10523/98]

The Taoiseach

I propose to take Questions Nos. 11 and 12 together.

Good progress continues to be made under the Strategic Management Initiative, the programme of change in the public service. As set out in Delivering Better Government, the key objective is the achievement of an excellent service for the Government and the public as customers and clients at all levels, building on the good service provided at present.

The preparation of new strategy statements by Departments and offices was a key requirement of the Public Service Management Act, 1997, which came into operation on 1 September last year. As I announced on 1 May, the new statements of all Departments and of offices under their aegis have now been laid before the Houses of the Oireachtas and are being published.

In addition as the Deputy is aware, the Freedom of Information Act, 1997, came into effect on 21 April last. A considerable effort has been put into preparing to meet the requirements of the Act which will result in major changes in the culture and practices of the Civil Service. Taken with the publication of the strategy statements, a new climate of openness and transparency in the conduct of official business has been created which is unprecedented.

The pursuit of quality customer service is at the heart of the change programme. The quality customer action plans of departments and offices, launched towards the end of 1997, are now in operation. A system to monitor and benchmark progress across the Civil Service is currently being drawn up to ensure that the momentum is maintained in this important initiative.

On 19 February last, following consultation with the Opposition parties, I announced the establishment of the All-Party Oireachtas Committee on the Strategic Management Initiative. Deputy Quinn is a member of the committee. I said then that it was appropriate that the Oireachtas, with which the Civil Service at official level is so deeply engaged, should be more actively involved in the process, particularly now at the stage of implementation.

Apart from the new legislation I mentioned, up until now most of the effort in the Strategic Management Initiative has been devoted to developing the proposals in the key areas of Delivering Better Government. This effort has been harnessed through the various working and other groups which were established. Arising from their recommendations, the position now is that the SMI implementation group, which is driving the change programme in the Civil Service, has prioritised four areas for action this year. These are in human resource management, financial management, information technology and regulatory reform.

There is a very wide agenda for change in the management of human resources, with the emphasis on giving more authority and responsibility to line managers in managing and developing their staff.

An effective performance management system is a vital part of modern human resource management and central to the improvement we seek in the delivery of quality services. Consultants were engaged in 1997 to advise and assist in designing an appropriate system for the Civil Service. As part of their report the consultants advised that successful implementation of the performance management system will require that issues such as organisation of work and reward-recognition be addressed. The report is at present being considered by the SMI implementation group prior to submission to the co-ordinating group and the Government. Arrangements for implementing the proposed performance management system will involve consultations with the Civil Service unions in accordance with the participative approach provided for in Partnership 2000.

In relation to financial management, changes are necessary to support the SMI process, in particular to underpin a results-driven approach to managing the public sector in a modern, competitive economy. The Government earlier this year took decisions on administrative budgets and multi-annual budgets. Further proposals on the delegation of financial authority and on a new model of financial management will shortly be submitted to the implementation group.

As I mentioned, proposals in relation to information technology and regulatory reform also will be considered later in line with the priorities set for 1998 by the implementation group.

Chapter 10 of Partnership 2000 sets out the framework for implementing the change programme in the public service. A key feature is the 2 per cent pay increase that is dependent on the achievement of verifiable results in each Department and office in implementing its action plan on a partnership basis between management, staff and unions in support of the changes. A General Council Report, No. 1331, has now been agreed providing for setting up partnership committees comprising management, unions and staff representatives. Departments and offices will now establish partnership committees in each organisation to develop the action plans for change.

The National Centre for Partnership was established arising from the commitment in Chapter 9 of Partnership 2000. The centre has been consulting widely with management and unions in the public sector to identify the level of partnership existing in the workplace and to promote discussion of partnership at local level.

The changes already effected are formidable. The changes still to come will be equally challenging. I am satisfied with progress to date and I am determined that no momentum will be lost in progressing the change programme.