John Bruton
Question:23 Mr. J. Bruton asked the Taoiseach if he will report on the work of his Department in deepening and strengthening the SMI process through the civil and public service; and if he will make a statement on the matter. [17575/98]
Written Answers. - Strategic Management Initiative.
The strategic management initiative, SMI, is a wide-ranging programme for the modernisation of the Irish civil and public service. Responsibility for implementation ultimately rests with the head of each public service body to deepen the process and embed the strategic management approach within their individual organisations.
Because of its role at the centre of Government, my Department has played a leading part in the design and implementation of the process to date. In view of the range and complexity of the measures involved, the process is being over-seen by a co-ordinating group, an implementation group for the Civil Service and, to develop the proposals contained in Delivering Better Government, various working groups. Membership of these groups is not just confined to officials but includes experts from diverse private sector backgrounds.
The groups are supported by a cross-departmental SMI team of officials drawn from a variety of Departments and offices based in my Department. The team also facilitates the implementation throughout the Civil Service of the recommendations that emerge from the groups' deliberations. The process is further supported by networks of officials across the Civil Service involved in, for example, quality service, personnel and IT.
To date, a number of significant initiatives have been taken, both legislative and administrative. Crucial underpinning legislation such as the Public Service Management Act, 1997 and the Freedom of Information Act, 1997 are now in place. As the Deputy will be aware, the first strategy statements of Departments and offices under the Public Service Management Act were laid before the Dáil by 1 May last, as I had promised. Strategic planning, through preparation of these statements, is central to the SMI process. Changes have been introduced in the multi-annual budgeting and administrative budget aspects of financial management. The introduction of performance management and other human resource changes are currently under discussion with the Civil Service unions.
Later this year I expect to have further recommendations on regulatory reform, financial management and information technology before Government for consideration to build on the progress made to date.
Steps have been taken to roll out SMI to the wider public service. My Department is working closely with Departments who have bodies under their aegis as we begin to facilitate extension of the SMI. A group is in place, under the chairmanship of my Department, consisting of representatives of Departments with responsibility for the organisations in the wider public service, the Local Government Management Services Board and the Health Service Employers Agency, to progress the modernisation programme.
In both the Civil Service and the wider public service the programme of change will be advanced through the partnership arrangements agreed under Partnership 2000. This work is being supported by the National Centre for Partnership.
A very significant amount of work has been done throughout the civil and public service to provide the excellent service we require. It is essential that each Department and office now takes responsibility for progressing the next steps in SMI over the coming months. My Department will continue to support them as it has since 1994.