Dáil Éireann debate -
Tuesday, 19 Feb 2002

Vol. 548 No. 5

Written Answers. - Strategic Management Initiative.

John Bruton

Question:

83 Mr. J. Bruton asked the Taoiseach the achievement of each target set for his Department under the strategic management initiative; if the targets in question are sufficiently measurable, quantifiable and focused on outcomes rather than activities to be an effective tool of real accountability; and if not, if he proposes to refine the targets. [5274/02]

The Taoiseach:

My Department recently published its strategy statement for the period to 31 December 2003. It sets out my Department's strategic priorities and high level objectives, how these will be met and how available resources will be used. The statement identifies objectives to be met in relation to each strategic priority, emphasising expected outcomes. It also includes a section on measuring progress against objectives and performance. The objectives for my Department are operationalised through the business plans developed at division/section level, and individual people's objectives, agreed as part of the performance management and development system.

In order to measure performance against objectives my Department employs a range of internal measurement mechanisms, the most significant of which is the publication of the annual progress report. My Department has published a full set of reports on progress in relation to the priorities and objectives of the previous strategy statement. The first progress report on the latest strategy statement is currently being prepared.

To date I have been satisfied with my Department's contribution to achieving this Government's objectives through the implementation of its strategy. The modernisation programme in the Department supports the achievement of the Department's goals, as set out in the strategy statement. The objectives of the programme, based on the key modernisation objectives outlined in the Programme for Prosperity and Fairness, are as follows: to position the Department to meet the ongoing changes in the external environment; to provide an excellent service to customers; to maintain a strategic focus on the Department's role and functions to ensure the provision of leadership and co-ordination across key areas of Government policy; and to work in partnership with the staff of the Department to bring about changes required.

In accordance with the terms of the PPF, my Department submitted performance indicators for its modernisation programme, which were developed through the internal partnership process, to the independent Civil Service quality assurance group. Specific actions and target dates across all aspects of modernisation are covered by my Department's performance indicators. Progress has been made in relation to each of the key indicators. Expected outcomes include improved strategic management; organisational and individual performance and capability, and quality customer service.

My Department will submit a report to the CSQAG after 1 April, detailing progress in achieving its performance indicators. This group will then make an independent assessment of each Department's progress in meeting the PPF objectives in relation to the modernisation agenda, including progress made by my Department.