Enda Kenny
Question:1 Mr. Kenny asked the Taoiseach if he will report on implementation of the e-Cabinet project; and if he will make a statement on the matter. [30006/05]
Ceisteanna — Questions.
Computerisation Programme.
Enda Kenny
Question:2 Mr. Kenny asked the Taoiseach the cost which has accrued to his Department in respect of the e-Cabinet project; and if he will make a statement on the matter. [30009/05]
Caoimhghín Ó Caoláin
Question:3 Caoimhghín Ó Caoláin asked the Taoiseach if a cost-benefit analysis has been carried out in respect of the e-Cabinet project; and if he will make a statement on the matter. [31427/05]
Pat Rabbitte
Question:4 Mr. Rabbitte asked the Taoiseach the costs incurred to date in 2005 by his Department arising from the e-Cabinet project; his plans for further expansion or development of this project; and if he will make a statement on the matter. [31498/05]
Joe Higgins
Question:5 Mr. J. Higgins asked the Taoiseach the cost to his Department in respect of the e-Cabinet project. [32463/05]
Trevor Sargent
Question:6 Mr. Sargent asked the Taoiseach the cost to his Department of the e-Cabinet project; and if he will make a statement on the matter. [34052/05]
I propose to take Questions Nos. 1 to 6, inclusive, together.
I welcome the opportunity to report on the implementation of the e-Cabinet project within my Department. The e-Cabinet system developed by my Department was deployed for use by all Departments in June 2004 and has been working well since. The project has never been about gadgets for Ministers, rather about seeking to achieve a fundamental improvement in the efficiency of the process by which memoranda for Government are prepared, circulated and submitted. Since its initial deployment in 2004, a number of planned enhancements have been added to the system.
There are 5,400 civil servants registered to use the system. Each registered user has access rights appropriate to his or her responsibilities. As an example of the scale of the efficiencies that it has brought, in a 12 month period from November 2004 approximately 25,000 draft documents were securely circulated electronically using the system. Previously, each of these transactions would have involved a printed copy of the document being delivered by hand either within a Department or between Departments. Additional planned features of the system should be fully completed by the end of the year. Those will enable electronic circulation of Government decisions and for the management of briefing for Ministers on the system.
Apart from process benefits, e-Cabinet provides users with timely information on matters coming before Government. For example, Ministers can see the evolving agenda as each item is submitted to the Cabinet secretariat rather than needing to wait for the circulation of a printed agenda on Fridays. Electronic memoranda are presented in a manner that enables key information to be highlighted. These are just some of the qualitative benefits that the system provides.
The total cost of the project will be approximately €5 million, which is comfortably below the initial estimated cost of €6.45 million at 2001 prices identified in the feasibility study that was undertaken in advance of the formal decision to commence the project. That study highlighted the significant benefits that would arise from modernising the Cabinet business process and implementation of such a system. All development was guided by the goal of achieving value for money.
Already, the system, which is the first of its kind to join up the Government decision-making process from beginning to end, has attracted considerable interest from other Governments and international organisations. It was short-listed, along with four other Irish projects, for the prestigious European Commission e-Government Good Practice 2005 Awards, which were presented in Manchester last week. Finally, I want to take this opportunity to commend the Revenue Commissioners on their success in winning one of the awards for their Revenue on-line system.
I accept this is not about gadgets for Ministers, rather it is a genuine attempt to streamline and make Cabinet business much more efficient. Is the e-Cabinet project fully operational? It was devised by one company in 2003, reviewed by a second and assessed by a third. Is the Taoiseach happy that the security of the e-Cabinet project is as it should be and no one with technological and manipulative skills can hack into what is being discussed?
As it appears to be quite successful from the perspective of the Taoiseach's Department and the Cabinet, have the reports on the e-Government project been taken into account? In respect of the Reach element, reports indicate this will be disappointing unless the Government were to take serious action. Have recommendations been sent out that the e-Government project be dealt with in the same way as this project? Approximately €26 million has been expended, of which €18 million has gone to outside consultants.
The system is doing what it is designed to do. From a cost perspective, it has been completed at a substantially lower cost than estimated. It will be fully operational by Christmas and is at the last stages of enhancement. It has been fully operational but, along the way, a number of new capabilities and initiatives that people believed were beneficial to the system arose. I am advised that they will be finished by Christmas. The system is applied to all Departments and virtually all Government memoranda. When I asked I was told "all" meant over 99% with just a few that may come in late falling outside that. The system provides instant secure transmission within Departments.
In respect of the companies involved, like any other project of this complexity, it was necessary from time to time to engage a small number of additional contributors of specialist services. One of these, for example, arose from the need for independent security advice. Also, infrastructure needed to be installed and configured and a few website styles for viewing documents in electronic environments were designed. All these services were commissioned by the project team. The original report done by PWC included €825,000 for the project management but as I pointed out previously, that was undertaken by my Department so that cost did not arise.
The contract for software development with InVision Research Corporation cost €952,000. This does not include the cost of any change to enhancements I have mentioned. The main contractor was InVision Research Corporation which developed the software. The system is fully up and running.
I am not sure if the Reach project was more complicated but many more Departments were involved in it, including the Department of Social and Family Affairs and other Departments. It was far more complex in the range of challenges. It concerned Government memoranda and access to them. Work is still ongoing on this project across the range of Departments involved. I have not yet seen the latest report but I understand it is quite an intricate project. I have not been involved because the work is being carried out by a committee. Some officials of my Department are involved in it. They are hoping to overcome some of the difficulties but it is quite a complex system as it links many facets. However, they believe they can get on top of it.
Does the Taoiseach recall when the e-Cabinet project was introduced at Cabinet that the Minister of State, Deputy Kitt, advised the system had been custom designed and built by the InVision Research Corporation which is based in the United States? Will he inform the House how much has been paid to that corporation in respect of its roll-out at Cabinet and whether there is an ongoing contract with that research corporation? While Deputy Kenny alluded to it in the course of his question, is the Taoiseach aware that the InVision Research Corporation is contracted by the United States Government to carry out the drafting and dissemination of intelligence information through its technological advances? Would that not give rise for some concern in respect of the confidentiality of Cabinet business? Can the Taoiseach advise the House the extent of access to Cabinet material that the InVision Research Corporation had over the period of the introduction and establishment of the e-Cabinet project?
InVision Research Corporation was the main contractor for the project. Its role was to develop the software applications and so it was fully involved in developing the software. A separate company did the work relating to security infrastructure. They are no different to our own major companies in that they win contracts wherever they win them. I have no concerns about confidentiality and security. The company must sign a confidentiality clause and there was nothing untoward. The company was fully involved in the design of the system. What was the Deputy's first question?
It was about the cost of payments to the InVision Research Corporation and whether it has an ongoing role?
No. Its role was to develop the software and it is not part of the ongoing project team, to the best of my knowledge. Its role was to develop it at the outset. The total cost paid to the corporation for software development was €952,000. This sum did not cover any of the smaller enhancements afterwards which it provided but these would not have cost that much. The contract came in well under its budget. I presume the company received something in the region of €1 million in total for its involvement.
Thank you, Ceann Comhairle, I have learned sufficient.
I am very aware of the talents of the Minister of State at the Department of the Taoiseach, Deputy Kitt, who is my constituency colleague. I am aware the former Minister of State in that position, Deputy Hanafin, would not be one of the slower members of the Taoiseach's Cabinet; that prize lies elsewhere. It is clear to me as a member of the Joint Committee on Communications, Marine and Natural Resources, which is reviewing the area of the development of electronic services and e-use in the wider Government circles, that it has failed. The experiment of having a Minister of State in charge of e-Government, a Minister responsible for developing the infrastructure and other Ministers looking at the development of uses, has not worked. It is clear from the work of the committee that we have failed to roll out the use of telecommunications in Government generally, particularly broadband and e-business, so as to encourage and stimulate the use of the infrastructure on which a significant amount of money is being expended.
Does the Taoiseach agree that if two of his brightest and best have not succeeded in developing this e-Ministry, perhaps because they are too busy with their other duties, and even if they succeeded with the e-Cabinet project, it is an indication that the general policy on the development of e-Government needs to be changed and this requires one Cabinet Minister to be given responsibility for the infrastructure and development of e-services across all Departments, particularly in the Departments of Education and Science and Health and Children and the Revenue Commissioners, which all communicate directly with the public? I have broadened out my question but I think it is valid in terms of the development of e-Government services. I contend the current way of doing business does not seem to be working.
The Deputy has broadened his question. There is a number of bodies involved. The Information Society Commission works within my Department and promotes the information society in the public domain such as schools. It ensures that people are not left behind in this area. The Minister of State, Deputy Kitt, and the former Minister of State, Deputy Hanafin, launched numerous programmes to involve active age groups, libraries and other services and these have been successful.
On the broader question, the Minister for Education and Science has taken responsibility for technological roll-out to the primary schools. The IT 2000 programme has completed this task and continues with the roll-out of broadband to primary schools and the programme has been a success.
The overall responsibility for dealing with broadband and the technology companies which will help in the rolling out of broadband and in achieving a better take-up of it lies with the Minister for Communications, Marine and Natural Resources, Deputy Noel Dempsey. He is co-ordinating the whole project. It is disappointing that when broadband was first rolled out on a free basis, many companies took up the offer for the period when it was offered free but did not continue with it when the free period was over.
On the public service side, CMOD is the section of the Department of Finance which has a budget for promoting the more effective use of technology in Departments for some years. Various Departments have an allocated budget for projects approved by CMOD. This has worked very well. The Department of Social and Family Affairs has been an exemplary Department for many years in the use of modern technology, taking the number of its clients and its significant workload. Revenue has done a superb job. It was acknowledged last week in Manchester that Revenue is way ahead of most other countries in the technological services it provides. Unfortunately they have to take money from people so it is not the most popular service.
Other areas such as land registry and the register of births, marriages and deaths can be accessed in ten or 15 minutes by means of technology instead of waiting in a long queue. The Department of Communications, Marine and Natural Resources, has significantly improved its services. As I stated in my reply to Deputy Kenny, some bodies are grappling and struggling along the way. However, people are beginning to see the benefits of it.
The Deputy asked whether the services could be combined under one Minister. I do not think that is possible but it is important that people work together. We have emphasised that CMOD in the Department of Finance and the Department of Communications, Marine and Natural Resources should work closely together in this regard. I accept that point because that is the best way to get value for money, enhance developments and roll out the positive achievements. There is a need for close co-operation and compatibility with the type of software and hardware used. I accept those points because we are spending quite considerable resources within the Civil Service to try to meet this progress. As I stated, the Minister for Communications, Marine and Natural Resources, Deputy Noel Dempsey, is working closely with the industry on broadband. It is a priority of this Government to try to roll out broadband as extensively and as quickly as we can throughout the country.
Consultancy Contracts.
Enda Kenny
Question:7 Mr. Kenny asked the Taoiseach the consultants engaged by his Department since June 1997; the purpose of each assignment; the projected cost and actual cost of each assignment; and if he will make a statement on the matter. [30010/05]
Caoimhghín Ó Caoláin
Question:8 Caoimhghín Ó Caoláin asked the Taoiseach the consultants engaged by his Department since 1997; the projected cost of each assignment and the actual cost; and if he will make a statement on the matter. [31428/05]
Trevor Sargent
Question:9 Mr. Sargent asked the Taoiseach the number of consultancy contracts commissioned by his Department, or the boards and agencies under the auspices of his Department since 1997; the purpose and costs of each consultancy; and if he will make a statement on the matter. [31434/05]
Pat Rabbitte
Question:10 Mr. Rabbitte asked the Taoiseach the number of contracts valued in excess of €50,000 awarded by him to outside consultants in respect of each year since 2000; the recipient of the contract in each case; the details of the work covered by the contract; the original estimate of the cost of the contract; the final amount paid in respect of each such contract; and if he will make a statement on the matter. [31497/05]
Joe Higgins
Question:11 Mr. J. Higgins asked the Taoiseach the projected and actual cost of consultancy contracts commissioned by his Department since 1997; and the purpose of each assignment. [36866/05]
I propose to take Questions Nos. 7 to 11, inclusive, together.
I propose to circulate with the Official Report a table which gives details of consultants engaged by my Department since 1997. A second table to be circulated gives details of consultants engaged by bodies under the aegis of my Department during the same period. A third table gives details of the number of contracts above €50,000 in each year since 2000.
Every effort is made by my Department to minimise expenditure on consultancy services. However, where it is necessary to engage consultants in order to avail of their particular expertise or experience, the procurement of consultancy services is subject to public procurement guidelines and, where applicable, EU procurement rules and guidelines, with selection criteria geared to select the most economically advantageous tender. It is also our policy that in so far as it is possible, skills-transfer from consultants to departmental staff takes place as an integral part of all consultancy engagements.
The purpose of this is to increase the knowledge and expertise of departmental staff and to reduce and, if possible, eliminate future dependance on consultants in the areas concerned.
|
Year of Contract |
Supplier |
Purpose |
Estimated Cost |
Total Expenditure |
|
€ |
€ |
|||
|
1997-2001 |
Mr. Noel Dorr |
Personal Representative of the Taoiseach on the Carlsson Group |
38,961 |
38,961 |
|
1998 (Phase 1)1999 (Phase 2) |
St. John’s University New York & ESRI |
A study to consider and evaluate the economic, budgetary and administrative impact of the introduction of a basic income system |
34,283(Phase 1)97,521(Phase 2) |
34,283(Phase 1)97,521(Phase 2) |
|
1998/1999 |
William M. Mercer & Associates |
Consultancy services in respect of the development of a Performance Management system for the Irish Civil Service |
26,621 |
26,621 |
|
1999 |
Farrell Grant Sparks |
Business Planning Templates |
4,897 |
4,897 |
|
1999 |
PA Consulting |
Audit of Year 2000 Contingency Plans |
8,888 |
8,888 |
|
1999 |
Prospectus Consultants |
Feasibility Study into the establishment of a training facility for IFSC companies |
6,349 |
6,349 |
|
1999 |
Institute of Public Administration |
Development and delivery of Phase 1 of the Department of the Taoiseach’s Career Development Programme |
75, 232 |
66,723 |
|
1999-2000 |
Professors Rory O’Donnell and Paul Teague |
To evaluate partnership at work in Ireland |
50,789 |
50,789 |
|
1999 |
Deloitte and Touche |
Business Analysis and Review of the Financial Management Function |
46,691 |
46,691 |
|
2000-2002 |
PricewaterhouseCoopers |
e-Cabinet Feasibility Study |
152,094 |
152,094 |
|
2000 |
Drury Communications |
Consultancy/PR services in respect of the development of the PMDS pack and supply of promotional material for launch event2 |
37,745 |
37,745 |
|
2000 |
Institute of Public Administration |
Consultancy services in respect of development of Guidelines for Strategy Statements |
4,916 |
4,916 |
|
2000 |
BFK Design Ltd. |
Development and design of elements of the PMDS packs2 |
16,912 |
16,912 |
|
2001 |
Hay Management Consultants |
Design and development of effective systems of feedback within the Performance Management and Development System (PMDS)2 |
45,774 |
45,774 |
|
2001 |
Dr. Jane Pillinger |
Research Report on Equality Diversity and Quality Customer Service2 |
38,700 |
38,700 |
|
2001 |
Arthur Andersen |
Management Information Framework |
93,440 |
93,440 |
|
2001 |
Dr. Tom McCarthy, NUI Maynooth |
Research for Consultation Document: Towards Better Regulation2 |
7,500 |
6,692 |
|
2001-2002 |
Sureskills |
Windows 2000 implementation |
147,908 |
147,908 |
|
2001-2002 |
Mr. Alex Matheson, OECD |
Participation on Steering Group for the Evaluation of the Strategic Management Initiative2 |
14,014 |
14,014 |
|
2001 |
PA Consulting Group |
Evaluation of the Strategic Management Initiative2 |
471,036 |
491,992 |
|
2001 |
Institute of Public Administration |
Preparation of HR Strategy Guidelines document2 |
18,284 |
18,284 |
|
2001-2002 |
Oracle |
Management Information Framework |
229,623 |
229,623 |
|
2001 |
Deloitte & Touche |
Value for Money Audit of Mobile Phone services |
7,618 |
7,618 |
|
2001 |
IBEC |
Review of Health & Safety |
4,889 |
4,889 |
|
2001 |
Hosca Management Consultants |
Consultancy services for carrying out an Employee Opinion Survey |
12,168 |
14,613 |
|
2002 |
Octagon |
IT Strategic Review |
8,400 |
8,400 |
|
2002 |
Dr. Patrick Butler |
Evaluation of Customer Action Plans2 |
32,000 |
32,000 |
|
2002 |
Prof. Philip Lane |
Commentary on Better Regulation Submissions2 |
4,500 |
4,500 |
|
2002 |
Peter White |
Consultancy regarding communications for the Civil Service modernisation programme |
850 |
850 |
|
2002 |
KPMG Consulting (Bearing Point) |
Implementation of a Human Resource Management System |
88,000 |
87,695 |
|
2003 |
Watson Wyatt |
Consultancy services for carrying out an Employee Opinion Survey |
25,410 |
25,410 |
|
2003 |
Watson Wyatt |
Consultancy services for carrying out an Employee Opinion Survey — further reports |
14,520 |
14,520 |
|
2003 |
Grayling Gilmore PR Consultants* |
EU Presidency Logo Launch & Public Relations Campaign |
60,000 |
60,000 |
|
2003 |
Jacobs & Associates |
Consultancy on regulatory reform policy2 |
12,947 |
12,947 |
|
2003 |
Professor Martin Cave, Warwick Business School |
Consultancy on regulatory reform policy2 |
575 |
575 |
|
2003 |
Fujitsu Services |
E-Cabinet Security Policy |
15,730 |
15,730 |
|
2003 |
Lansdowne Market Research |
Irish Civil Service — Customer Satisfaction Survey report2 |
36,000 |
36,000 |
|
2003 |
NGM Market Research |
Communicating Change and Modernisation in the Civil Service report2 |
15,000 |
15,000 |
|
2003 |
Enterprise LSE |
London School of Economics to provide training course for Irish Officials in relation to regulation2 |
50,820 |
38,879 |
|
2003 |
Carr Communications |
Development and delivery of Phase II of the Department of the Taoiseach’s Career Development Programme |
68,100 |
62,646 |
|
2004 |
Eurokom |
Security Review |
7,650 |
7,650 |
|
2004 |
Red Dog Design |
EU Presidency Awareness Campaign |
65,740 |
65,740 |
|
2004 |
Carr Communications |
Disability Bill |
12,147 |
12,147 |
|
2004 |
Good Practice Ltd |
Tailoring of on-line toolkit for Department Intranet |
33,350 |
33,350 |
|
2004 |
McCann Fitzgerald Solicitors |
Research and preparation of report — Redress for Civil Service Customers2 |
45,375 |
76,894 |
|
2004 |
Watson Wyatt |
Employee Opinion Survey |
27,947 |
27,947 |
|
2004 |
The Design Consultancy |
Step by Step Guide to the PMDS System |
4,719 |
4,719 |
|
2004 |
Paddy Walley |
Ingenuity Project |
6,000 |
6,000 |
|
2004 |
Grayling Gilmore |
PR re EU Presidency |
21,023 |
21,023 |
|
2004 |
Red Dog Design |
EU Presidency Posters |
2,060 |
2,060 |
|
2004 |
David Donaghy |
Day of Welcomes production |
28,900 |
28,900 |
|
2004 |
Academic Conferences Ltd |
ECEG Conference Management |
36,300 |
36,300 |
|
2004 |
Jacobs & Associates |
Preparation of report for EU Conference on Better Regulation2 |
18,876 |
18,876 |
|
2004 |
Dr Patrick Paul Walsh, Trinity College Dublin |
Preparation of report for EU Conference on Better Regulation2 |
5,250 |
5,250 |
|
2004 |
HCM International |
Research on the integration of the Performance Management and Development System (PMDS) with HR policies and processes2 |
39,930 |
Nil (ongoing) |
|
2004 |
Zerflow |
E-Cabinet Security Assessment |
5,929 |
5,929 |
|
2004-2005 |
Goodbody Economic Consultants |
Economic assistance to Departments/Offices piloting regulatory Impact Analysis2 |
21,780 |
21,054 ongoing |
|
2004 |
RTE |
EU Presidency Consultancy Services |
35,256 |
35,256 |
|
2004-2005 |
Mercer Human Resource Consulting |
Review of the Performance Management and Development System (PMDS) Evaluation results for technical and professional staff2 |
15,125 |
15,125 |
|
2004 & 2005 |
Des Geraghty |
Promotion of the Affordable Housing Initiative |
3,675 |
3,675 |
|
2005 |
IQ Content |
Usability & Accessibility Review of websites |
37,890 |
19,239 |
|
2005 |
Tansey, Webster & Co |
Affordable Housing Proposal |
9,680 |
9,680 |
|
2005 |
Hay Group (Ireland) Ltd |
Business Plan Facilitation |
3,876 |
3,876 |
|
2005 |
Pan Research Ltd |
Customer Service Evaluation Report |
6,313 |
6,313 |
|
2005 |
Enterprise LSE |
London School of Economics to provide a training course for Irish Officials on regulation2 |
59,600 |
41,443 |
|
2005 |
Fitzpatrick Associates |
Research Project on the Special Initiatives under Sustaining Progress |
37,207 |
37,207 |
|
2005 |
Institute of Public Administration |
Research in relation to mapping of regulatory framework2 |
21,780 |
13,310 to date |
|
2005 |
Grant Thornton |
Retention of Accountants on behalf of the National Implementation Body |
60,000 |
Nil (Ongoing) |
* Met from funds provided by Department of Foreign Affairs.
2 Costs met from Change Management Fund, administered by the Department of Finance.
|
Year of Contract |
Supplier |
Purpose |
Estimated Cost |
Total Expenditure |
|
€ |
€ |
|||
|
April 1998-2001 |
Edelman Public Relations |
Engaged on a retainer basis to manage a communications and media strategy for the ISC |
152,115 |
152,115 |
|
April 1998 to June 1999 |
The Learning Organisation |
Cyril Drury an educational expert was engaged to assist the Learning Advisory Group in the preparation of a report on the non-formal environment for learning and information and communications technology |
34,992 |
34,992 |
|
1998 |
Lansdowne Market Research |
Appointed to carry out the Public and Business Survey |
61,455 |
61,455 |
|
1999 |
MRBI |
Research survey of the general public designed to establish levels of awareness of, and engagement with, the technologies associated with the evolving Information Society |
35,951 |
35,951 |
|
1999 |
MRBI |
Survey of Irish businesses to establish awareness of technology |
23,814 |
23,814 |
|
July to November 1999 |
Edelman Worldwide |
PR Consultancy for Netd@ys |
66,026 |
66,026 |
|
November 1999 |
MRBI |
Update of 1999 research survey to assess the impact of Netd@ys |
12,214 |
12,214 |
|
2000 |
MRBI |
Research into awareness and usage of information and communications technology amongst Irish businesses |
21,332 |
21,332 |
|
2000 |
MRBI |
Research into General Public Awareness and Usage of Information and Communications Technology 2000 |
32,355 |
32,355 |
|
2000 |
NW Labs |
To examine the issues of convergency and the implications for telecommunications communications regulation for Ireland |
26,977 |
26,977 |
|
2000 |
Centre for Research in Technology in Education |
Research material for seminar |
20,890 |
20,890 |
|
2000 |
Dunnion Partners |
Development of Government websites review and report |
4,609 |
4,609 |
|
2000 |
KPMG |
Tax incentives & barriers to e working in Ireland |
6,349 |
6,349 |
|
2000 |
Farrell Grant Sparks |
Research into future needs for Ireland’s development as an Information Society |
30,669 |
30,669 |
|
2001 |
Chapman Flood Mazars |
Auditing services supplied for Equalskills initiative |
19,600 |
19,600 |
|
2002 |
Chinook Consulting |
Evaluation of Equalskills Initiative |
18,165 |
18,165 |
|
2002 |
ElectricNews.net |
Production of e-Government Ireland Bulletin |
24,040 |
24,040 |
|
2002 |
Text 100 |
Messaging Workshop of ISC members |
6,655 |
6,655 |
|
2002 |
MRBI |
Business survey on attitudes to the Information Society in Ireland |
28,740 |
28,740 |
|
2002 |
MRBI |
General Public survey on attitudes to the Information Society in Ireland |
56,628 |
56,628 |
|
2002-2003 |
Models Research (now Itech Research) |
Consultancy and report on inclusive Information Society Development |
59,931 |
59,931 |
|
2002 |
Accenture |
Consultancy and report on a National e-Payments strategy |
155,334 |
155,334 |
|
2002-2005 |
Fleischman-Hillard Saunders |
Engaged on a retainer basis to manage a communications and media strategy for the ISC |
133,677 |
133,677 |
|
2003 |
Parallel IT |
Electronic Document Management Exchange |
13,613 |
13,613 |
|
2003 |
Sonas Innovation |
Consultancy and report on Ireland’s Broadband Future |
49,610 |
49,610 |
|
2003 |
DCU |
Research on Perspectives of Information Society Thinkers |
6,655 |
6,655 |
|
2003 |
ESRI |
Analysis of General Public and Business Surveys 1996-2002 |
7,260 |
7,260 |
|
2004 |
Version 1 Software |
Report on the assessment of the e-Health progress and potential benefits |
48,400 |
48,400 |
|
Year of Contract |
Supplier |
Purpose |
Estimated Cost |
Total Expenditure |
|
€ |
€ |
|||
|
2002 |
Keating and Associates |
Media Strategy and market Survey |
6,278 |
6,278 |
|
2002-2005 |
Caroline Erskine |
PR Consultancy |
ongoing |
188,628 |
|
2002-2005 |
Conor Joyce |
PR Consultancy |
85,568 |
85,568 |
|
Year of Contract |
Supplier |
Purpose |
Estimated Cost |
Total Expenditure |
|
€ |
€ |
|||
|
1999 |
IT Assist |
Advice on e mail and internet systems |
461 |
461 |
|
December 1997 |
Brian Murphy |
PR — regarding launch of 2nd Progress Report |
317 |
317 |
|
1997 |
Datapac |
Installation of computer network |
922 |
922 |
|
1997/98 |
Coakley/Laver |
Study on the future of Seanad Éireann |
1,270 |
1,270 |
|
1998 |
Dr Richard Synott |
Research on Referendum |
1,270 |
1,270 |
|
1998 |
Lansdowne Market Research |
Research on Referendum Voting |
6,914 |
6,914 |
|
1998 |
Gerard Hogan SC |
Honorarium for legal drafting on constitutional amendments |
3,073 |
3,073 |
|
1999 |
Laura Rattigan BL |
Legal Research |
1,663 |
1,663 |
|
1999 |
Frank Farrell In-house Services |
Creation of a database to record public submissions on the Committee’s Reports |
190 |
190 |
|
2000 |
Moss Technologies |
Year 2000 Compliance |
307 |
307 |
|
2000 |
Sureskills.com |
IT support |
3,687 |
3,687 |
|
2001 |
Gerard Hogan S.C. |
Research on Referenda |
480 |
480 |
|
2000-2001 |
Shelbourne Public Affairs |
PR |
16,837 |
16,837 |
|
2000 |
Sureskills.com |
IT Support |
3,687 |
3,687 |
|
2000-2001 |
Diarmuid Rossa Phelan |
Legal research |
6,200 |
6,200 |
|
2001 |
Richard Humphreys |
Research on rights |
16,349 |
16,349 |
|
2002 |
Seán de Fréine |
Feasibility study |
500 |
500 |
|
2002-2003 |
Donal Ó Maolfabhaile |
PR Consultancy |
11,600 |
11,600 |
|
Year of Contract |
Supplier |
Purpose |
Estimated Cost |
Total Expenditure |
|
€ |
€ |
|||
|
1999 to date |
Baker Consultants |
Design, implement and host a Web site |
12,978 |
12,978 |
|
1999 |
Moss Technology Limited |
Year 2000 compliance report and follow up |
6,352 |
6,352 |
|
1999 |
Confidential |
Legal consultancy in relation to the Moriarty Tribunal |
7,536 |
7,536 |
|
2000 |
Confidential |
Commercial research |
3,851 |
3,851 |
|
2001 |
Ionet Ltd |
Demonstration |
107 |
107 |
|
2001 |
Moss technology |
Report on Tribunal IT network and system |
3,055 |
3,055 |
|
2003 |
Peter Bacon & Associates |
Specialist Data |
46,948 |
46,948 |
|
2004 |
Peter Bacon & Associates |
Analysis and Advice |
50,820 |
50,820 |
|
Year of Contract |
Supplier |
Purpose |
Estimated Cost |
Total Expenditure |
|
€ |
€ |
|||
|
2001-2002 |
Bradley McGurk Partnership |
Corporate Identity |
25,242 |
25,242 |
|
2001 |
Woodgrange Consultancies |
Irish Times 2000 |
7,999 |
7,999 |
|
2001 |
Bill Roche |
Consultative Process and Strategic Planning |
31,743 |
31,743 |
|
2001 |
Tom Neville |
Guidelines on Organisational change |
20,570 |
20,570 |
|
2001-2003 |
Bradley McGurke |
Corporate Identity |
1,116 |
1,116 |
|
2002 |
Options Consultancy |
Information & Consultation Project |
5,445 |
5,445 |
|
2002-2003 |
Options Consultancy |
Learning Strategy |
14,425 |
14,425 |
|
2003 |
Tom Neville |
Employee Financial Involvement |
30,949 |
30,949 |
|
2003 |
Paern Kandola |
Competency Development |
11,206 |
11,206 |
|
2003 |
ESRI |
Surveys (Forum on the Workplace of the Future) |
76,481 |
76,481 |
|
2003 |
Align Management Solutions |
Health Strategy using a Partnership Approach |
7,000 |
7,000 |
|
2003 |
Roy Greene |
Scoping paper (Forum on the Workplace of the Future) |
4,980 |
4,980 |
|
2003 |
Maria Maguire |
Scoping paper (Forum on the Workplace of the Future) |
26,988 |
26,988 |
|
2003 |
John Geary |
Scoping paper (Forum on the Workplace of the Future) |
5,600 |
5,600 |
|
2003 |
Align Management Solutions |
Consultation paper (Forum on the Workplace of the Future) |
1,400 |
1,400 |
|
2004 |
Brian Moss |
Forum on the Workplace of the Future |
9,600 |
9,600 |
|
2004 |
William Roche |
Forum on the Workplace of the Future |
13,1987 |
13,198 |
|
2004 |
Maria Maguire |
Forum on the Workplace of the Future |
13,673 |
13,673 |
|
2004 |
John Caden |
Public Relations |
83,445 |
83,445 |
|
2004 |
ESRI |
Surveys (Forum on the Workplace of the Future) |
28,785 |
28,785 |
|
2005 |
Maria Maguire |
Forum on the Workplace of the Future |
11,514 |
11,514 |
|
Year of Contract |
Supplier |
Purpose |
Estimated Cost |
Total Expenditure |
|
€ |
€ |
|||
|
1998 |
Advance Organisation and Management Development |
Consultancy work for the Forum relating to Project Teams |
14,221 |
14,221 |
|
1999 |
Hay Consultants, D. Halloran and C. O’Connell |
Social Housing |
10,351 |
10,351 |
|
1999 |
Anne Clarke |
Local Employment Services |
8,386 |
8,386 |
|
2000 |
Agtel |
Social Housing |
38,092 |
38,092 |
|
2000 |
NI Housing Executive |
Social Housing |
7,389 |
7,389 |
|
2000 |
Hay Consultants |
Labour Shortages |
2,920 |
2,920 |
|
2001 |
Kieran McKeown |
Lone Parents |
6,223 |
6,223 |
|
2000 |
Anne Clark |
Lone Parents |
4,400 |
4,400 |
|
2000 |
NUI Maynooth |
Lone Parents |
7,927 |
7,927 |
|
2000 |
Goodbody |
Draft opinion on National Anti-Poverty Strategy |
3,143 |
3,143 |
|
2000 |
UCD (Equality Studies Centre) |
Draft Opinion on Equality issues |
18,056 |
18,056 |
|
2001 |
Tamarron |
Work on NESF Report No. 23 |
5,079 |
5,079 |
|
2002 |
ESRI (Emer Smyth) |
Early School Leavers |
3,892 |
3,892 |
|
2002 |
Eithne Fitzgerald |
Older workers |
3,600 |
3,600 |
|
2002 |
Jerry Sexton |
Older workers |
15,392 |
15,392 |
|
2002 |
ESRI Survey |
Older workers |
15,730 |
15,730 |
|
2002 |
ESRI Questionnaire |
Social Capital |
12,342 |
12,342 |
|
2002 |
Ann Clarke |
Older workers |
3,282 |
3,282 |
|
2003 |
Mary Murphy |
Child Income support paper |
1,440 |
1,440 |
|
2004 |
Ita Mangan |
Co-op |
3,030 |
3,030 |
|
2005 |
Colm Harmon |
Early Childhood Care and Education |
6,323 |
6,323 |
|
2005 |
RAND Europe |
Evidence Based Policy Making Seminar |
£6,737stg. |
£6,737stg. |
|
2005 |
WRC Consultants |
Creating a more inclusive labour market |
15,094 |
15,094 |
|
2005 |
Patricia Quinn |
Cultural Citizenship |
15,150 |
15,150 |
|
2005 |
Eustace Patterson |
Creating a more inclusive labour market |
4,292 |
4,292 |
|
Year of Contract |
Supplier |
Purpose |
Estimated Cost |
Total Expenditure |
|
€ |
€ |
|||
|
1999 |
Dr John Sweeney & Dr Kieran McKeown Social and Economic Research Consultant |
Preparing background documents for Strategy Report |
14,365 |
14,365 |
|
1999 |
Dr John Geary Michael Smurfit Graduate School of Business UDC |
Preparing background documents for Strategy Report |
5,333 |
5,333 |
|
1999 |
Dr Richard Boyle Institute of Public Administration |
Preparing background documents for Strategy Report |
5,377 |
5,377 |
|
1999 |
ITG Computers |
Testing equipment for Year 2000 compliance |
3,285 |
3,285 |
|
2001 |
ESRI |
Research re Strategic review of Tax and Welfare system under PPF |
12,697 |
12,697 |
|
2001 |
Síle O’Connor |
Research for reports 107 & 108 |
6,984 |
6,984 |
|
2001 |
J Visser |
Paper for Report No 111 |
13,069 |
13,069 |
|
2001 |
Indecon Consultants |
Regional Development in the North West |
21,202 |
21,202 |
|
2003 |
Edgeworth Organisational Consultants |
PR Consultancy |
1,200 |
1,200 |
|
2004 |
UPE Consultancy Ltd |
Housing Workshop |
7,139 |
7,139 |
|
2004 |
Kathleen Scanlon |
Housing Workshop |
889 |
889 |
|
2004 |
Bill O’Herlihy Communications |
Professional Services for NESC’s 30th Anniversary Conference |
3,779 |
3,779 |
|
2004 |
Katholieke Universiteit |
Housing Workshop |
3,147 |
3,147 |
|
2004 |
Professor G. Meen |
Housing Workshop |
1,538 |
1,538 |
|
2004 |
Bill O’Herlihy Communications |
Professional Services for EESC Conference |
3,025 |
3,025 |
|
2004 |
Intl. Org. for Migration |
Consultancy fees for NESC Migration Policy Study |
119,692 |
119,692 |
|
2005 |
O’Herlihy Communications |
Professional Services for media coverage of housing report |
4,273 |
4,273 |
|
2005 |
Ms Bernadette Andreosso |
Consultancy fees for “Ireland & Globalisation” Strategy report |
7,000 |
7,000 |
|
Year of Contract |
Supplier |
Purpose |
Estimated Cost |
Total Expenditure |
|
€ |
€ |
|||
|
Up to December 2000 |
PricewaterhouseCoopers |
Feasibility studies |
602,906 |
|
|
Up to December 2000 |
McCann Fitzgerald |
Legal Consultancy |
13,346 |
|
|
Up to December 2000 |
Wilson Hartnell |
Public Relations |
70,531 |
|
|
Up to December 2000 |
RIAI |
Architectural consultancy |
19,046 |
|
|
Up to December 2000 |
Deloitte & Touche |
Tax Consultancy |
15,872 |
|
Year of Contract |
Supplier |
Purpose |
Estimated Cost |
Total Expenditure |
|
€ |
€ |
|||
|
1999 |
BDO Simpson Xavier Consulting |
Detailed assessment of a proposal for a Millennium Tower (the old Jameson chimney at Smithfield in Dublin) |
6,299 |
|
|
1999 to 2001 |
Peter Owens DDB |
Advertising/information campaign |
413,047 |
|
|
1999 to 2001 |
CMS Marketing (Century Merchandising) |
Public Relations Work |
392,883 |
|
|
1999 to 2001 |
Pembroke Communication |
Public Relations Work |
107,350 |
|
|
2000 |
Irish Film & Television Network |
Millennium Event Guide |
31,491 |
|
|
1999 to 2001 |
Fusio Limited |
Design, set up website |
26,362 |
|
|
1999 to 2001 |
BFK Design Limited |
Design of the Millennium Logo, put the logo on disc for use by authorised bodies, and to create large backdrops for use at various Millennium launches |
41,372 |
|
Year of Contract |
Supplier |
Purpose |
Estimated Cost |
Total Expenditure |
|
€ |
€ |
|||
|
1998 |
Drury Communications |
PR Consultants on the Northern Ireland Referendum |
2,367,098* |
*(of which €141,731 was media consultancy management fee; the balance was sub-contractor/supplier expenditure via media consultants)
|
Year of Contract |
Supplier |
Purpose |
Estimated Cost |
Total Expenditure |
|
€ |
€ |
|||
|
1997 |
International Music Event |
Europe Day Concert |
34,854 |
|
|
1997 |
Patsy McArdle |
Production of Euro link column |
9,523 |
|
Year of Contract |
Supplier |
Purpose |
Estimated Cost |
Total Expenditure |
|
€ |
€ |
|||
|
1997 |
Keating & Associates |
Operational Programme for Urban & Rural Development |
20,617 |
|
|
1997 |
Goodbody Economic Consultants |
External Evaluation of Operational Programme |
75,975 |
|
|
1997 |
EPS Computer Systems |
Computer System for Local Development |
35,831 |
|
Year of Contract |
Supplier |
Purpose |
Estimated Cost |
Total Expenditure |
|
€ |
€ |
|||
|
1997 |
Brendan McKenna |
Updating Aran Islands |
1,521 |
|
|
1997 |
Centre for Adult Education |
Public Services in Rural Areas |
12,697 |
|
Year of Contract |
Supplier |
Purpose |
Estimated Cost |
Total Expenditure |
|
€ |
€ |
|||
|
1997 |
Lansdowne Market Research |
Survey on Attitudes to Local Government |
62,523 |
|
Year |
Department of the Taoiseach |
|
2000 |
1 |
|
2001 |
4 |
|
2002 |
1 |
|
2003 |
2 |
|
2004 |
2 |
|
2005 |
1 |
I thank the Taoiseach for including the tables.
One of the most expensive contracts issued by the Department of the Taoiseach in recent years was the €500,000 spent on the evaluation of the strategic management initiative in 2001. That is a significant expenditure in any event. What recommendations from that particular consultancy report have been put in place to justify that level of expenditure? What sort of recommendations were made in that evaluation that have since been implemented? I will wait and see what the tables that the Taoiseach will circulate will show.
As the Deputy will be aware, the work of the strategic management initiative, which really commenced in 1992, was centred in my Department for the entire Government area. It was not just for my Department.
That report started the work on the financial management in Departments, on the human resources management in Departments and on many other guidelines that have been set out for various systems' improvements in Departments. There were not people in the Government system who were capable of dealing with that. I have listed a breakdown of the various initiatives that happened under that but, by and large, it was to try to improve the modernisation and change management agenda across a range of Departments. The Department's modernisation programme represented some of those costs and related to the implementation of modernisation initiatives, but the costs went mainly on the modern financial management and the human resources management systems. There were some other ones, including performance management and development systems. It has proved to be highly successful. We now have very modern financial management systems.
The reason for outside engagement in this was the move to accrual accounting, which we had not got in Departments previously. Up until then the entire system operated on a cash basis. The moves in recent years to develop an accrual accounts system make it far more modern. They make it similar to that which would probably apply in industry, but it was always done previously on a cash basis where one had the carry-over rather than the accrual system.
Equally, there have been substantial savings. Up until we introduced, a few years after 2001, the human resource management system, issues were recorded but one did not have the ability to get the breakdowns and the information on staffing and costs, expenditures on telephones, allowances and such issues which are now built into the HR system. That has proved to be very effective in my Department and I am sure right across the system. The work that was undertaken over the years on this has now proved that we have a very modern financial reporting system.
Does the Taoiseach's Department, and indeed all Departments, operate a standard scale of fees for consultancy work? Is there a tendering process operated for such work in the same way as for Government contracts? Is there a particular threshold over which his Department is obliged to put consultancy work out to tender? Can he tell us whether there has been any comparison done between comparable in-house work in Departments and consultancy secured labour in order that we would have some idea of the cost benefit analysis, the standard of the work, whether the competency exists within the Department and whether it is necessary to opt for consultancy work?
The procurement of consultancy services in my Department is subject to the public procurement guidelines of the Department of Finance and they are set out in the Guidelines for Engagement of Consultants in the Civil Service of 1999. There have been some amendments to those, but not many. Procurement of outside expertise in the public relations field is also subject to public procurement guidelines as set out in the 2004 Department of Finance publication and the Public Procurement Guidelines Competitive Process, which replaced the previous Department of Finance guidelines entitled Public Procurement 1994 Edition — Green Book. That is the basis by which all contracts are governed. Any contract must fulfil those regulations, and the section, the Accounting Officer and the financial people in each Department must satisfy the arrangements as set out in those documents.
In addition, the procurement of these services is also subject to the applicable EU procurement rules and guidelines. Since early this year additional guidelines have been specifically put in place for communications consultancies and that is now incorporated into the Cabinet handbook. Most recently a number of new measures were announced which will contribute to improving the management and value for money aspects of consultancies, and the Deputy will be familiar with those.
On the Department of Finance guidelines for engagement of consultants, the way we operate these in my Department is we try to avoid needing consultants in the first place, if we have the expertise within the Department. As I mentioned on IT, we managed to do without them totally because we were lucky enough to have people with third level qualifications in this area who were able to form a project team. This is not always the case.
A consultant transfers skills or expertise to an organisation, which either does not possess these in-house or requires an independent evaluation assessment to be made. These are the two circumstances in which we would get outside consultants: where we do not have the relevant specialists in the Department and where we think the work concerned requires an independent evaluation of the way we are doing it, or where it is questioned and we believe, for internal audit or other purposes, that maybe there is another way.
Work done by outsiders is often not considered to be consultancy. A definition in the 1999 regulations states that the engagement of non-permanent staff to carry out the work of the office, where it is staff substitution, is not consultancy. If there are contracted services, the purchase of ongoing and essential routine services for a specified period, maintenance and so on, these are not consultancy. Neither is expenditure on software development from analysis to implementation because this involves developing the system, not consultancy. These are the definitions.
The Deputy makes a good point. When we employ consultancy for a particular purpose we try to fully engage the staff of the Civil Service in the work involved so that when a similar job arises, perhaps in another section, at least the civil servants will be familiar with procedures. This also has attractions for civil servants as regards training. We try to avoid replicating consultancy work in different sections and paying for it all again. The Deputy makes a valid point, and certainly in my Department what is being done cuts down on expenditure. The figures from my Department indicate that we do not use very many consultancies for this reason.
One initiative my Department takes which costs money but gives value is that it encourages staff to embark on further education through night classes. The fees are paid and they are given time off. This helps to build up expertise within the Departments. There is always the danger that they may transfer from the Department, but it is preferable, at least, that they remain in the Civil Service system.
Given that the Book of Estimates submitted in recent weeks indicates less money in each category on consultancy expenditure for every Department, does the Government expect to make less use of consultancies in the coming year? Is this recognition that there has been an overuse of consultancies in the past? Given that parliamentary questions have been answered to the effect that since 1998, across all Departments, there have been more than——
This question refers specifically to the Department of the Taoiseach.
I am getting to the Department of the Taoiseach.
I would prefer if the Deputy would come directly to it.
There have been 3,000 consultancies in general by the Government. The Taoiseach has indicated earlier that we will be supplied with tables to indicate how that applies specifically to his Department. We have not been given the answers as regards overall cost. Without the House having the tables directly before us, will the Taoiseach at least tell us beforehand the number of consultancies that have applied to his Department and the overall cost?
The number is 70 consultancies across my Department, effectively for a nine-year period. That is about an average of eight per annum. A good number of those relate to the change management agenda under CMOD, as indicated in my answer to Deputy Kenny. Some of those are paid for by them as well as the performance and development issues. Some of them relate to the period for the year before and during the EU Presidency. In departmental terms there is not a great deal. In the social policy area, surrounding social partnership issues in the main, there are eight. On independent evaluations — the point I was making to Deputy Ó Caoláin — there are two. The Civil Service modernisation programme, which is the big one, accounts for 28. There is only one for IT, namely, the one I spoke about in my answer to Deputy Kenny. In training and career development there are three. In ICT there are three, seven for the Presidency, seven under the heading e-Cabinet and four that do not fall into any of these categories. Money spent over the period amounted to €2,818,388. Most of these projects would have involved enhancements, improvements and developments.
It is the task of every Department to determine whether it is overusing the system. I hope my Department does not. However, at least there is some focus to the effect that if it happens, it occurs sparingly and under the two categories I have mentioned: either to enhance an existing system or develop a new one; or where an outside appraisal is required. The more internal staff who can do the work the better. My Department is not large, with just over 220 people working in it. However, we try hard not to become involved in consultancies unless something meaningful is required. A fair degree of thought is put into that.
The next batch of questions on social partnership is important. The House would not do them justice in the time available, so I had better think of something to ask the Taoiseach about this list.
Does he believe this is the nature of modern government? Even though this does not relate to a line Minister and it is his Department, there are pages and pages of consultancies. Is it unreasonable to expect that some of the work indicated should be discharged by civil servants employed by the State or is this the way of the future? There are literally pages and pages. Some of them are quite mysterious and I have no idea what they are about. Under the Moriarty tribunal heading one finds €50,000 paid to Peter Bacon & Associates for analysis and advice. I do not know what that is about. There are two separate items under the same heading that indicate the supplier is "confidential". I do not know what that is about. There are things such as €50,000 to the London School of Economics, for the provision of a training course on regulation. I do not know what that is. Perhaps the Taoiseach did not pay his fees at the time or something.
I want to ask, in particular, about the parliamentary reply given to the House by the Minister of State with responsibility for transport, Deputy Callely, where he said in respect of the recent advertisements in which he featured so prominently: "The advertisements in question were commissioned by the Dublin Transportation Office as part of a public information campaign——
That matter does not arise out of this question which refers specifically to the Department of the Taoiseach.
——for Operation Freeflow." I asked the question in terms of the Taoiseach's responsibility for the code of practice for office holders.
The matter does not arise out of this question.
In a subsequent letter to my colleague, Deputy Shortall, from the Dublin Transportation Office, it is made clear——
I would prefer if the Deputy did not pursue that line. It is totally out of order. The Deputy is aware that there are many ways open to him to raise this matter, but not out of this question, which refers specifically to the Department of the Taoiseach.
It is clear to the DTO that the Minister of State intruded himself uninvited——
I ask the Deputy to resume his seat and allow the Taoiseach to answer his legitimate question.
I know that it is unbelievable that the Minister of State might do such a thing. Does the Taoiseach have a view on this?
I ask Deputy Rabbitte to resume his seat.
As stated, there have been 70 consultancies over the period in my Department and I have given the breakdown. It represents an average of about €300,000 per annum. I have outlined most of the work involved. I do not have the details of some of the smaller projects and have just given the information on the larger ones. However, when the full schedules are available, I shall be pleased to answer questions or get further information as regards individual projects.
Deputy Rabbitte's general point on whether it is now a trend that more consultancies are being employed across Departments is valid. My Department is relatively sparing in this regard. We use consultancies where the expertise is not available within the Department; where something additional is involved, as was the case with the EU Presidency, the change management agenda where someone is brought in to advise, or where an independent assessment is needed, as has happened in only a few cases.
On the Deputy's question as to whether there are more consultancies, with regard to the level, scale and examination of decisions made, whether by the House, Oireachtas committees or the outside world, increasingly, public servants, including those in my Department will consider getting the assessments and the analysis of would-be experts. The Deputy and I might often argue whether they are experts. I detect that people are becoming more protective and are watching what they do to a greater extent than was the case some years ago. Whether that is good is open to debate, but it is happening. It is not that the money is wasted, but the nature of decisions and the fact that we have an increasing number of regulators with whom Departments find themselves in debate mean that Departments must be armed with more sophisticated replies than they believe they can produce. The complexity of our work and its sheer size with the complexity of its examination have led to a different position than has previously been the case.