Dáil Éireann Debate, Wednesday - 28 January 2004
1 Caoimhghín Ó Caoláin asked the Taoiseach the cross-departmental teams and interdepartmental committees which his Department is represented on; the purpose of each; the number of times they meet; and if he will make a statement on the matter. [29730/03]
View answerMy Department participates in a wide range of cross-departmental teams and interdepartmental committees, many of which come under the aegis of other members of the Government and deal with issues primarily under their remit. If the Deputy wishes to obtain information about any specific activity of those teams or committees, he should table a question to the appropriate Minister or Ministers. The information requested by the Deputy is set out in the following schedule:
|
Title of Teams/Committees |
Purpose |
Frequency of Meetings |
|
Cross-Departmental Team on Housing, Infrastructure and PPPs which is chaired by a senior official from my Department. |
To support the Cabinet Committee on Housing, Infrastructure and PPPs in the key task of providing a strong central guide and focus for the delivery of key national infrastructure, especially the investment programme set out in the National Development Plan. |
The Team usually meets as required. |
|
Senior Officials Group on Social Inclusion |
To support the Cabinet Committee on Social Inclusion |
Monthly |
|
Subgroup of Senior Officials on Community Employment |
To provide strategic advice on the future of Community Employment Schemes |
As required |
|
Subgroup of Senior Officials on Disability |
To progress work in relation to the Disability Bill |
As required |
|
Strategic Task Force on Alcohol |
To review international research to identify and recommend to Government, specific, evidence-based measures to prevent and reduce alcohol related harm. |
As required |
|
Inter-Departmental Group on Alcohol |
Co-ordinate responses to the recommendations contained in the Task Force Report |
As required |
|
Inter-Departmental Group on Drugs |
Co-ordinate the implementation of the National Drugs Strategy through partnership with Government Departments, State Agencies and Community and Voluntary sector and to bring to the attention of the Cabinet Committee on Social Inclusion any identified issues which have a detrimental effect on the implementation of policy |
Monthly |
|
National Drugs Strategy Team (NDST) |
The NDST is responsible for co-ordinating the response to the drug problem nationally, as well as overseeing and supporting the work of the Regional and Local Drugs Task Forces. |
Weekly |
|
National Children's Office Advisory Board |
To support the work of the Cabinet Committee on Children |
Quarterly |
|
Inter Departmental Group on Life Long Learning |
Oversees implementation of the Report of the Taskforce on Lifelong Learning |
As required |
|
Monitoring Group for Social Economy |
Oversees and Monitors the running of the Social Economy Programme |
|
|
NDP/CSF Equal Opportunities and Social Inclusion Co-ordinating Committee |
Established to secure the maximum application of commitments on equal opportunities particularly gender equality and social inclusion across the National Development Plan |
Twice a year |
|
Inter-Departmental Committee on 10th Anniversary of UN Year of the Family |
Established to co-ordinate a Governmental programme of activities for the 10th anniversary of the International Year of the Family in 2004 |
As required |
|
Task Force on Integration of Local Government and Local Development Systems |
Oversees the County and City Development Board process |
As required |
|
RAPID National Monitoring Committee |
Oversees the operation of Strands I and II of the RAPID Programme. |
Every 2-3 months |
|
Implementation and Advisory Group on the White Paper Supporting Voluntary Activity |
Oversees implementation of the White Paper on a Framework for Supporting Voluntary Activity and for Developing the Relationship between the State and the Community and Voluntary Sector. |
Monthly |
|
Management Group for Social Inclusion Office |
Oversees the work of the National Office on Social Inclusion |
As required |
|
NAPS — Social Inclusion Consultative Group |
To provide advice to the National Office on the development of NAPS |
Twice a year |
|
NAPS Technical Advisory Group |
To provide technical advice to the National Office on data and research issues |
As required |
|
The National Security Committee is chaired by the Secretary General to the Government. |
The Committee is concerned with ensuring that the Government are advised of high level security issues and the responses to them, but not involving operational security issues. |
The Committee continues to meet as required and members liaise on an ongoing basis to monitor developments which might have national security implications, in particular in the international arena. |
|
The eCabinet Stakeholders Group is chaired by an Assistant Secretary in the Department of the Taoiseach. |
It provides a forum to allow for consultation with Government Departments in relation to the proposed eCabinet system. |
The Group met on 3 occasions in 2003. |
|
Interdepartmental Co-ordinating Committee on European Union Affairs (ICCEUA) |
The ICCEUA is chaired by Minister of State for European Affairs, Mr. Dick Roche TD. The Committee co-ordinates national policy across all Government Departments on the EU's policy agenda and assists in the preparation of meetings of the Cabinet Committee on European Affairs. The Secretariat of the ICCEUA is in the Department of the Taoiseach. The following Committees /Groups report to the ICCEUA: 1. The Interdepartmental Co-ordinating Committee for the Presidency 2. The Interdepartmental Administrative Presidency Planning Group |
The Committee meets every second week. |
|
Intergovernmental Conference Group |
This Group, chaired by the Taoiseach, was established to advise on Intergovernmental Conference (IGC) issues during Ireland's Presidency. The Minister for Foreign Affairs, the Minister of State for European Affairs and a number of senior officials from key Departments, including the Department of the Taoiseach, attend meetings of this Group. |
Meets every second week as required. |
|
Senior Officials Group on the Presidency |
The Senior Officials' Group deals with day-to-day preparations of the policy aspects of the Presidency and, in particular, the overall approaches for both European Council meetings scheduled during our Presidency. It is chaired by a senior official in the Department of the Taoiseach and consists of senior officials from key Departments. |
Meets weekly. |
|
Interdepartmental Lisbon Group |
This Group, chaired by the Department of the Taoiseach, was established in 2002 to identify priority areas to be addressed and advanced during the Irish Presidency of the EU so that the 10 year European economic, social and environmental reform programme known as the Lisbon Agenda is appropriately progressed at the Spring European Council in 2004. The Group also reviews national progress on implementing and achieving the Lisbon Agenda targets. |
The Group meets on a monthly basis. |
|
Other EU/International Committees |
The Department of the Taoiseach chairs ad hoc interdepartmental groups as required. In 2003, for example, the Department of the Taoiseach chaired groups on the EU language regime and enlargement. In addition, the Department of the Taoiseach participates in a range of groups chaired by the Department of Foreign Affairs, the Department of Finance and the Department of Enterprise, Trade and Employment, including on the Presidency, the Initiative for Growth, Communicating Europe, Oireachtas Scrutiny, and the Asia Strategy. |
|
|
Freedom of Information Interdepartmental Working Group |
Its purpose is to provide a background source of support to secure the successful implementation of Freedom of Information by providing advice and guidance on policy areas |
Regular scheduled meetings throughout the year |
|
Freedom of Information — Civil Service Users Network |
It exists to promote best practice in FOI and to share knowledge and experience. Its work co-ordinates cross-Departmental FOI requests. It also acts as a conduit for the collection of statistics on FOI for member Departments and bodies directly under their aegis. |
Approx. once a month |
|
Emergency Response Co-ordination Committee |
Under the National Emergency Plan for Nuclear Accidents, this committee meets. Its purpose is to recommend countermeasures to protect the population |
As required |
|
Consultative Committee on Nuclear Emergency Planning |
The purpose of this is strategic planning for nuclear emergencies. Its work has largely been subsumed into the Government Task Force and the associated Interdepartmental Working Group on Emergency Planning both under the Minister for Defence and the Office of Emergency Planning. |
As required |
|
Attorney General's Consultative Committee on Law Reform Commission |
A consultative committee comprising representatives of the Departments of the Taoiseach, Finance, Justice, Equality and Law Reform, Enterprise, Trade and Employment and Health and Children, the Bar Council and the Incorporated Law Society, under the auspices of the Office of the Attorney General, to: assist the Attorney General in his consultations with the Commission in relation to research programmes, in the selection of specific topics for examination by the Commission and monitor the implementation of the recommendations of the Commission. |
As required |
|
The Government Task Force on Emergency Planning |
This Task Force is under the chairmanship of the Minister for Defence and is an important mechanism which works to ensure that a co-ordinated response to possible emergencies is provided by public authorities |
Eight times in the last year |
|
Interdepartmental Working Group on Emergency Planning |
This group encompasses all Departments with lead roles in the various Government emergency plans and those key public authorities which plan to support such activities. The group works under the guidance of the Government Task Force on Emergency Planning and is a forum for the discussion and sharing of information as well as providing strategic guidance to all those involved in emergency planning. |
Eight times in the last year |
|
Interdepartmental Group on National Security |
Established in 1974 arising from a recommendation of the Finlay Inquiry into National Security generally, the Committee initially considered broad areas of national security in the context of an overspill of the Northern Ireland situation. In recent years it has focused, almost exclusively, on security at the Government Buildings complex including Leinster House. |
As required |
|
National Allocation Plan Steering Committee chaired by Department of the Environment, Heritage & Local Government |
Established in July, 2003 to oversee the work of consultants engaged to make recommendations to policy makers within an Irish policy context, on the most economically efficient apportionment of Ireland's assigned amount units (AAU's) under the Kyoto Protocol between those participating in emissions trading (including new entrants) and those outside emissions trading |
At least once a month |
|
Tax Strategy Group |
Under the auspices of the Dept of Finance |
As required |
|
Contact Group on Affordable Housing Initiative |
To co-ordinate the implementation of the Special Initiative under Sustaining Progress on Affordable Housing |
Regularly |
|
Cross Departmental Team on Housing, Infrastructure and PPPs — Legal Issues Subgroup |
To support the Cabinet Committee on Housing Infrastructure and PPPs |
As required |
|
Cross Departmental Team on Housing, Infrastructure and PPPs — Wider Energy Issues subgroup |
To support the Cabinet Committee on Housing Infrastructure and PPPs and to consider the Wider Energy Issues |
As required |
|
NDP Communications Strategy Group |
To co-ordinate communications in relation to the National Development Plan |
As required |
|
Inter Departmental Committee on PPPs — Dept of Finance |
This is a matter for the Department of Finance |
|
|
Standing Committee on the GGB — Dept of Finance |
This is a matter for the Department of Finance |
|
|
Inter Departmental Committee on Science & Technology |
This is a matter for the Dept. Enterprise, Trade & Employment |
|
|
Inter Departmental Committee on National Spatial Strategy |
This is a matter for the Dept Environment Heritage & Local Govt. |
|
|
Inter Departmental Committee on NCCS |
This is a matter for the Dept Environment Heritage & Local Government |
|
|
Inter Departmental Committee on Lisbon Strategy |
To consider progress on the Lisbon Agenda |
As required |
|
Inter Departmental Committee on the OECD — Dept of Foreign Affairs |
To co-ordinate communications with the OECD |
As required |
|
IDC on Non-Labour Market Aspects of EU enlargement |
Established to look at the non-labour market aspects of EU enlargement |
One meeting held to date |
|
British Irish Interdepartmental Co-ordinators Group |
To co-ordinate Government policy in relation to the work of the British-Irish Council |
As necessary |
|
High Level Interdepartmental Committee on North/South |
to exchange information and to co-ordinate Government policy on North/South matters |
On a regular basis |
|
North/South Interdepartmental Co-ordinators Group |
to exchange information and to co-ordinate Government policy on North/South matters |
On a regular basis |
|
Implementation Group of Secretaries General |
This group provides leadership to and co-ordinates the modernisation programme for the Civil Service. |
It generally meets on a monthly basis. |
|
HRM Subgroup of the Implementation Group |
This group reports to the Implementation Group in relation to the HRM aspects of the modernisation programme. |
It generally meets four or five times a year. |
|
Change Management Network |
The Network assists the implementation and integration of the modernisation programme within Departments/Offices. |
It generally meets every six weeks. |
|
PMDS Network |
This Network facilitates the sharing of information and best practice regarding the implementation of the Performance Management and Development System (PMDS) across the Civil Service. |
It generally meets four times a year. |
|
Subgroup of General Council on the Evaluation of PMDS |
This Group is responsible for the evaluation of PMDS which is currently taking place. |
It generally meets three to four times a year. |
|
Subgroup of General Council on the Evaluation of Partnership |
This Group is responsible for the Review of Partnership which is currently taking place. |
It generally meets three to four times a year. |
|
Steering Group on Implementation of the Strategic Review of the Civil Service & Local Appointments Commission (CSLAC) |
This group oversees implementation of the recommendations of the Strategic Review of the Civil Service & Local Appointments Commission |
It generally meets three to four times a year. |
|
Ad Hoc Steering Group on Competitive Promotion Procedures |
This Group was recently established to consider best practice for competitive, merit-based promotions in the Civil Service. |
There will be two or three meetings this year. |
|
Committee for Public Management Research (CPMR) |
The Committee carries out and publishes research on public management issues. |
It meets about four times a year. |
|
Quality Customer Service (QCS) Working Group |
This group's role is to oversee the development of the Quality Customer Service initiative. |
It meets six times a year. |
|
QCS Officers Network |
This Network provides a forum for those directly involved in driving the QCS agenda in individual Departments to raise issues of concern and mutual interest and discuss ideas for improvements. |
It meets six times a year. |
|
QCS Research Sub Group |
The role of this Group is to develop and oversee research projects in support of the wider QCS agenda. |
The group has met nine times to date. |
|
QCS Equality/Diversity Subgroup |
This Subgroup addresses issues relating to equality (including legislative matters) and strategies for serving a diverse customer base. |
The group meets approximately four times a year. |
|
Communications Strategy Group |
The function of this Group is to develop strategies for communicating the modernisation programme within the civil service and to the general public. |
The group has met nine times to date. |
|
High Level Group on Regulation |
The role of this Group is to oversee the development and co-ordination of the Better Regulation agenda in Ireland. |
The Group has met 16 times to date. |
|
Regulation Policy Drafting Group |
The role of the Regulation Policy Drafting Group is to assist in the drafting of a Government White Paper on Regulation. |
The Group has met eight times to date. |
|
Financial Management Subgroup |
The Financial Management Subgroup, a subgroup of the Implementation Group of Secretaries General, provides a forum for discussion of the implications of Financial Management reforms, including Management Information Framework (MIF). |
The Group has met on six occasions to date |
|
MIF Consultative Committee |
MIF Consultative Committee This Committee oversees the roll-out of MIF across Departments and Offices. |
It is understood that the Group meets every two months. |
|
MIF Project Management Group |
This is a sub-committee of the MIF Consultative Committee whose purpose is the project management of the MIF roll-out in Departments |
Approx. every 6 weeks |
|
MIF Training Group |
This is a sub-committee of the MIF Project Management Group whose purpose is to determine the requirements for and design training interventions for MIF across Departments |
This Group meets quite frequently — approx. once per month depending on the work schedule. |
|
Mullarkey Implementation Group |
To oversee the implementation of the recommendations in the Mullarkey Report for improvements to systems and structures in Departments to support the Secretary General in discharging his responsibilities as Accounting Officer. |
Monthly |
|
Public Service Decentralisation Programme Liaison Offices Network |
To act as a channel of communication between the Decentralisation Implementation Committee and Government Departments in relation to the roll-out of the Public Service Decentralisation Programme |
As requested |
|
Steering Group on Business Planning and Resource |
The Group's role is to explore the potential for better links between business planning, resource allocation, financial management, accountability of resources at output/outcome level and managing performance at an individual level. |
It is understood that the Group generally meets on a quarterly basis. |
|
Personnel Officers Network |
Provides a forum for discussion on HR issues and implementation of same |
Every quarter |
|
Working Group Resource Allocation and Business Planning Pilot Project |
This Group is co-ordinating a Resource Allocation and Business Planning pilot project, the results of which will be considered in due course by the Steering Group on Resource Allocation and Business Planning. |
It is understood that the Group usually meets on monthly basis. |
|
Cross Departmental Civil Service Training and Development Committee |
The committee will have overall responsibility, now and in the future, for advising on the implementation of the Civil Service Training and Development Framework 2004-2008 and addressing common Civil Service training and development needs. It will also promote collaboration and sharing of resources in addressing common training and development needs. |
The Committee have not had their first meeting yet. |
Are there operational cross-departmental teams below ministerial level that deal with aspects of the peace process or the all-Ireland ministerial council, given, for example, the shared responsibility between his Department and the Department of Foreign Affairs? As all Departments have a responsibility in this, given the work of the ministerial council and the Implementation Bodies, at what level is this work co-ordinated, if at all, between them? How has this work been affected by the suspension of the institutions in the North? Are the structures being kept in place and is work continuing pending the resumption of those institutions?
How does the Taoiseach envisage the work of the cross-departmental committees and the working groups being affected by the proposals for decentralisation? Does he have concerns that the decentralisation of Departments will have an adverse effect on the effectiveness of the current arrangements between Departments in regard to the peace process and the all-Ireland ministerial council or other areas in which cross-departmental co-operation is important? Was that matter substantively evaluated prior to the announcement by the Minister for Finance of the Government's intent to decentralise?
The relevant point concerning my Department is that, in regard to the bodies involved in the British-Irish interdepartmental co-ordinating group, we have a high level interdepartmental committee on the North-South issues and a North-South interdepartmental co-ordinating group and, as the Deputy pointed out, there are three separate groups to deal with Northern Ireland issues together with the Department of Foreign Affairs.
I can confirm that all the arrangements put in place since the Good Friday Agreement to deal with aspects of North-South bodies and their operation are fully in place and working and it is our intention to keep them so. We have managed to keep them operating effectively with a work flow. It would better if the institutions were up and running but we have managed to keep the system in place and will continue to do so.
The other questions are more relevant to the Department of Finance. However, the Deputy's second question answers his third because all the meetings of the interdepartmental committees on the North-South bodies involve officials based in the secretariat in Northern Ireland. They are some of the most effective working committees there or elsewhere. Based on my long experience of six and a half to seven years, this system will also work well in other decentralised Departments and may well work better.
A Cheann Comhairle——
The Chair has been generous. My predecessors have ruled that, when a reply is to be printed in the Official Report and not given orally, Members should await that reply rather than pursue the matter by supplementary questions. In the Chair's opinion, it does not make sense to have supplementary questions when the reply to the main question is not known.
With the Chair's indulgence, may I simply revisit one detail of the question I asked the Taoiseach to which he did not respond?
I would prefer if we did not pursue the matter in this manner because, as my predecessors ruled, it does not make sense in the absence of having the details of the question.
It does not make sense for me to ask a question——
The Deputy can submit questions to the appropriate member of the Government.
I must disagree, but if that is what the Ceann Comhairle insists on——
It is in accordance with the rulings of my predecessors.
In respect of the interdepartmental committees on which the Department of the Taoiseach is represented and in light of the announcement on decentralisation——
Sorry, Deputy, but I have already ruled on this matter.
It is one point in respect of the committee on which the Department of the Taoiseach is represented. Only 33% of Departments have conferencing facilities. Officials in the Department of the Taoiseach must be in contact with other departmental teams dealing with issues of State and Departments. How does the Taoiseach propose that officials of his Department on interdepartmental teams will be able to conduct their business efficiently and professionally, given the inadequacy of the communication service?
The two main aspects of my Department's work are Northern Ireland and Europe. We engage at all times with our colleagues in Northern Ireland. My main people on the Northern Ireland aspect work there and have done so for many years and for successive Governments. It works very well. In regard to European affairs, we co-ordinate with our people in Brussels, who come home for some meetings. However, this is not a problem and communications on these issues are very good. I do not wish to disrespect any other groups but my best committees are those which are spread out. Therefore, the concern about whether the system will work under decentralisation is not an issue.
