Dáil Éireann Debate, Thursday - 8 February 2024
174. Deputy Bernard J. Durkan asked the Minister for Public Expenditure, National Development Plan Delivery and Reform the degree to which reforms throughout the public sector remain in place to ensure accountability, collective responsibility and good value for money; and if he will make a statement on the matter. [5981/24]
View answer176. Deputy Bernard J. Durkan asked the Minister for Public Expenditure, National Development Plan Delivery and Reform the extent to which he continues to rely on reform as a means of meeting public expenditure challenges ahead; and if he will make a statement on the matter. [5983/24]
View answer177. Deputy Bernard J. Durkan asked the Minister for Public Expenditure, National Development Plan Delivery and Reform the extent if any to which public expenditure and reform strategies need to be revised to meet any challenges in the short to medium term; and if he will make a statement on the matter. [5984/24]
View answer179. Deputy Bernard J. Durkan asked the Minister for Public Expenditure, National Development Plan Delivery and Reform the extent, if any, to which various Government Departments can be rewarded for adherence to public expenditure and reform guidelines while maintaining maximum level of service; and if he will make a statement on the matter. [5986/24]
View answerI propose to take Questions Nos. 174, 176, 177 and 179 together.
I set out the comprehensive approach Government is taking to public expenditure policy in the Medium Term Expenditure Strategy (MTES) and the budgetary and expenditure reforms in my reply to the Deputy in PQ reference number 5989/24. In addition, my Department is leading on an ambitious programme of change to deliver better public services.
I launched the Public Service Transformation Strategy, Better Public Services, in May 2023. The strategy is aimed at delivering tangible outcomes for the public and building trust in public institutions in particular by placing users at the centre of service design and delivery. It also aims to support the Public Service to become more innovative and agile with an enhanced ability to work together to improve the lives of the people of Ireland. Key priorities for delivery under the pillars of the strategy include:
• Embedding service design in the public service, through the implementation of the ‘Action Plan for Designing Better Public Services’ which is a roadmap for embedding a design mind-set in the development and delivery services;
• Developing of a Digital Life Events Service and Government Digital Wallet, which will use a design-led approach to develop an online service providing citizens with better access to key ‘life events’ services in an equitable, inclusive and sustainable manner;
• Promoting and advancing the use of new and emerging technologies, such as Robotic Process Automation and Artificial Intelligence, to transform and deliver new and better services, reduce costs, creative efficiencies, and provide enhanced value to the public and
• Establishing the public service as an employer of choice by attracting, retaining, and upskilling and developing its staff, commencing with the development of a Public Service apprenticeship model in accordance with the commitments in the Action Plan for Apprenticeship 2021-2025.
Better Public Services is aligned with the ten-year strategy for the Civil Service, Civil Service Renewal 2030 which is built on three core themes – Digital First and Embedding Innovation; Workforce, Workplace and Organisation of the Future, and Evidence-Informed Policy and Services. It is also aligned Connecting Government 2030: A Digital and ICT Strategy for Ireland’s Public Service thereby providing a coherence of reform across the civil and wider public service.
The Public Service Leadership Board (PSLB) provides collective and collaborative leadership for public service reform and development. The board includes Secretary General/CEO level participation drawn from the Civil Service Management Board (CSMB) and representation from a broad range of public service organisations.
There is a strict control and accountability framework in place for the use of public monies. The objective of the framework is to ensure that all public monies are expended for the purpose of and in accordance with the laws under which they were approved. The fundamental principle is that there should be transparency and accountability in the management of public money, in line with economy, efficiency and effectiveness. As part of the broader approach to ensuring value for money, the introduction of shared services and centralised procurement in earlier phases of reform have been further integrated in public service operations and expanded into new areas. These expansions will continue and we are exploring new areas to further embed reforms that will enhance the cost-effectiveness of public services; for example, through leading or enabling digitalisation of key public services, automation, innovation, new ways of working and service design.
