John Bruton
Ceist:10 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]
Ceisteanna — Questions. - Strategic Management Initiative.
Ruairí Quinn
Ceist:11 Mr. Quinn asked the Taoiseach the specific responsibility his Department has for implementing the strategic management initiative; and if he will make a statement on the matter. [18445/98]
Derek McDowell
Ceist:12 Mr. McDowell asked the Taoiseach if he will provide a progress report on the implementation of the strategic management initiative; and if he will make a statement on the matter. [19519/98]
I propose to take Questions Nos. 10 to 12, inclusive, together.
The strategic management initiative, SMI, is a wide-ranging programme for the modernisation of the 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 overseen by a co-ordinating group, an implementation group for the Civil Service and various working groups to develop the proposals contained in Delivering Better Government. 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 information technology.
To date a number of significant initiatives have been taken, legislative and administrative. Crucial underpinning legislation, such as the Public Service Management Act, 1997, and the Freedom of Information Act, 1997, is now in place. As Deputies will be aware, the first strategy statements of Departments and offices under the Public Service Management Act were laid before the House by 1 May, 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 is 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 progress to date.
Steps have been taken to roll out the SMI to the wider public service. My Department is working closely with Departments which have bodies under their aegis as we begin to facilitate the 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 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 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 the SMI. My Department will continue to support them as it has since 1994.
What does performance management mean in the context of the discussions taking place with the Civil Service unions? Does it include merit pay?
It was stated in the last programme that Departments which modernised and agreed to reforms and changes would be able to receive an additional percentage. Those discussions are ongoing.
What proposals for performance management does the Taoiseach have in his Department?
Performance management in my Department and elsewhere consists of an effort to provide a transparent account of people doing more work in a more efficient way and taking responsibility for duties with which they are directly dealing as set out in An Action Programme for the Millennium. This means that officials take on more responsibilities and duties than they would have done in the past. It is my intention that this is how the initiative will work in my Department.
Has the report on performance related pay which was completed more than a year ago been implemented and if not, why has it not been implemented?
As far as I know that matter is part of the discussions with the public service unions.
I refer to the Hay report.
I am not dealing directly with the Hay report.
Is it not a fact that performance related pay is an integral part of the SMI and discussions have been on-going for some time with the public service unions. Does the information which is available to the Taoiseach indicate what progress has been made and what stage the negotiations have reached?
The discussions in the Civil Service are making satisfactory progress. In the wider public service the process is slower.
Has any progress been made on the reduction of the number of grades in the public service given that the multiplicity of layers in Departments tends to involve delegation upward, slowness in decision making and a tendency to have paper pass across many more desks than it needs to before decisions are taken?
Having dealt with public service and other issues I cannot disagree that there are too many grades. The Minister for Finance advises me that those issues are still under discussion and have not been resolved.
They have been under discussion for years.
About 30.