The risks identified and strategies to mitigate their impact are set out in my Department's decentralisation implementation plan. These risks cover the major areas of business and service continuity, particularly significant staff turnover, financial management and control, customer service and the logistics of relocation. Plans for managing and mitigating the impacts of the process on the Department's business and staff encompass a comprehensive knowledge management initiative, human resource strategies and training and development plans, ICT strategies aimed at enhancing the quality and benefits of automated systems and maintenance of mission critical business areas and service levels.
On the costs of implementing strategies to address the issues, the knowledge management initiative, ICT strategy and training and development strategies pre-date the decentralisation programme. These initiatives have been synchronised with the decentralisation programme as major planks of our risk mitigation plans and have not to date resulted in material additional expenditure over and above that already planned for these initiatives. The Department has carried out a preliminary assessment of the possible costs associated with decentralisation in terms of both once off costs over the period of relocation and ongoing annual costs post relocation. Further comprehensive analysis is under way to underpin fully quantified estimates of these costs.
The major capital costs related to the decentralisation of my Department to Cavan, Clonakilty and Drogheda relate to the acquisition of sites and building of facilities. These costs are being borne centrally and my Department is liaising closely with the Office of Public Works to ensure quality facilities are delivered commensurate with the value for money imperative.