First, I wish all Deputies opposite the best of luck with their portfolios. As mentioned already, agriculture has a bright future.
Under the Agriculture (Research, Training and Advice) Act 1988, Teagasc has statutory responsibility for the provision of education, advisory and research services to the agriculture sector. It is a matter for Teagasc and its board to prioritise activities in the delivery of these services and to allocate its resources in accordance with these priorities. Ministerial responsibility is confined to matters of policy in accordance with the Act and the Minister does not interfere in the day-to-day operations of Teagasc.
Teagasc continually develops its programmes, services and activities in conjunction with its clients and partners overseen by an authority that is representative of the main stakeholder groups in the agrifood sector. In 2008, the organisation completed a wide-ranging foresight analysis, Teagasc 2030, focusing on the challenges facing the agrifood sector and how Teagasc needed to adapt to meet these challenges. The report identified, in consultation with stakeholders, a clear vision for the long-term future of the agrifood sector and for Teagasc's supporting role.
The Teagasc foresight exercise established an overall strategic direction for the organisation and formed the basis for the launch of a major change programme in Teagasc. This commitment to change was given additional impetus arising from budgetary adjustments and the prospect of further resource adjustments. Against this background, the Teagasc authority approved phase one of the change programme in March 2009 to reorganise and refocus the organisation to meet the significant challenges that lie ahead.
The programme provides for rationalisation measures across the organisation including the advisory office network, disposal of surplus land resources, staff reductions and prioritisation of programme activities. The agreed actions were seen as the first step in an ongoing process of change and adjustment in the organisation. The programme was updated in May 2010 to incorporate additional rationalisation measures to end-2012.
Teagasc has made significant reductions in its cost base in recent years. In terms of budgetary savings, Exchequer grant-in-aid decreased by almost €14 million in the period 2008 to 2010. Staff numbers fell by 300 to 1,300 since the moratorium commenced in March 2009. Teagasc management will use an internal programme and staffing plan to guide its decisions on the deployment of staff resources under the change programme.
Additional information not given on the floor of the House.
I understand that as part of its change plans, the Teagasc authority decided to concentrate the delivery of advisory services at fewer locations around the country, reduced from 91 to 51 by mid-2012. The offices to close are located throughout the country in each Teagasc advisory unit. The decision to close these offices is entirely a matter for Teagasc and its board. The change programme also envisages a 30% — 50 ha owned and 425 ha leased — reduction in overall land holdings devoted to agriculture research. Teagasc has completed the sale of a research farm in County Clare and plans to exit a number of leases as they expire in 2011 and 2012.
The total Exchequer aid provided to Teagasc for 2011 exceeds €132 million to fund the delivery of advisory, research and education services. Teagasc earns other own income from other non-Exchequer sources including advisory charges, research grants etc. Prioritisation of this funding for particular services-programmes is entirely a matter for the Teagasc authority.
The Teagasc change programme is in line with Government plans for public service modernisation as set out in the Public Service Agreement 2010-2014 and in the programme for Government. The proposed activities are fully consistent with the creation of a smaller, more integrated public service that is operating within a reduced cost base and with fewer staff to deliver essential public services.
