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Improving Performance and Accountability
Measures in the Irish Civil Service
Thursday, 27 November, 2015
OECD Meeting of the Senior Budget Official Performance and Results
Network
Dr Orlaigh Quinn
Programme Director, Reform and Delivery Office
Department of Public Expenditure and Reform, Ireland
1
Public Service Reform Context
Civil Service Renewal
Strategic Planning Framework
Performance management and accountability in
the Senior Civil Service
Other Relevant Measures
Reflections and Lessons learned
Presentation Overview
2
Background Context
3
Rationale for reform to-date
Rationale for Reform
Consolidating Expenditure
Rebuilding public trust
Delivering Industrial peace
Increased demand for services
Meeting Public Expectations
Reduced Staff numbers
4
Ongoing Fiscal Constraints
High level of Debt
Fiscal Challenge
Demographic Pressures
Expenditure Pressures across Government Departments
Revenue buoyancy cannot be used to increase expenditure
Population up 502,000 since 2005
(Increase of approx. 12%)
Life expectancy up by 3 years (male) and
2.5 years (female) since 2003
Highest birth rate in the EU
Highest percentage of Under 15s in EU
Increased number of Over 65s
10% more primary school pupils since
2008
23% more beneficiaries of weekly social
protection payments since 2008
31% more medical cards than in 2008
5
Public Service Reform in Ireland – Broad
Approach
First Public Service Reform Plan 2011-2013
• Focus on reducing costs, eliminating
duplication and increased efficiency
Second Public Service Reform Plan 2014-2016
• Focus on improved service delivery and
better outcomes for citizens, alongside
ongoing efficiency measures
Civil Service Renewal Plan published in October
2014
6
Public Service Reform in Ireland – Key
objective to deliver improved outcomes
Outcomes for Citizens
More streamlined and integrated
services
Commissioning models for better
service delivery
Improved access to information
Outcomes for Businesses
Greater use of digital channels
Reduced administrative burden
Making Ireland a good place in which
to do business
Outcomes for Public Servants
Greater use of technology
Develop capacity, capability and
leadership
Increased mobility and development
7
Overall Public Service Reform Framework
Better Outcomes
A Focus on Service Users A Focus on Efficiency A Focus on Openness
and Accountability A Focus on Leadership, Renewal and Delivery
Local Government Justice Sector Civil Service Education Sector Health Sector
8
Civil Service Renewal Plan
Vision: To provide a world-class service to the State and to the people of Ireland
Three Year Action Plan
4 Pillars Unified
Professional
Responsive
Open and Accountable
First Progress Report July
9
Current Strategic Planning Framework
Strategy Statements setting out multi-year strategic goals/objectives taking
into account Government priorities
Proactive management within Departments on the basis of Departmental
Business Plans and Performance Management
Monitoring and publication of results through the Performance
Management and Development System (PMDS) and Annual Reports of
Departments
11
Budget Planning
Strategic Reforms to Budgetary Architecture:
Implementation of medium-term budgetary framework
Comprehensive Reviews of Expenditure
Public Spending Code – provides that appraisals and detailed assessments
should be carried out before Exchequer funds are committed
3 year Value for Money review programme for each Department
Role of Oireachtas Committees in overseeing expenditure of State resources
IGEES – Irish Government Economic and Evaluation Service – enhancing
capability to ensure focus remains on value for money
12
Action 4: Strengthen strategic planning and
business planning processes
Aligning the Statement of Strategy planning cycle with the Programme for
Government
CSMB to review and challenge each Statement of Strategy prior to
finalisation
Single Statement of Strategy for the Civil Service
Annual meetings between Secretaries General and Oireachtas Committees
Strategic horizon scans to identify long-term risks, challenges and
opportunities
13
Design and implement a
robust performance review
process for Secretaries
General and Assistant
Secretaries
14
Past experiences of managing performance
Culture more important than process
Difficulty of measuring an individual’s contribution to outcomes
Performance rating scales not necessarily useful
15
New performance management system for senior leaders
Simple and flexible process
Four categories of objectives
Policy
Management
Leadership within Department
Collaboration / Leadership across the Civil Service
Removal of 5 point rating system
16
Aligning organisational objectives with individual objectives
Ensuring leaders make the right links
Work with Minister to prioritise objectives
Identify areas where the leader will be personally
involved
Objectives should cascade through the grade hierarchy
Employees understand how their work links to org
objectives
Openness and transparency
17
Accountability within performance management process
Formal accountability
Secretary General level – Minister and
Accountability Board
Assistant Secretary level – Secretary General
Informal accountability
Peer accountability through 360 feedback process
18
Other Relevant Openness and Transparency Measures
Open Government Partnership
Regulation of Lobbying
FOI legislation
Whistleblowers legislation
Ethics framework
New procedures for appointments to State Boards
Common Governance Standard
Performance Budgeting Initiative
19
In conclusion, some personal
reflections on lessons learned ……. so
far
Work hard on delivery; not just policy and
plans
Effective committed leadership - political
and senior management Strong governance, programme and project
management
Focus on communication
Need to build capacity
Good data and business cases
Integrate cross-cutting and organisational
reform
………. and persistence and resilience!
20
