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Report of the Local Government Efficiency Review Group

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• The provision <strong>of</strong> quality customer service to <strong>the</strong> public.<br />

1.5.3 The renewed Programme for <strong>Government</strong> committed to <strong>the</strong> provision<br />

<strong>of</strong> democratic leadership for regional authorities and to <strong>the</strong><br />

streng<strong>the</strong>ning <strong>of</strong> <strong>the</strong>ir strategic role across a range <strong>of</strong> functions.<br />

1.5.4 The White Paper will respond to <strong>the</strong> issues referred to above as well<br />

as to o<strong>the</strong>r issues which arose as part <strong>of</strong> <strong>the</strong> public consultation<br />

process and <strong>the</strong> deliberations <strong>of</strong> <strong>the</strong> Cabinet Committee.<br />

1.5.5 The approach to implementing recommendations <strong>of</strong> <strong>the</strong> <strong>Local</strong><br />

<strong>Government</strong> <strong>Efficiency</strong> <strong>Review</strong> <strong>Group</strong>, ins<strong>of</strong>ar as <strong>the</strong>y relate to issues<br />

around <strong>the</strong> delivery <strong>of</strong> shared services across county boundaries, or<br />

<strong>the</strong> realignment <strong>of</strong> functions at county and town level, will depend<br />

significantly on <strong>the</strong> final decisions <strong>of</strong> <strong>Government</strong> in relation to <strong>the</strong>se<br />

structures.<br />

1.5.6 The <strong>Group</strong> considers, however, that <strong>the</strong>re can be a coherence<br />

between its recommendations and <strong>the</strong> decisions to be implemented<br />

arising from <strong>the</strong> White Paper, including any possible<br />

recommendations that may be made with regard to structures, which<br />

could <strong>of</strong>fer new opportunities to introduce new and more efficient<br />

ways <strong>of</strong> doing business, and in providing services and democratic<br />

representation to <strong>the</strong> public, which may not so easily arise when<br />

operating with outdated structures which no longer correspond to<br />

current needs.<br />

1.6 OECD <strong>Review</strong> and Transforming Public Services<br />

1.6.1 The OECD <strong>Review</strong> <strong>of</strong> <strong>the</strong> Public Service, and <strong>the</strong> subsequent report<br />

<strong>of</strong> <strong>the</strong> Task Force on <strong>the</strong> Public Service ‘Transforming Public<br />

Services’, both published in 2008, made a number <strong>of</strong> observations<br />

about <strong>the</strong> local government system and how it interacts with o<strong>the</strong>r<br />

parts <strong>of</strong> <strong>the</strong> public sector.<br />

1.6.2 The OECD noted how subnational expenditure has grown rapidly in<br />

Ireland, with <strong>the</strong> major growth areas in recent years including<br />

environmental protection, road transportation, and water services.<br />

This was attributed to <strong>the</strong> growth in population and major investment<br />

plans in <strong>the</strong>se areas, and <strong>the</strong> OECD commented on <strong>the</strong> need for<br />

buoyant revenue sources for local government. The OECD also<br />

noted that many services provided by local authorities continue to be<br />

provided for free or at low cost, such as water supplied to domestic<br />

consumers.<br />

1.6.3 A key <strong>the</strong>me running through <strong>the</strong> OECD <strong>Review</strong> was <strong>the</strong> need for a<br />

greater emphasis on performance, standardised information about<br />

<strong>the</strong> impact <strong>of</strong> public services, and a focus on whe<strong>the</strong>r programmes or<br />

services are achieving <strong>the</strong>ir goals or producing results. Performance<br />

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