Report of the Local Government Efficiency Review Group

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Figure 6.8 – Staffing Pyramid – Professional/ Technical, end-2009 (% of all staff) Director 0.8% Senior Engineer / Planner 3.8% Engineer / Planner 6.5% Technician 3.5% Craftworker / General Service Supervisor 6.6% General Operative 40.2% Source: Survey of County and City Councils, 2010 • Director – Co Manager / Director of Service / Head of Finance and equivalents • Senior Engineer / Planner – Senior Engineer & Planner / Senior Exec Engineer & Planner and equivalent (e.g. County Architect / Senior Quantity Surveyor / Senior Parks Superintendent etc) • Engineer / Planner – Exec Engineer & Planner / Assistant Engineer & Planner / Graduate Engineer & Planner and equivalent (e.g. Scientific Officer / Exec Architect / Quantity Surveyor / Executive Parks Superintendent etc) • Technician – Chief Technician / Senior Exec Technician / Exec Technician / Technician Grade 2 / Technician Grade 1 • Craftworker / GSS – Mechanic / Bricklayer / Electrician / Foreman / Carpenter / Plumber / Painter / Gardener / Caretaker etc • General Operative – Driver / Ganger / Assistant Foreman / Craftsmans Mate / Chargehand / Water Caretaker (lower grades) / School & Community Wardens / Refuse Collector / Storeman / Dog Warden / Cleaner etc 6.6.8 The Group considers that the spans of control at the middle levels of the staffing pyramid are not sufficiently stretching, and suggests that a shift over time from middle management levels to more junior management levels would be in keeping with a drive towards greater efficiency, while maintaining service standards. By reducing administrative staffing levels of senior and middle management by 15% each (some 222 Whole-Time Equivalents (WTE) for senior management, and 545 WTE for middle management) and replacing them with the same number of staff at more junior levels, the sector should save close to €7 million in senior management costs (based on a €30,000 cost reduction for lower level staff), and over €8 million in middle management costs (based on a €15,000 cost reduction for lower level staff). 6.6.9 Likewise, the spans of control for outdoor staff could be reviewed, while maintaining service standards. The levels of staff at senior engineer/ senior planner could be reduced by 15%, with an equal reduction at engineer/ planner or equivalent level. The reduction in staff in this area would be offset by an identical increase in staff at technician and/ or craftworker and general services supervisor level. Using the same rationale as for the administrative area, a 15% reduction in senior management would equate to some 184 WTE staff. A €30,000 salary cost reduction for their replacement by lower level staff would save well over €5 million. Likewise, the reduction by 15% in the levels of staff at middle levels would equate to a saving of up to 313 WTE staff. A €15,000 salary cost reduction achieved by their 68
eplacement with lower level staff would generate a saving of close to €5 million. 6.6.10 It is noted that the health and safety constraints under which local authorities operate limit the ability to stretch spans of control at general operative level. Nonetheless, the levels of supervision of general operative grades should be reviewed to identify the potential for further efficiencies. 6.6.11 These savings would mainly be achieved over time as more senior staff leave the system and sanctioning and organisation structures are adjusted to allow for their replacement at more junior levels. The Group acknowledges the commitment of local authorities to quality customer services, and is confident that the reorientation of service delivery arising from the recommendations in relation to staffing will underpin a continued commitment to quality service. 6.7 Local Authority Service Areas 6.7.1 While individual local authorities have a range of different structures, their operations can be broadly broken down in to 13 service areas as illustrated in Table 6.3. 69
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Report of the Local Government Effi
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5. Organisational Efficiency Issues
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14. Recommendations 14.1 Recommenda
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associated Government Statement, ne
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more focussed than previously on mu
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ating town councils is largely repr
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• The provision of quality custom
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1.7 Compliance Requirements on Loca
Page 17 and 18: 2.1 National Public Finances 2. Bud
Page 19 and 20: Figure 2.2 - Total Local Authority
Page 21 and 22: evenue were needed for the local go
Page 23 and 24: Figure 2.3 - Sources of Local Autho
Page 25 and 26: Figure 2.4 -Sources of Local Author
Page 27 and 28: Figure 2.5 - Local Authority Curren
Page 29 and 30: Payroll Expenses Table 2.4 - Breakd
Page 31 and 32: 2. Reintroducing domestic water cha
Page 33 and 34: Income €m € 1,600.0 € 1,400.0
Page 35 and 36: 3. Local Government Experience of E
Page 37 and 38: maintenance are provided by the cou
Page 39 and 40: well as reductions in the number of
Page 41 and 42: 4. Context - Looking Forward 4.1 Na
Page 43 and 44: 4.2.6 Aside from keeping costs down
Page 45 and 46: 5. Organisational Efficiency Issues
Page 47 and 48: statutorily vested in certain ratin
Page 49 and 50: 5.5.6 Roads are classified into nat
Page 51 and 52: the majority of town councils, a pl
Page 53 and 54: 5.7 Other Local Bodies 5.7.1 A smal
Page 55 and 56: • County council offices / area o
Page 57 and 58: Figure 6.1 - Local Authority Staff
Page 59 and 60: Figure 6.2 - Staffing per 1,000 Pop
Page 61 and 62: Figure 6.5 - Staffing Per 1,000 Pop
Page 63 and 64: Cluster Data Cluster Mayo Roscommon
Page 65 and 66: senior management staff - for examp
Page 67: ut this figure varies from 22% to 5
Page 71 and 72: Corporate Services, HR, IT, and Fin
Page 73 and 74: to provide services in the corporat
Page 75 and 76: Recommendations: 6.11.1 In summary,
Page 77 and 78: 7.1 Local Government Audit 7. Value
Page 79 and 80: through open recruitment. Opportuni
Page 81 and 82: the Director and relevant local gov
Page 83 and 84: 7.6.3 Local authorities should cons
Page 85 and 86: 8. Shared Services 8.1 Shared Servi
Page 87 and 88: 8.2.6 Many parts of the United Stat
Page 89 and 90: 8.4 Shared ‘Back Office’ Servic
Page 91 and 92: 8.4.12 For example, recruitment to
Page 93 and 94: approach which will be used to asse
Page 95 and 96: enefits in terms of pooling resourc
Page 97 and 98: while also improving the service fo
Page 99 and 100: Implementation Group suggested in s
Page 101 and 102: 9.2.4 The Local Government e-Procur
Page 103 and 104: forms are now captured online. This
Page 105 and 106: Table 9.1 - Non-Pay Items Procured
Page 107 and 108: 9.5.10 LAQuotes is used by the vast
Page 109 and 110: sectoral level, to promote exchange
Page 111 and 112: 10.1 Housing 10. Efficiencies in Pr
Page 113 and 114: 10.1.9 Two issues arise in this res
Page 115 and 116: that may arise in this respect as p
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10.2.6 To date, the emphasis of tol
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10.2.14 The Group also noted the la
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• Allocating grants to improve th
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10.3.11 It would also facilitate th
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consumption (see also section 9 in
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Financial Summary: Through a combin
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current levels of resourcing for pl
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educe the number of such transactio
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Financial Summary: Through a combin
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in the trend of rationalisation of
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Table 10.1 - Motor Taxation Classes
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detail in issuing licences. Motor t
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11.1 Treasury Management 11. Other
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for the overdraft, has the potentia
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• The online Roadworks Control sy
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management, etc. Use of professiona
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• Projects to streamline existing
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12. Local Government and the Wider
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significant administrative overhead
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City Enterprise Boards with county/
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suggests that financial incentives
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13. Cost Recovery and Revenue Issue
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13.1.11 The Group considers that th
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Minister for Education and Skills t
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legislation provides that arrears o
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Recommendations: 13.5.1 In summary,
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14.1 Recommendations 14. Recommenda
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25. Financial performance indicator
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Housing 48. Housing sections within
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Planning monitoring by other public
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Local Government and the Wider Publ
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that just because these recommendat
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Appendix 1 - List of Submissions Re
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Appendix 2 - Local Government Effic
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Gross Current Income by Source and
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County Councils Housing and Buildin
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Town Councils Housing and Building
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Non-Rating Town Councils (1) Paymen
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Regional Assembly Payments Receipts
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Local Authority Current Expenditure
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Town Council Population Size (Censu
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Appendix 5 - Local Government Net B
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Former Town Commissioners 2010 Net
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Appendix 7 - Performance Indicators
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Appendix 9 - Unaccounted for Water
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Appendix 11 - Membership of County
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Report of the Local Government Efficiency Review Group

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