Report of the Local Government Efficiency Review Group

8.4.12 For example, recruitment to senior positions in local government are
conducted through the Public Appointments Service (PAS), while
recruitment and promotion at lower grades is managed locally. The Group
considers that having recruitment for all clerical, administrative, and
professional staff conducted through a central specialised body such as the
PAS would allow local government HR staff concentrate on core functions,
as well as realising efficiencies from economies of scale in recruitment
processes. Such a move could represent an overall annual saving of some
10% on recruitment costs.
8.4.13 The amalgamation of a number of housing bodies including the National
Building Agency, Affordable Homes Partnership, the Centre for Housing
Research, and the Homeless Agency into a single agency, the Housing and
Sustainable Communities Agency, should produce efficiencies in supporting
the work of local authorities in the provision of housing services.
8.4.14 The Group also believes that consideration could be given to extending the
shared services model in a range of other areas beyond ‘back office’
corporate functions.
8.5 Regional or ‘Lead Authority’ Approach to Service Provision
8.5.1 Local authorities carry out many of the same functions and activities under
the same legislation. Staff require similar skills, training and expertise in
particular areas, for example, to comply with the requirements of new
legislation. While local circumstances and priorities may sometimes differ,
there are nevertheless opportunities for greater cooperation between local
authorities in service provision.
8.5.2 Again as noted above, local authorities are far from starting with a blank
page in terms of shared service provision. The lead authority approach, in
particular, has been used in several service areas, such as for water quality
monitoring and protection for each River Basin District, for waste
management planning, and for major road construction projects. That said,
it is not always clear to the Group why only some authorities have engaged
in a shared service approach.
8.5.3 The Group has the impression that shared service delivery (in areas like
motor tax and fire services) has evolved in certain parts of the country, but
not others, for reasons of tradition and local convention, rather than a
fundamental examination of the business case for shared provision. It is not
clear to the Group why Waterford City and County, or Limerick City and
County operate separate fire services, whilst Galway County Council can
operate a shared service for both Galway City and County. Shared services
also appear to be most commonly used in terms of the introduction of new
services such as the NPPR charge, but less frequent when it comes to
examining existing more embedded approaches towards service delivery.
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