Report of the Local Government Efficiency Review Group

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likely to apply in cases where the level of investment requires a wholeof-sector approach, or the initiative cannot proceed without the participation of a considerable number of public bodies and local authorities. As noted above, the Local Government Act 2001 allows the Minister to direct local authorities or a public body to enter into an agreement with another local authority to provide a specific function on its behalf. 8.8.2 Each of these strategies are relevant to different service areas. Where necessary, however, the powers of the Minister should be used to direct local authorities to participate in shared service initiatives. Recommendations: 8.9.1 Thus the Group recommends that: • A uniform human resource and payroll system be implemented for local authorities; • All local government recruitment and promotion for clerical, administrative, and professional staff be conducted through the Public Appointments Service; • The business case for a shared service approach between local authorities be evaluated in the fields of fire services, homelessness, building inspection, internal audit, motor tax, and e-Government initiatives, either on a regional basis or on a lead authority model, having regard to timescale, service improvements and anticipated cost savings, as well as the proposed joint administrative areas; • Single, national ICT applications with common business rules for all local authorities be pursued wherever possible, as opposed to multiple and duplicating local ICT applications; • ICT infrastructure services across the sector be consolidated and delivered as a shared service by the LGMA or ‘lead authorities’ ; • The ICT systems used by local authorities and those bodies to which they report be made compatible; • The Regional Design Office model be extended to other local authority service areas, for example to the procurement, land acquisition, project management through planning and construction, and asset management of water and waste infrastructure and public lighting; • Local authorities in specific regions be obliged to negotiate a framework agreement for the region every 5 years, which would include assessments of shared service opportunities, and to encourage attention to regional policy issues that transcend local boundaries. 8.9.2 The total value of the immediate savings and extra charges identified from shared human resource and payroll systems is €3 million in a full year. Future savings in this area are more likely to be realised in the medium rather than the short term. The opportunity can exist for shared services to deliver non-financial as well as sizeable financial benefits, for example by improving the quality of the service provided to the public. The 98
Implementation Group suggested in section 14.3 should monitor and review progress in other potential areas for shared services. 99
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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
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2.1 National Public Finances 2. Bud
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Figure 2.2 - Total Local Authority
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evenue were needed for the local go
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Figure 2.3 - Sources of Local Autho
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Figure 2.4 -Sources of Local Author
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Figure 2.5 - Local Authority Curren
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Payroll Expenses Table 2.4 - Breakd
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2. Reintroducing domestic water cha
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Income €m € 1,600.0 € 1,400.0
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3. Local Government Experience of E
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maintenance are provided by the cou
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well as reductions in the number of
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4. Context - Looking Forward 4.1 Na
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4.2.6 Aside from keeping costs down
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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 and 68: ut this figure varies from 22% to 5
Page 69 and 70: eplacement with lower level staff w
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: while also improving the service fo
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
Page 117 and 118: the new Housing and Sustainable Com
Page 119 and 120: 10.2.6 To date, the emphasis of tol
Page 121 and 122: 10.2.14 The Group also noted the la
Page 123 and 124: • Allocating grants to improve th
Page 125 and 126: 10.3.11 It would also facilitate th
Page 127 and 128: consumption (see also section 9 in
Page 129 and 130: Financial Summary: Through a combin
Page 131 and 132: current levels of resourcing for pl
Page 133 and 134: educe the number of such transactio
Page 135 and 136: Financial Summary: Through a combin
Page 137 and 138: in the trend of rationalisation of
Page 139 and 140: Table 10.1 - Motor Taxation Classes
Page 141 and 142: detail in issuing licences. Motor t
Page 143 and 144: 11.1 Treasury Management 11. Other
Page 145 and 146: for the overdraft, has the potentia
Page 147 and 148: • 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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