Sustaining Progress - Department of Taoiseach

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Performance/Accountability 20.7 It is essential that modern and appropriate performance and accountability systems are in place, at individual, team and organisational levels to ensure that the full potential contribution of all those who work in the public service can be realised and to ensure that resources are used effectively in line with defined national priorities. Robust performance and financial management systems are essential in this regard. Where these are not already in place, the parties agree that appropriate performance management systems will be introduced so that developed performance management systems will be fully operating in each sector of the public service by 1st January, 2005 Recruitment 20.8 The provision of high quality, value-for-money services requires all public service organisations, wherever they are located, to have access to people with necessary skills and expertise, and to have them available in a timely and efficient manner. This requires greater flexibility to recruit and promote staff in accordance with the needs and circumstances of each individual organisation. In particular, open recruitment beyond existing levels must take place to enable the public service to widen the pool of skills and experience from which it can draw. Legislation to reform recruitment and appointment processes in the public service will also be introduced. Partnership 20.9 The partnership approach has been a useful mechanism to help secure delivery of change and modernisation in organisations where it has become well-established. The parties are committed to building upon the structures that have been established, and to further embedding and refining the process across the public service, in order to deliver real improvements in performance at organisational level, involve staff in the change and modernisation process and improve the working environment Efficient Use of Resources 20.10 The NESC (Strategy Report, 2002) has emphasised the importance of achieving better value for public expenditure through better planning, more accountability, basing decisions on priorities and developing an evaluation culture. It has also concluded that achievement of this objective requires accelerated progress on public service modernisation. 20.11 Over the course of this Agreement there will be a renewed effort to ensure that maximum value is achieved from all public expenditure in terms of defined outputs and outcomes. In particular, this will include improved financial and management information systems; better expenditure evaluation systems; stronger links between evaluation and resource allocation at all levels; identifying and developing delivery mechanisms for services and infrastructure on the basis of value-for-money, and strengthening mechanisms for ensuring accountability for performance outcomes to the Government and the Oireachtas. The parties to this Agreement will co-operate fully with the modernisation and change required to ensure that these objectives are achieved. Part 2 Pay and the Workplace 105
Part 2 Sustaining Progress 106 Customer Service 20.12 The parties to this Agreement are committed to improving the level of customer service and accept that all public services should be designed and delivered based on the needs of the individual citizen, business, or community. Organisations across the public service face the challenge of demonstrating their ability to deliver high quality performance outcomes. This requires individual organisations to set and achieve goals, to develop measures for assessing their success and to provide detailed information on their own performance. It also requires a greater devolution of responsibility to enable innovation and collaboration at local level, balanced by effective reporting mechanisms. 20.13 Building on the progress achieved by the Quality Customer Service initiative and other sectoral initiatives, all public service organisations over the course of this Agreement will be required to commit publicly to service standards for their customers. Performance will be evaluated against these standards and the results published in annual reports or another appropriate format. Improvements in customer service will be a particular focus of the partnership structures going forward. Better Regulation 20.14 Better Regulation involves an ongoing commitment to improving the processes by which we make laws and regulation, consult on their design, assess their impacts and enforce them. 20.15 Better Regulation can contribute to improving the efficiency and effectiveness of the public service as well as improving the performance of the economy and consumer welfare. Whenever regulation is justified, it should therefore be prepared in a fully transparent way which maximises public participation in its formulation; it should also be clear and should achieve its objectives. Furthermore, it should be properly enforced, should have no unintended effects, should be regularly reviewed and should not reduce the competitiveness of the economy. National Policy Statement 20.16 The Government is committed to publishing a National Policy Statement on Better Regulation in 2003. This White Paper will identify a set of core principles which will inform future decision-making in relation to regulatory institutions and structures and the need for, and content of, specific regulations. Regulatory Impact Analysis 20.17 A model of Regulatory Impact Analysis (RIA) will be introduced on a pilot basis in a number of Government Departments during 2003. RIA is a tool which will help meet the growing demand for evidence-based policy making and greater transparency and accountability. A key element of RIA will be the impact on competitiveness. Its introduction will also strengthen policy-making and analytical competencies across the public service. In the light of the experience of the pilot phase, a model of RIA which is appropriate to the Irish context will be introduced.
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Sustaining Progress - Department of Taoiseach

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