Bertie Ahern (Dublin Central, Fianna Fail)

I propose to take Questions Nos. 5 and 6 together.

The strategic management initiative was launched more than ten years ago with the objective of improving the quality and efficiency of service to the Government and the public. While it has evolved over time, the main focus has been on the areas of strategic management, customer service, financial management, human resource management, regulatory reform and information systems management. In the case of the Civil Service, a detailed modernisation programme has been pursued under each of these headings, while broadly similar reforms have been applied across the wider public service. Implementation has been supported by specific commitments and verification processes in national pay agreements. The implementation group of secretaries general, chaired by the Secretary General of my Department, oversees the modernisation programme.

In 2002, an independent evaluation of the strategic management initiative in the Civil Service by PA Consulting concluded that the Civil Service is a more effective organisation than it was a decade ago and that much of this change can be attributed to the strategic management initiative. However, it also concluded that implementation of the modernisation programme was not complete, particularly in the areas of human resource and financial management. Since this evaluation, significant further progress has been achieved. It is not possible to cover all aspects in this reply, but I would like to mention in particular progress with new legislation for recruitment and discipline of civil servants, new recruitment and promotion arrangements under Sustaining Progress, roll-out of the management information framework, introduction of multi-annual capital budgets, publication of customer charters, increasing provision of public services over the Internet and publication of the White Paper on Better Regulation.

Under Sustaining Progress, performance verification groups have been established for the main areas of the public service. These have independent chairs and include customer and business representatives. They are required to satisfy themselves on progress in regard to modernisation and change prior to approving payments under the agreement, which include 75% of the benchmarking awards. The progress reports submitted to these groups are publicly available and demonstrate considerable achievements right across the public service.

The reports submitted to the performance verification group in respect of my Department demonstrate significant progress in a range of areas, including internal audit and expenditure reviews, development of the e-Cabinet system, publication of the customer charter and implementation of the management information framework and human resource management system. These are just a few examples of greater flexibility, productivity and customer focus within the Department which helped to ensure that the PVG approved the payment of increases due under Sustaining Progress on each occasion.

A considerable amount has been achieved in modernising the way the civil and public service operates. Equally, it is clear that there is scope for further improvement and the Government will continue to press ahead with reform programmes in the public service and other sectors.

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