Bertie Ahern (Dublin Central, Fianna Fail)

On the first issue, the Public Service Management Act is in place. Obviously it is up to Minister's direct staff and wider staff to keep abreast of issues that are discussed, and normally that happens in an effective manner.

On the improvements that have taken place in the Department since the introduction of the modernisation programme, I have answered this question on a number of occasions. In general, over the past decade since the SMI was introduced, there has been staff flexibility and improved capacity to respond to changed circumstances and external pressures right across the Civil Service. Staffing numbers in my Department have been reduced over the past three years, but still — during the EU Presidency when we had to take on additional staff — by and large, they were able to deal with the increased workload. Certainly there is more productivity and accountability given the introduction of expenditure and business plan reviews. The new financial management computer system which has been introduced in my Department and other Departments is very good. It itemises and identifies certain aspects and makes people responsible for budgets right down to a micro level, which was not the case up to now. It is a good cost base within Departments.

There is a more focused response to customer needs, with specific targets outlined in the Department's customer charter, and regular evaluation of progress. My Department published a customer charter, which sets out a range of commitments across all aspects of the service provided by the Department. Intensive consultation took place with external customers. It has not just been a case of the Department saying it is doing a great job. People who deal with the Department have been asked in detailed questionnaires for their views, what can be improved and what can be dealt with more speedily. More than 400 external customers were surveyed as part of this process. The Department was considered by customers to be a high performer both in the public and the private sector. Performance in regard to the commitments in the customer charter will be reported in the annual report. It is not just an aspect which is mentioned but not followed through.

My Department also established a performance indicators group. It runs pilot schemes across divisions in the Department and prepares a report for the management advisory committee on issues that arise in the various sections. Performance indicators for each division will be outlined in the strategy statement this year and for the period up to the end of 2007. This does not refer to all the issues relating to technology. There is much greater mobility of people within sections. This takes place on a regular basis so that people can gain broad experience.

The one negative aspect that still exists is that there is not enough mobility between Departments, particularly in terms of my Department. If one spends all one's life in my Department or the Department of Finance, one will have a particular point of view. It would be better for the people involved and for everyone else if there was greater inter-change between Departments. However, this will not be easy to achieve.

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