Brian Cowen (Laois-Offaly, Fianna Fail)

I propose to take Questions Nos. 3 to 5, inclusive, together.

The organisational review programme, ORP, was established to review the capacities of Government organisations in three key areas, namely, strategy, managing delivery and evaluation. The aim is to ensure Government Departments and major offices are fit for purpose in terms of the challenges they face.

The first report of the organisational review programme was published at the end of 2008 and covered three Departments, namely, Transport, Agriculture, Fisheries and Food and Enterprise, Trade and Employment, which is now the Department of Enterprise, Trade and Innovation.

The second report of the organisational review programme was published on 4 October and copies were circulated to all Deputies and Senators. The report contains the findings of reviews of four Government organisations, namely, the Department of Health and Children, Office of the Revenue Commissioners, Central Statistics Office and Property Registration Authority. It includes follow up action plans prepared by the management of each of these organisations. Detailed findings on each of the four organisations covering ten different organisational practices and behaviours were included in the report, along with a special commentary by the late Professor John Murray, head of the school of business, Trinity College. There also is a chapter on ICT best practice guidelines drawing from research of the seven organisations reviewed in the first and second phases of the programme.

While it would not be practical to go through each of the findings here, the second report highlights significant progress in several areas including, for example, a strong commitment to quality customer service being firmly embedded in many of the organisations reviewed, as well as a number of excellent examples of the effective use of ICT, involving innovative approaches and strong project management. The report also highlights areas in which there are significant capacity challenges that will require transformational change and development. For example, organisations still struggle to put in place effective performance measurement systems, especially to measure outcomes. Moreover, people management must be significantly improved, particularly in respect of the flexible allocation and redeployment of staff and the introduction of innovative work practices. In addition, Departments and offices must make more effective use of resources, both people and technology, to enhance productivity levels. As for follow-up to the findings, a clear responsibility lies in the first instance with the head and senior management of each organisation reviewed to ensure full implementation of its action plans.

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