Finian McGrath (Dublin Bay North, Independent) | Oireachtas source

We can leave Lord Ross out of it.

I thank Deputies Penrose and Martin Kenny for their words. I hope we have a bit of common sense when we deal with this particular issue. I am taking this matter for the Minister for Social Protection, Deputy Varadkar, who apologises that he cannot be here.

The CIB, which receives Exchequer funding from the Department of Social Protection, is responsible for supporting the provision of information, advice, including money and budgeting advice, and advocacy on a wide range of public and social services. The CIB delivers on its legislative remit through direct provision of information services and by supporting a network of delivery partners including the local Citizens Information Service, CIS, and MABS.

One of the strategic priorities for the CIB, as articulated in its strategic plan 2015 to 2018, is “to revise the structures of CIS and MABS to better serve the citizen by improving management structures and governance, managing of resources and the delivery of high quality services”. The existing network comprises 93 independent local companies, 42 CIS companies and 51 MABS companies, each with its own legal responsibility to provide services within their defined catchment area. These 93 companies have 93 individual boards, with an average of 9.2 people serving on each board. This results in a governance structure of more than 800 people for an organisation of approximately 2,800 people. Maintaining this company structure across each of these local boards consumes valuable administrative resources within the network that could otherwise be directed towards service delivery to citizens.

Small services have similar structures to larger services, with each service performing its own company administration, financial administration and reporting, including reporting to the CIB. Consolidation of board structures would reduce duplication, deliver administrative efficiencies and free up resources for more front-line activities. In turn, this would improve the service-user experience, allow for the development of specialist roles as required and achieve an improved consistency in service delivery across the network. A more streamlined service delivery partner model would also assist CIB in the fulfilment of its statutory obligations, help to promote awareness of the wide range of services and supports available to citizens on behalf of Government. In so doing, it would further raise the profile of both MABS and the CIS.

The CIB’s role in the development, operational management and oversight of the current network of individual companies requires significant administrative effort. Its many responsibilities include oversight of accounts and operations of all service delivery partner companies in keeping with good accounting practices and the implementation of recommendations from the Office of the Comptroller and Auditor General; compliance with the code of practice for the governance of State bodies; ensuring optimal access for citizens countrywide to the full range of CIS and MABS services; and the delivery of consistency of services in terms of quality and timeliness on a nationwide basis.

Since the circulation to all CIS and MABS services in September 2014 of a feasibility study commissioned by the board of the CIB on a proposed restructure of these services, there has been extensive and continued consultation with all stakeholders about what the future structural model would look like. To progress this work further, the board of the CIB recently established a restructuring sub-committee, which comprises several CIB board members, a number of staff of the CIB, and representatives of CIS and MABS services.

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