Charles Flanagan (Laois, Fine Gael) | Oireachtas source

I propose to take Questions Nos. 41 and 42 together.

Following the Toland review in 2014, the Department of Justice and Equality began a process of consultation and engagement to develop a delivery plan to implement the recommendations. I am informed that approximately 80% of those have since been implemented. As the Taoiseach outlined to the House last week, a change implementation group is to be appointed to assess the implementation of the Toland report and to provide continued external oversight of progress on this and any other measure that it deems appropriate. I expect the terms of reference and membership of this group to be finalised in the next week.

The Toland report recognised that one of the key strengths of the Department was the "willingness, flexibility and can-do attitude of many of its loyal staff" as well as the experience and depth of knowledge across a complex range of issues. Since my appointment as Minister, I have found the management and staff in the Department and across the justice and equality sectors to be capable, adaptable and fully committed to public service.

Change is a continuous process and, in keeping with best international practice, my Department contracted external management experts earlier this year to undertake a stock-take of progress to date and assist the Department's management board in prioritising further reform measures for the next three years.

The Deputies will be aware that the culture of the Department has been highlighted as a key area requiring reform. I understand that, following a wide-ranging consultation with staff and external stakeholders, a culture and values charter was published in 2016 with the objective of fostering a more outward facing, listening organisational culture. These values form the core of all induction and leadership training with a view to informing the way in which the Department engages with the public, staff and stakeholders. Work is ongoing to ensure that this continues to be embedded in the organisation. A positive outcome of the response to the Toland report is an increasing engagement with internal and external stakeholders, including the justice committee of these Houses.

I have outlined my concerns to the House about the sheer scale and breadth of the Department's responsibilities. The Toland report recognised this and called for a detailed analysis with a view towards dividing the Department. This analysis was conducted by external experts in 2016 and this year and concluded that such a restructuring should be progressed. I welcome and support this process.

I envisage that the stock-take process, which has been in train since my appointment in the summer, and the structures review will be helpful to the work of the change implementation group. I intend to support the management and all in the Department fully in completing this challenging change agenda.

As I said last week when responding to questions, I would be happy to keep the House fully informed of developments in this regard by way of progress reports or otherwise, for example, in plenary form if Deputies believe it appropriate to do so or if they feel it would be better addressed by me at the justice committee.

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