Written answers
Wednesday, 2 November 2005
Department of Defence
Decentralisation Programme
9:00 pm
Catherine Murphy (Kildare North, Independent)
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Question 625: To ask the Minister for Defence the issues which have arisen following the risk analysis conducted on his Department's decentralisation programme; the way in which it is intended to address these issues; the projected cost of resolving these issues; the overall cost of his Department's decentralisation programme; and if he will make a statement on the matter. [31980/05]
Willie O'Dea (Limerick East, Fianna Fail)
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The issues which have arisen following the risk analysis conducted in my Department and the way in which it is intended to address these issues is outlined in the following table. The projected costs of resolving these issues and the overall cost of my Department's decentralisation programme have not yet been determined.
| Risks | Mitigation Strategies | |
| 1 | The loss of corporate memory. | i. Process mapping; |
| 2 | Slow down of the defence modernisation process | i. Strong leadership and strategic direction; |
| 3 | Reduction in quality or temporary loss of service to customers. | i. Staff in place in advance of decentralisation; |
| 4 | Inadequate time for training. | i. Secure new staff as early as possible; |
| 5 | Loss of key staff to execute the tasks contained in this plan. | i. Match decentralising staff to essential roles within this process. |
| 6 | Corporate isolation. | i. Reinforcement of links with the centre and other Government Departments; |
| 7 | Possible loss of high performance culture. | i. Strong leadership and strategic direction; |
| 8 | Staff demotivation. | i. Strong leadership and strategic direction; |
| 10 | Reliance on the CAF system | i. Provision of timely and accurate information to the implementation group, management and staff; |
| 11 | Distract the Department from core business functions and objectives | i. Strong leadership and strategic direction; |
| 12 | Impact of decentralisation in other Departments on the work of the Department | i. Strong leadership and strategic direction; |
| 13 | Loss of IT expertise | i. Training; |
| 15 | Inadequate preparation | i. Early planning; |
| 16 | Loss of MIF implementation expertise | i. Outsourcing of required skills |
| 17 | Loss of social capital, bonding and bridging links within an organisation | i. Secure new staff as early as possible; |
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