Joan Burton (Dublin West, Labour)
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Question 104: To ask the Minister for Finance his views on succession issues arising in particular among technical specialists from the former tax inspector grades. [27923/08]

Joan Burton (Dublin West, Labour)
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Question 105: To ask the Minister for Finance the number of principal officers and above being relocated to the Revenue Commissioners as a consequence of the Government decentralisation process; the number of and the Departments from which these staff are to be transferred; the qualifications and expertise in respect of taxation matters that the staff subject to these particular transfers are supposed to have; the implications for the efficient functioning of the Revenue Commissioners if generalist staff as opposed to specialist staff are appointed to senior positions within it; and if he will make a statement on the matter. [27924/08]

Brian Lenihan Jnr (Dublin West, Fianna Fail)
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I propose to take Questions Nos. 104 and 105 together.

From the outset the Government made it clear that participation in the decentralisation programme is voluntary. Across the public service, recruitment and promotion practices are being managed in a way that facilitates the achievement of the Decentralisation Programme in an efficient manner. Agreement has been reached with the unions representing general service staff that an assignment will not be made to a decentralising post until alternative arrangements have been identified for an existing post holder who does not wish to decentralise. The primary mechanism for placing civil servants who are in posts which are due to decentralise but wish to remain in Dublin is by way of bilateral transfer. As staff who have applied to decentralise continue to be transferred into decentralising organisations, the posts they vacate become available to those wishing to remain in Dublin.

Further arrangements have been initiated for general service grades where a bilateral transfer is not possible. The objective of the arrangements, known as "the Dublin Arrangements", is to provide to the Public Appointments Service details of staff who wish to remain in Dublin at each grade level so that a proportion of vacancies arising in Dublin based posts may be filled by such staff. The arrangements seek to balance the need to facilitate the effective achievement of the decentralisation programme with the business needs of Departments and the aspirations of staff to be placed in appropriate posts in Dublin. To achieve this, they allow for prioritisation at certain times of staff in organisations who have an immediate need to be placed in Dublin posts due to the timing of the relocation of their current Department or office. It is intended that the arrangements will continue over the full transition phase of the programme and my Department is monitoring them in co-operation with Departments and the relevant unions to ensure they are operating efficiently.

Under the terms of Towards 2016 and previous Social Partnership Agreements, 50% of all posts at principal level in all civil service organisations are filled on an interdepartmental or open competition basis to increase mobility and bring new perspectives and talents to each grade. I am advised by the Revenue Commissioners that they welcomed these agreements and saw considerable merit in arrangements which opened more posts in Revenue to staff from other Departments and the general public. To the extent that Principal posts fall to be filled in Dublin, this 50% liability is met from the agreed Dublin arrangements. I am advised by the Revenue Commissioners that they have no difficulty with the arrangements. Revenue advises that it is not in a position to estimate the eventual number of Principals and above that will come into Revenue under the Decentralisation Programme. To date a total of nine Principals have joined Revenue under this programme. Three have come through the Central Applications Facilities for locations outside of Dublin. The balance of six have come to Revenue through the Dublin arrangements agreed with the Civil Service Unions. Of the total, three have come from the Department of Environment, Heritage and Local Government, two from the Department of Education and Science, two from the Department of Communications, Energy and Natural Resources and two from the Department of Social and Family Affairs.

Revenue also advises that it fully appreciates the challenge it faces in relation to succession planning arising mainly from the particular age profile of its staff. It has developed a range of technical programmes aimed at addressing specific tax skills needs across all the grades in Revenue. It has an innovative partnership with the University of Limerick (UL) under which their modular tax technical training programme is accredited by the University to National Diploma level. This diploma programme is a detailed business oriented training programme developed and delivered by Revenue experts and aimed at ensuring that capability in tax technical issues is maintained and continues to grow. The programme delivers detailed training on tax specific issues, e.g. VAT, Income Tax, Corporation Tax, Employer issues, and includes modules on Accounting, Company Law and Revenue audit related issues. The academic accreditation of the in-house training, which addresses the skills needs of the organisation in respect of technical and audit issues, has the added benefit of enhancing the professionalism, status, effectiveness and reputation of the Revenue organisation.

The partnership with UL also encompasses a BA in Applied Taxation. The first such degrees were conferred earlier this year. This programme delivers advanced technical training to a small number of technical experts throughout the organisation on national and international taxation developments, accounting, economics, revenue law, and on specialised subjects such as financial services and property. There is no "one size fits all" prescription for succession planning. Throughout Revenue, skills transfer initiatives are being taken by local management and mobility and mentoring programmes are in place. The Board and Management Committee pay particular attention to succession in the context of placement decisions. I might add that many of the staff joining Revenue in recent years are very well qualified.