Catherine Murphy (Kildare North, Independent)
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To ask the Minister for Public Expenditure and Reform if he will identify in detail the areas of the public service where redundant processes can be eliminated through the expanded use of IT equipment, through the amalgamation and consolidation of shared services; if he can identify where this has taken place; his plans to address deficiencies in service provision on a geographical basis through this method; and if he will make a statement on the matter. [43242/12]

Brendan Howlin (Wexford, Labour)
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In November 2011, the Government published its comprehensive Public Service Reform Plan, which outlined key commitments for change across the Public Service.

The actions set out in the Reform Plan are accompanied by specified timescales for completion and Departments and major Offices have also devised their own high level Integrated Reform Delivery Plans dealing with all aspects of service provision. My Department takes the lead on key cross-cutting initiatives and each sector is responsible for the delivery of their sectoral plans.

Strong governance arrangements and processes to oversee implementation have been put in place. The Reform Programme is being driven by the Cabinet Committee on Public Service Reform, and a number of other key groups are in place to support that. Implementation is being coordinated and monitored by the Reform and Delivery Office in my Department. Individual Departments and major Offices have also established Change Delivery Teams, which are working closely with the Reform and Delivery Office on their own reform plans.

The recent Progress Report on the implementation of the Reform Plan, published last month, highlights the progress that has been made over the last nine months, including in areas such as shared services, eGovernment, procurement reform, external service delivery and the programme of political reform.

eGovernment 2012-2015, approved by Government and published in early April, sets out a new approach to eGovernment for the Irish Public Service and is based on the recognition in the Programme for Government and the Public Service Reform Plan that Information and Communications Technologies (ICT) are key enablers to delivering improved public services.

This strategy was developed by the Department of Public Expenditure and Reform in conjunction with the Public Service Chief Information Officer (CIO) Council. The CIO Council is a representative forum for senior managers with responsibility for ICT and/or eGovernment from across the Civil and Public Service to discuss key issues in these areas, and to provide expert input to decisions and actions to maximise the positive impact of ICT and eGovernment on public service modernisation and customer service.

Following on from the eGovernment Strategy, the Government published, in July, its Cloud Computing Strategy for the Public Service. Cloud computing is a radically new approach to the delivery of ICT services. Accordingly, it is a significant reform of how we design, develop, procure and operate our ICT environment and services.

Good progress is being made in meeting the aggressive timelines for progressing Shared Services set out in the Public Service Reform Plan. Together with my colleagues in Government, I am committed to the delivery of this significant transformation initiative in a planned way and on the basis of international best practice. To this end, a dedicated Shared Service Transformation Unit has been established within my Department. In addition to leading Shared Services efforts across the Civil Service, the Unit is also working with nominated senior officials to ensure that ambitious and robust plans are developed and implemented across all Public Service sectors.

The business case for a Civil Service HR Shared Service was approved by Government earlier this year. A new Shared Services Centre, known as PeoplePoint, will be established in Clonskeagh in Dublin. I expect the first transitions to this new centre to commence in March of next year with all in scope bodies being transitioned by the end of 2014. It is estimated that the establishment of this centre will reduce the annual cost of HR services for the Civil Service by 26%, while the number of staff involved in currently delivering these services will reduce by a minimum of 17%.

The Civil Service Pensions Administration Shared Services has been advanced well beyond our original target of 2014. I would now hope to have this service transition in 2013 in tandem with our new HR Shared Services Centre.

The baselining of Civil Service payroll arrangements has been completed. A dedicated Project Team within my Department is now overseeing the production of a business case for a Civil Service Payroll Shared Service which I expect to bring to Government early next year. In addition, officials within my Department are finalising their assessment of tenders for external assistance in carrying out a baselining and possible feasibility study relating to Financial Management and Banking Shared Services.