Terence Flanagan (Dublin North East, Renua Ireland)
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21. To ask the Minister for Public Expenditure and Reform his plans to reform the performance measurement system in the public sector; and if he will make a statement on the matter. [33078/15]

Brendan Howlin (Wexford, Labour)
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My Department has engaged in an ongoing review and reform of the Performance Management and Development System (PMDS) on in the civil service.  A particular priority has been to address significant weaknesses in the performance management system overall.  These include the extremely low proportion of serious underperformance identified and the high proportion of personnel who are awarded high ratings as well as a significant lack of consistency in the distribution of ratings across different civil service Departments and Offices. 

In 2011 and 2012, changes introduced to PMDS, included:

-simplification of the system

-award of a low rating to managers who do not manage the performance of their staff

-a grade-based competency framework

-revised ratings with improved descriptions of performance

-a rating of 'Fully Achieved Expectations' required for the award of an increment.

In 2014, the ePMDS electronic system was launched. An eProbation system to manage the performance of new entrants is currently being developed. 

Following Government approval for the Civil Service Renewal Plan responsibility for the reform and strengthening of performance management in the civil service resides with the Civil Service Management Board (CSMB) composed of Secretaries-General of Government Departments and Heads of Civil Service Offices and subject to the oversight of the Civil Service Accountability Board. 

The CSMB is proposing a number of important reforms to PMDS.  These include the introduction of a two-point rating system - in which performance will be assessed to be either acceptable or not acceptable - to replace the current complex five-point scale that has not proved successful at differentiating between different performance standards. 

Alongside the new ratings system, the adoption of a sharper focus on the developmental objectives of PMDS through the integration of performance management with learning and development to support ongoing improvements in performance of all civil servants and the provision of greater supports for managers to identify and address serious underperformance in a small number of staff.

I look forward to the early introduction of these proposals following consultation with staff representatives, as appropriate.