Michael Cahill (Kerry, Fianna Fail)
Link to this: Individually | In context

121. To ask the Minister for Public Expenditure and Reform the plans there are to reduce the number of quangos and strip out the amassed red tape and bureaucracy that exists, in order to allow the delivery of projects under his Department’s remit in a more timely, efficient and customer-friendly manner; and if he will make a statement on the matter. [68374/25]

Jack Chambers (Dublin West, Fianna Fail)
Link to this: Individually | In context

As set out in its Statement of Strategy 2025-2028, my Department’s mission is to drive the delivery of better public services, living standards and infrastructure for the people of Ireland. The strategy outlines how my Department will achieve its strategic goals in the context of the Programme for Government and overall Government priorities and overarching policy frameworks. Delivering reform is central to the Programme for Government and to everything we do in the Department and I believe that implementation of the actions under each of the three strategic goals – enhancing governance; building capacity; and delivering effectively – will ensure that the Department continues to make a major contribution to better public service delivery.

In this context, the Department works with a broad range of public bodies on the implementation of the Better Public Services Strategy to deliver agreed flagship programmes under the three pillars of Digital and Innovation at Scale, Workforce and Organisation of the Future and Evidence informed policy and services designed for and with our public. This programme is focused on providing inclusive, high quality and integrated service provision that meets the needs and improves the lives of the people of Ireland. I would highlight, in particular, the recent publication of a new Digital Public Services Plan (2030). This plan commits to the digitalisation of 189 applicable key public services across 17 Life Events (e.g. Birth of a Child, Becoming Employed/Unemployed). The plan also commits to a service design methodology whereby services will be redesigned after extensive user research. The plan sets a pathway to delivering on two key targets for 2030: (i) 100% of key public services available online; and (ii) 90% of key public services consumed online.

With regard to infrastructure projects in particular, on foot of the Programme for Government I have established a dedicated Infrastructure Division in my Department and an Accelerating Infrastructure Taskforce with the aim of speeding up the delivery of critical national infrastructure projects. Today, I have published an Accelerating Infrastructure Report and Action Plan containing detailed legal, regulatory and administrative reforms. This includes measures that will ensure the State can simplify the system so that critical national projects can be delivered in a more timely and efficient manner.

I wish to advise the Deputy that five of the six bodies under the aegis of my Department are Civil Service Offices. The sixth body is the Office of the Regulator of the National Lottery which is funded directly through a levy payable by the operator of the National Lottery and not through the Department. These bodies are committed to the effective and efficient delivery of public services.

Office of Public Works (OPW): The OPW remains focused on delivering projects in a timely, efficient, and customer-friendly manner. Robust governance and oversight mechanisms are maintained to ensure accountability, transparency, and compliance with statutory obligations. The OPW is committed to efficient and effective project delivery and participates in cross-departmental reviews and reform programmes to identify maximum efficiencies, while maintaining the integrity and quality of public service delivery. To aid and improve scheme delivery, sectoral guidance for the delivery of flood relief schemes has been prepared and published by the OPW aligned with the requirements of the Infrastructure Guidelines and the Capital Works Management Framework. The OPW is also piloting a new delivery model to inform the prioritisation and scope of services required for future Tranche 2 flood relief schemes.

National Shared Services Office (NSSO): The NSSO is a service delivery organisation that provides HR, payroll, pensions and finance shared services for almost 170,000 civil servants including retirees for 56 Departments and public service bodies. The NSSO is advancing reform through structured transformation programmes for its client bodies and customers. These reforms are focused on transforming processes, improving efficiency and customer experience. The delivery of the financial management shared services programme is central to this, as this will deliver large scale transformation of financial management for central government through the creation of a single common chart of accounts, standardisation of accounting processes and technology in innovation. Other key initiatives involve the streamlining pensions and overpayment processes, automating workflows and integrating systems for better data quality.

Publicjobs: Publicjobs has a Project Management Office (PMO) that ensures that all of its projects are run in a structured manner with close monitoring of adherence to timelines and benefits realisation. The PMO report to the Executive Team, the Board and the Audit Committee on the progress of all such projects to ensure there is effective oversight of projects and their progress. The customer (prospective candidates and clients) are key pillars in its organisational strategy, and all projects are ultimately aimed at improving the customer experience.

Office of the Ombudsman: The Office of the Ombudsman provides staffing and corporate services to six separate and independent statutory bodies. Together, these organisations safeguard transparency, integrity, and accountability across Irish public administration. Examples of reforms include:

• The Office of the Ombudsman has streamlined its incoming complaints queue and provided a more efficient triaging of cases and speedier responses to complainants. It has also recently launched an online eLearning module on complaint handling which can be accessed by all civil servants and many public servants on their own training platforms.
• The Office of the Information Commissioner has developed and delivered sector-specfic guidance webinars on the interpretation and implementation of the FOI Act which will reduce the need for appeals to the OIC.
• The Office of the Commissioner for Environmental Information plans to publish template decisions to reduce repeated appeals to the Office.
• The Office of the Protected Disclosures Commission is exploring the development of a new ICT system which will drive efficiencies in the administration and transmission of reports received by the OPDC.
• The Standards in Public Office Commission secretariat is exploring ways to use ICT systems to streamline routine processes, reduce manual workloads and increase digitisation of statutory returns.
• The Commission for Public Service Appointments has prioritised early engagement with recruiters, with a view to avoiding breaches of the Code of Practice occurring in the first instance. This has resulted in fewer complaints being made.