What type of Civil Service does Ireland need?
Never before has the Civil Service been under the fierce and intense scrutiny it is today. Over the last few years it has seemed to me that every week there is a new debate on the airwaves or in the media about the merits and the failures of the Civil Service. I have always and will continue to welcome constructive challenge and debate – it’s at the heart of our democracy and it’s our job to listen and to learn from that – but sometimes I wonder whether we have become so focused on the critique that we have forgotten the value of an impartial and objective Civil Service and the contribution it has made since the foundation of the State.
The roles carried out by the Civil Service are integral, but the reality of what the Civil Service actually does is often not seen or acknowledged from the outside. Only 1 in 10 public servants work in the Civil Service – a small group making a big contribution – working in every county of Ireland providing impartial advice to the Government of the day, implementing policy, managing major projects, programmes and budgets, inspecting services, representing Ireland’s interests abroad and delivering critical public services which people rely on each day.
Most people, I’m sure would be surprised to learn that 40 per cent of civil servants (almost 1 in 2) work in front-line service delivery organisations like Revenue, Social Protection and Agriculture.
So why do we talk so much about change and improvement? Some people think the purpose of reform is to undermine and undervalue the public service. But I don’t agree. I believe it is the importance of our public services and the organisations that provide them that puts reform centre stage. At the end of the day, my job to reform our public services is about achieving only one thing: delivering better services to the public. This is not about big announcements or one-off changes; it’s about continuously reviewing and improving what we do and how we do it. Looking openly and honestly at where we can do better, seeking out ideas and innovation, and listening to all perspectives – positive and negative – is a strength, not a weakness and certainly not something we should be afraid of.
We first need to recognise that we have already achieved a lot. The Civil Service has managed and implemented a range of sectoral, departmental and cross-cutting reforms outlined in the Public Service Reform Plan and Progress Report published on 14 January 2014.
The second step, is to look to the future. I believe we need a clear vision for the Civil Service that builds on the progress that has already been achieved and sets a strategic direction for the future that can ensure that the Civil Service as a whole has the capacity and capability required to meet Ireland’s needs over the years ahead. The process of Civil Service Renewal being led by the Civil Service right now is an important part of this.
Last year, strongly supported by myself, the Taoiseach and my Cabinet Colleagues, a Taskforce of civil servants from across Government Departments and Offices, started working with Secretaries General to develop a shared, practical and motivating vision for the future of the Civil Service, underpinned by clear actions to achieve it.
This year, they have started working with all staff asking one question: ‘If you could change one thing to make the Civil Service more effective what would it be?’
Over the last number of months, the Renewal Programme has hosted a range of open and practical conversations about the future of the Civil Service – meeting more than 1,300 civil servants to hear their views, at the same time as engaging with a range of external and international experts.
This open engagement is important. By creating opportunities for staff at all levels to input into this process, online and in offices around the country, we can create a vision for the future that builds on the what the Civil Service does best, while at the same time setting out a programme of change and improvement that will ensure the Civil Service can meet the increasing and changing demands facing the organisation and those that work within it.
After the challenges of the last 5 years – which have affected staff both personally and professionally – it has been encouraging, and if I’m honest exciting, to see so many staff take the time share their ideas with us. So far we’ve heard a lot about how we could improve business processes, increase staff mobility and make better use of the skills that staff have by matching them to specific roles rather than grades. Staff have told us to:
“Employ personnel in positions that utilise their qualifications and that maximise their strengths and talents.”
Introduce “Paperless Offices with automated and searchable electronic storage of documents”
“Ensure that we at all times keep in mind that we are working for the public and put the public first”
Over the months ahead we will continue asking for views and ideas through regional Town Hall meetings and through our online portal for staff. At the same time, we will continue to work with those inside and outside the Civil Service so that the collective experience of other organisations, sectors and public administrations also inform this process.
Later this year, following further deliberation, consultation and engagement both inside and outside the Civil Service, the outputs of this process will inform an integrated vision and strategy for the Civil Service that outlines specific time-bound actions and a plan for implementation. This will form a key strand of the Public Service Reform Programme.
Find out more at http://reformplan.per.gov.ie/
Brendan Howlin, TD, Minister for Public Expenditure and Reform
Image courtesy of James Barker and FreeDigitalPhotos.net