Implementation Body Croke Park Agreement – Challenges Ahead Local Authority HR Annual Conference 21 st October 2011 PJ Fitzpatrick, Chair - Implementation Body
1. Origins of Agreement • 2009 – non payment of general round pay increases, reduction in variable pay, pension levy & pay reductions, recruitment moratorium • Average 14% reduction in take home pay, up to 24. 5% for top grades • Annual savings from pension levy and pay reductions alone - € 1. 8 bn pa saving • Difficult environment for Unions to sell need for and content of Agreement to members
2. Implementation • Implementation Body – established July 2010 • Supported by sectoral Groups • Annual Action Plans • First Annual Review of savings and progress published in June 2011 • Next report – October 2011 • Significant events – interim reports
3. First review • Sustainable paybill savings - € 289 m in Year 1 (Mar 2010 to Mar 2011) – exceeded target • Driven primarily by numbers reduction (down by 5, 349 in the period and down 17, 600 since end 2008) • …but also overtime (down 5. 2%), changed work practices, rationalisation, extended working day in Health, etc. • Climate of Industrial peace • Solid start – but – much remains to do
4. Status of Agreement • New Government decision to abide by it • Not without conditions • Must deliver what it says and new Programme for Government public service reform plans • Agreement – a tool kit • New Department of Public Expenditure and Reform • New Reform & Delivery Office in Dept
5. Some examples of progress to date • More significant redeployments – e. g. 1000 CWOs from HSE and 700 Fás staff to D/SP Redeployment/re-assignments in the Health Service post early retirement/voluntary redundancy schemes 1000+ Primary teachers, 100 secondary teachers • Productivity increases and efficiencies Extra hours for teachers Single student grant scheme & online – 4 schemes with 66 providers replaced by 1 scheme, 1 provider D/Agriculture local offices – close 41, retain 16, redeploy 380
6. Some examples of progress to date (cont’d. ) Shared services centre for medical card processing – less staff, more work and quicker turnaround times On line 44% or 5, 400 per month 300 services online including new range of new epayment options, e. g. NPPR, fines, waste bills • Changes to work practices, flexibilities across the public service, e. g. Standardisation of annual leave across public service – work advancing Modernisation of laboratory services in the health sector (€ 5 m in savings) - radiology next Agreements on work practice changes in certain hospitals e. g. Holles St. , St. Michael’s House (€ 3 m) Efficiency reviews of all Prisons (€ 21 m savings through new work practices) Organisational reforms in Fingal Co. (€ 3. 7 m in 2011)
7. Economic and fiscal challenges • 2011 – € 18 bn Exchequer Borrowing Requirement • Not sustainable - gap must be reduced to 8. 6% next year – € 3. 6 bn or € 4 bn • Comprehensive Review of Expenditure – – – Difficult decisions expected Low-hanging fruit gone Painful but vital Not business as usual Protect frontline services Will have significant IR impacts
7. Challenges ahead • Further significant reductions in staff numbers – Programme for Government commitments – Reduction of between 18, 000 -21, 000 by 2014 over end 2010 levels and a further 4, 000 by 2015 • Some decisions made e. g. – VECs reduction – Merging of employment rights bodies – Amalgamation of Local Authorities: • North and South Tipperary • Limerick City and County
7. Challenges ahead (cont’d. ) • Flexibility & capacity to respond to needs of citizens • More for less • Better for less • Real value for money • Improved organisational and personal performance
7. Challenges ahead (cont’d. ) • Need to advance key cross-sectoral challenges including: – Shared services – back office (e. g. shared payroll) and end-user (e. g. single student grant scheme) – Online services – more services online – incentivise users – Greater information sharing – means testing
8. Local Government Sector challenges • Maintaining local services with fewer staff • Local Government efficiency review a priority for the sector • Management staffing review Dublin City Council, etc • Delayering management grades • Further restructuring to include: – Greater sharing of functions and exploiting full potential of shared services and joint procurement approaches – More online services – Additional productivity measures
9. Challenges for Managers and Unions • More ambition and urgency? – yes • Support role of middle managers • Task of you all – not just top management or the person in the next office • Persistence & stamina - stay the course • You & Local Authority Management – vital role - can make the agreement succeed & transform the citizen’s experience of public services
9. Challenges for Managers and Unions (cont’d. ) • Unions – engage positively and constructively – opportunity to influence and contribute is essential • Leadership needed on both sides to deliver real change and reform • Implementation Body and Labour Court have emphasised consultation & involvement
10. What is Required? • Improved HR/Leadership/Change skills and strategies • Ability to manage in a recession • Communications vital – to date good & bad • First line & middle managers – role vital & more delegation to them • Disseminate good practice - no time to reinvent
10. What is Required (cont’d. )? • Leadership & management development • Much improved performance management & measurement • Outsourcing – thorny but part of solution if approached correctly and in line with Agreement
11. Scrutiny & Next Steps • Savings & Reforms – must be verifiable & transparent – external verification • Progress Reports on Action Plans due to be submitted to the Body next week • Must show much further progress • Scrutinised as never before – ECB & IMF, Government, Media & the public • Revisit Action Plans later in the year to factor in relevant developments post-Comprehensive Review • Further Savings Report next Spring
12. Conclusions • Recent Mc. Kinsey survey on organisational redesign • Only 8% added value, completed on time and fully met business objectives • Lessons – most successful involved staff and explained to staff changes planned • Clear communication plans and consistent • Ensured HR, ICT, Financial and other systems/processes in place to support
12. Conclusions (Cont’d. ) • Can challenges be met? - Experience to date suggests they can • Will it be easy? - Certainly not • Difficulties ahead? - Without doubt • Can they be overcome? – Yes if approached correctly by managements & Unions
Implementation Body Thank you Any Questions? For more information visit our website at: www. implementationbody. gov. ie
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