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April 2005 Mr. Eddie Sullivan, Secretary-General, Public Service Management and Development, Department of Finance, Upper Merrion Street, Dublin 2. Re: 'Sustaining Progress' Revised Modernisation Action Plan: 4th Progress Report Dear Eddie, I enclose the Department's 4th progress report on our Modernisation Action Plan in the format requested. I also enclose  context statement which covers o the key areas in which progress has been achieved over the reporting period, o specific issues raised by the PVG in relation to commitments in the Department‟s Plan; and o an assessment of the IR situation as it stands at present. completed form on appointments at EO level and above, as requested by the PVG; copy of the Department‟s new Statement of Strategy, pre-publication; and a separate document listing the commitments which were reported as completed in the previous 3 phases of the verification process – again as requested by the PVG.    The text of the Progress Report was agreed at a Partnership Steering Committee (PSC) meeting on 22 March last, but it contains two items with which the CPSU have indicated that they will not co-operate; 1  Live Register Profiling – that is, an examination of the feasibility of introducing profiling as a way of identifying categories of people likely to remain on the Live Register beyond specified periods and to determine the nature and timing of the interventions required in such cases, as a Live Register Management tool. The CPSU has indicated that it will not be co-operating with this item. The PSEU has agreed to the trial without prejudice to their position in respect of the main 6-week project due to commence in April; and Process improvements in the area of UA decisions on means: A draft Office Notice governing implementation had been agreed with the Staff Side but subsequently, the CPSU indicated that it would not be co-operating with this item. A Working Group has been set up to examine the level at which decisions are made in the case of OPFP claims. The CPSU sought to have the UA means decision issue considered by this group. The Department was prepared to agree to this but not, as the Union requested, to have implementation deferred in the meantime pending the report of the group.  These items are important in the context of the delivery on our commitments in our Plan. I would not wish to be put in a position, however, of having to say that payment of the increases due on 1 June is not warranted in the case of grades represented by the CPSU and as a consequence, there are ongoing contacts between the Department and the Union in an effort to reach some form of compromise. I will write to you further in the light of the outcome of these contacts. Subject to a satisfactory outcome in relation to these issues, I would be happy to recommend payment of the general round increase and the final tranche of the benchmarking award, due on 1 June 2005, to CPSU grades. In so far as all other grades of staff in the Department are concerned, I believe that payment of the general round increase and the final tranche of the benchmarking awards, due on 1 June 2005, is warranted. Yours sincerely, _______________ John Hynes Secretary-General 2 „Sustaining Progress‟ Fourth progress report on the (revised) Modernisation Action Plan of the Department of Social and Family Affairs CONTEXT STATEMENT Introduction Attached is the 4th progress report from the Department, as required under the „Sustaining Progress‟ Agreement. The statement sets out where key progress has been achieved, over the reporting period, under the 5 priority areas identified in the revised Modernisation Action Plan. It also addresses a number of issues specifically referred to by the PVG, i.e.:  the proposed Attendance Management Policy;  process improvements such as lunchtime opening, localisation of the one parent family payment, abolition of Garda signing and introduction of the habitual residence condition; and  an assessment of the IR situation as provided previously. The Context The two key business drivers for the Department are a strong customer focus and an emphasis on cost effective delivery of services. The main priority is the continued delivery of social welfare payments in an efficient and effective way and the implementation of budget and other changes in services as required. This must be done in an environment of increasing numbers of claimants and with reduced staff numbers as required under Government policy on public service numbers. The drive to achieve more efficient delivery of services is being addressed at a number of different levels. At one level the social welfare system is extremely complex and achieving greater simplification of the system would deliver efficiency. Achieving simplification is not, however, a straightforward matter and the scope for achieving a more simplified system in the short term is limited. Incremental changes which are a regular feature of the social welfare environment frequently serve to, in fact, introduce greater complexity to the system. The Department has an ongoing programme to identify efficiencies in the way services are delivered and a measure of success has been achieved. In some areas of the Department there has been significant progress in this regard, as this report indicates. Another driver of efficiency is investment in new technology and the Department has a programme in place which, when fully implemented, will significantly improve service to customers, provide a better working environment for staff and enable more efficient delivery of service. The pace of 3 implementation of new technology means, however, that these benefits do not come on stream quickly enough to offset the requirements arising from increasing levels of business and scheme change. In the short term, levels of service are not being maintained in all areas and the Department is having to scale back activities in the areas of service delivery, control and other aspects of the business to try to ensure that activity is maintained at an acceptable level across the board and to resource new areas of work which are arising. The current situation in this regard cannot be maintained, however, and the need for a short term response to the Department‟s particular resource situation remains urgent. The programme of change which is put forward in the modernisation action plan must be seen in this overall context. The Department‟s ability to deliver services, to implement improvements and to progress the modernisation agenda within the timescales outlined in the Plan require that the resource issue is addressed. In the meantime the priority is to move ahead with as many items in the Plan as possible, having regard to the present environment. Turning to the five priorities identified in the revised Modernisation Action Plan, the following are the key area where progress has been made: Priority 1: New Technology and e-Government Implementation of Phase 2 of the Service Delivery Modernisation (SDM) programme continues for relevant schemes in the Pension Services Office, Sligo, and Longford HQ. Specific details are listed in the template with the first release of the project on schedule for implementation in June 2005. A notable development within the SDM programme is the development of the Contribution History Object, now nearing completion, which is designed to capture and integrate pre and post 1979 contribution records into a composite customer record. The electronic capture of in excess of 3 million index cards and some 5 million register sheets (details of a persons insurance record since 1953) facilitates this process. Work on developing a Document/Information Management Strategy and a Payments Strategy are progressing. In addition, the development of an Operational Data Management Strategy is on schedule – this will set out Departmental principles, policies and high-level standards for the capture, custodianship and stewardship of operational data. Priority 2: Continuing the programme of process improvement and localisation of services In the Disability Benefits (DB) Branch, revised processing procedures designed to achieve faster processing of certain claims, continue to provide improved results. The Branch has now succeeded in increasing the number of cases processed in 3 days from around 3% in November 2003 to 29% in July 2004, and 32% in February 2005. This has been achieved despite a 5.8 % increase in claimload between February 2004 (58,356) and 2005 (61,775). Overall processing time has also, as a result, been reduced from 8.19 days in November 2003 to 6.55 days in February 2005. The successful implementation of these improved processes has led to a reduction of nearly 15% in telephone enquiries (from 20,729 in February 2004 to 4 17,695 in February 2005). This approach has also minimised the number of claims for Supplementary Welfare Allowance pending authorisation of DB. In November 2004, there was a reduction of 17% compared with July 2004. February 2005 saw a further decrease, resulting in a 22% reduction in claims received compared with the July 2004 figures. Good progress has been made in identifying the options for better communications with medical and dental practitioners whereby the email addresses of nearly 400 medical certifiers are now on the Department‟s databases. This allows certifiers to be contacted electronically as needs arise. All arrangements have also been put in place to introduce, by the deadline of 1 June 2005, the new Disability Allowance Personal Expenses Rate for people in institutional care. In the Pensions Services Office (PSO) Sligo, the increased use of technology has improved processing procedures on claim acknowledgements and the issue of tax statements – reducing dependency on overtime and streamlining processes. Desk assessments on claims for Old Age (Non-Contributory) Pension, also administered in the PSO, are now underway with some 150 claims per month being handled in this manner, without the necessity for a means investigation. Very satisfactory progress has been made in extending opening hours, including lunchtime opening, which is operational in 41 of the 42 Local Offices involved. The final office will implement these arrangements later in the year as soon as major renovations are completed. 3 further offices began the localised administration of the One Parent Family Payment (OPFP) since January 2005, bringing the total, to date, to 22 offices. The resource implications of localising decisions under the Habitual Residence Condition (HRC) are under review while implementation of the new arrangements to replace Garda signing remain on schedule for completion by April. There are, however, two particular initiatives where progress has not been made. The first initiative relates to decisions on claims for Unemployment Assistance which is a means tested payment. Under existing arrangements operating in many Local Offices, a decision in relation to a customer's means is made by a person other than the person who decides on other aspects of the claim. The Plan provided for a more efficient decision making process under which these functions would be amalgamated so that the "means" and "claim" decisions would be made by the same person. A draft Office Notice providing for the implementation of the new arrangements, which already operate in some 10 offices, was agreed with the Staff Side but the CPSU subsequently withdrew its agreement and refused to co-operate with this initiative. The Union has raised a grading issue but the Department has given written assurances that this issue does not in practice arise. Clerical officers will not be required to do work currently done at staff officer level under the revised arrangements. The second initiative with which the CPSU has refused to co-operate is a once-off 6 week project, as a follow on to research conducted by the Department over the past couple of years in conjunction with the ESRI. The objectives of this project are to examine the feasibility of introducing a system of profiling as a way of identifying categories of claimants more likely to remain on the Live Register beyond specified periods so that, arising from that, the nature and 5 timing of suitable interventions in such cases can be determined. Potentially, this is one of the most significant initiatives in the Department's Action Plan from a customer service perspective in that if successful, it would result in a more efficient and effective focusing of resources on those who most need support in accessing employment, earlier intervention for those who need it and a reduction in the length of time a person is unemployed. It should also result in significant savings on expenditure on unemployment payments. The specific initiative in the Plan would involve Local Offices capturing some additional details relating to customers at claim taking stage over a period of four to six weeks. Their unemployment/employment status would then be tracked centrally over a period of 18 months following which a profiling model would be developed by the ESRI. It was intended that a 2/3 day trial would be undertaken in three Local Offices in late March to identify and address any issues arising from the additional questions to be asked of customers. Following on from this, the project was to be undertaken in Local Offices from early April to mid May. The CPSU will not co-operate with this element of the Action Plan as it does not regard the work involved as appropriate to clerical officers. An essential element of the project, however, is that the additional details be captured at claim taking stage and this can only be done at CO level, otherwise profiling as a Live Register management tool would not be feasible. Priority 3: Maintaining business continuity in the context of, in particular, preparations for decentralisation. As indicated in the last report, under the Decentralisation Programme, the Department is required to relocate 1,300 posts to 6 locations across the country with 3 of these (Sligo, Drogheda and Carrick-on-Shannon) targeted in the first phase. The Department‟s revised implementation plan is in preparation. In addition to the impact on business areas relocating from Dublin, the decentralisation programme will significantly impact on existing decentralised offices in Sligo, Longford and Dundalk and also on the Local Office network, as staff from these offices move to new locations. Staff are updated on all new developments with information being filed electronically in internal communications systems. The decentralisation programme also highlights the importance of reviewing the Department‟s governance arrangements. All recommendations of the Working Group on the accountability of Secretaries-General and Accounting Officers (Mullarkey Report) were implemented on schedule by 31 December 2004. Rollout of the risk management programme began in late January (2005), following its successful piloting in 4 Divisions across the Department. By end-Q1, 2005, a further 7 Divisions will be operational with the target date for completion of rollout being end-2005. Separately the Department is implementing a programme of controls based on an assessment of risk at the earliest point of the claim cycle and to ensure effective control measures throughout the lifetime of claims. The review of the Control Action Plans has also been completed and identified deficiencies are now being addressed by scheme owners. A baseline fraud and error survey of the Disability Allowance scheme commenced in late January and is on schedule for completion by end-March. 6 The Department‟s project governance process is also being enhanced to give senior management improved oversight of procurement. To date, new project proposal, clearance and reporting procedures have been put in place while work will continue on other improvements throughout 2005. Priority 4: Effective implementation of PMDS and, in particular, addressing issues raised in the staff attitude survey. In relation to the Performance Management and Development System (PMDS), the information/awareness campaign for upward feedback has been completed and this is now being implemented at all stages of the PMDS cycle from January 2005. On the findings of the staff climate/attitudinal survey, as signalled, the consultation process has begun with the Department‟s regional and local partnerships. This is with a view to drawing up an action plan that will address the concerns highlighted in the survey findings – for example, the perception that the views of staff are not adequately taken on board by the Department and that they are not made sufficiently aware of future plans or adequately involved in decisions affecting them. A number of other initiatives aimed at improving the Department‟s organisational capacity are also being progressed:  The new Internal Customer Service Plan 2005-07, ‘Working Together’, has been drafted by a partnership sub-group. Its purpose is to reinforce the principle that, in order to deliver an excellent service to the external customer, internal customer service must be of a similar standard and share the same qualities (e.g. timeliness, courtesy, informing and consulting the customer). It is planned that, subject to agreement by the Department‟s Management Advisory Committee and Partnership Steering Committee, the new Plan will be finalised shortly and circulated to all staff; A „Support Pack for Managers‟ has also been finalised which contains key information on a range of aspects of a manager‟s role. The contents were informed by consultation with line managers and the pack will, shortly, be distributed to all managers at HEO level and above; The review of the Department‟s HR Strategy 2003-2005 has been completed, which involved significant input from one of the Department‟s regional partnerships; and A communications strategy has been put in place under the SDM Phase 2 Programme. Staff, partnership committees, unions and staff associations are being updated on an ongoing basis by way of briefing sessions and demonstrations of the system developments to date. In addition, a newsletter issues on a quarterly basis;    7 Priority 5: continued progress on the MIF project and related initiatives. Overall, satisfactory progress continues to be made on the 16-point implementation plan for the MIF as outlined in the progress report. The main priority in the context of the MIF project has been the development of new-style management reports. These provide a range of information from which, inter alia, performance can be assessed. In addition work is underway, under the auspices of the project, towards developing a coherent set of performance indicators from the wide range of such indicators in operation in different areas at present. The Department‟s new Strategy (pre-publication) is attached. This contains performance indicators including those derived, to date, from the Management Information Framework (MIF). Industrial Relations There is ongoing communication with staff unions/associations on the progression of this Action Plan. Since the inception of the Action Plan there have been a significant amount of meetings and detailed discussions with the unions/associations on a number of the important elements of the Plan. For example, initiatives such as the localisation of OPFP, lunch-time opening and the implementation of new arrangements to replace Garda signing involve changes in work practices in Local Offices and these have given rise to extensive discussions on technical issues. There have also been extensive discussions in relation to the two issues mentioned earlier on which agreement has not been reached with the CPSU. The overall IR environment is stable. It is important also to recognise that the progression of the Plan and the various initiatives within it is being done against the background of significant restrictions on staff numbers, as mentioned earlier. Attendance Management Policy The twin objectives of the Department‟s Attendance Management Policy are to consolidate the existing procedures regarding attendance and to set out a range of practical and balanced approaches aimed at fostering and maintaining good levels of attendance in the Department. The policy reflects the fact that attendance is a multi-faceted issue and that, in order to address the problem of absenteeism, it is necessary to develop and implement a series of inter-related initiatives. The draft policy document has been discussed by the Partnership Steering Committee (PSC) which set up a sub-group to examine the issue. An agreed draft policy has now been finalised and discussed by the PSC and the MAC. It is hoped to agree a final text at the next meeting of the PSC. Promotions In relation to promotion policy the Department‟s aim has been to move towards a higher proportion of competitive competition at all grades up to AP (PO promotions are already 100% by interview competition). The progress made since the submission of the revised Modernisation Action Plan in December 2004 has been as follows: 8  Higher Executive Officer To date, the number of competitive internal promotions to Higher Executive Officer has been very low. Proposals on increasing the proportion of promotions that are to be made on the basis of a competitive interview process were developed and agreed with the PSEU. These discussions also involved reaching agreement on proposals for the promotion process for HEO to AP (see below). In relation to the internal promotions from EO to HEO, the proposals cover two phases:  In Phase I, half will be by interview-based competition and half by assessment of suitability taking account of seniority;  In Phase II, 2 out of 3 will be by interview-based competition with the remaining 1 out of 3 by assessment of suitability taking account of seniority. Phase I will commence with the competition and Phase II twelve months after the announcement of the results of the competition. The panels set up from the above competition will run for two years. The competition was advertised in February 2005 and it is planned that the interviews will commence in April. There are approximately 700 staff members eligible to apply for the competition.  Assistant Principal Proposals on increasing the proportion of promotions to Assistant Principal that are to be made on the basis of a competitive interview process were discussed with the PSEU and have been agreed. These discussions also involved reaching agreement on proposals for the promotion process for EO to HEO. The agreement is as follows; (1) (2) 5 out of 6 internal promotions to AP will be filled by way of interview competition (see below for details) The remaining 1 out of 6 will be by way of selection based on suitability with due regard to seniority. 4 out of 5 posts at (1) above will be filled from a general competition open to all eligible HEOs 1 out of 5 posts at (1) above will be filled from a special competition open to the 80 most senior candidates who apply for the general competition. The general and special competitions were held between December 2004 and February 2005. Panels have now been established. 257 candidates applied for the competitions. The panels will run for 2 years. 9 Verification Process for Agencies All of the Department‟s agencies and the Money Advice and Budgeting Service (MABS) are in the process of preparing their revised Plans by 25 April next. To assist them in this, the Department and the PVG Secretariat arranged for a briefing session which covered the scope etc of the Mid-Term Review of Sustaining Progress. ENDS April 2005 10 May 2005 Mr Eddie Sullivan, Secretary-General, Public Service Management and Development, Department of Finance, Upper Merrion Street. Dublin 2. Re: Sustaining Progress: Resolution of issues Dear Eddie, Further to my letter of 7 April last, I am now pleased to confirm that the Department and the CPSU have agreed terms on the two issues which were the subject of the LRC conciliation meeting on 13 May 2005. I enclose copies of (a) the letter from the LRC (received on 17 May 2005) which specifies the details of the agreed arrangements, and (b) the confirmation of acceptance from the CPSU (dated 18 May 2005). I consider this to be a satisfactory outcome to these issues and recommend that payment of the general round increase and the final tranche of the benchmarking award, due on 1 June 2005, be made to all grades of staff in the Department including those represented by the CPSU. I would be grateful if you would arrange for this to be brought to the attention of the Performance Verification Group. Yours sincerely, ________________ John Hynes Secretary-General 11 C-033778-05 May 2005 Mr Eoin Ronayne Financial Sercretary CPSU 19/20 Adelaide Road Dublin 2 Department of Social & Family Affairs/CPSU SP/BM due 1st June 2005 Dear Mr Ronayne, I refer to the conciliation conference held in the LRC on 13 th May 2005 and confirm the following settlement proposals which both union and management representatives agreed to recommend for acceptance: A UA Means Decisions Process Change 1. 2. The implementation of the proposed changes in the UA Means Decision Process outlined in the Draft Office Notice will commence from June 1st 2005 on a phased basis over the following 12 months to all Local Offices. Prior to the first office introducing the changes a „Liaison Group‟ will be set up with CPSU and Management representatives to study the work flow and practices in operation in two of the existing ten locations where the new process is already functioning with a view to mapping the new process and making any necessary adaptations to the process prior to implementation in the medium sized offices in the first instance followed by the larger offices later in the 12 month implementation cycle. The Liaison Group will review the process as implemented in the first phase of new offices after three months and again at six months to address any concerns which may arise. The implementation will fully recognise the grading of decision work as practiced in each office currently and will be in line with the commitment contained in section 4 of the Draft Office notice which provides for decisions currently made at CO level to continue at that level and those at SO level to continue at that level. The proposed Technical Group on Decision Work in Local Office will be established immediately with a first meeting to be held prior to mid June. The group will conclude its work within 12months from that date and will have the use of an outside facilitator, if required, to assist in reaching agreement on the appropriate grading of decision duties across all schemes in Local Offices. Specifically this group will clarify and identify proposals to develop the relevant grades going forward. Any items of dispute at the end of this process may be referred for conciliation and arbitration, as appropriate, under the procedures outlined in Sustaining Progress. The implementation of this UA Means process change will not lead to a reduction in SO posts in Local Offices. 3. 4. 5. 6. B Profiling Survey 1. 2. A trial survey will take place in the autumn in one Local Office over a two day period. The office will be agreed between the parties. The proposed ten questions will be reviewed and revised between all parties prior to the trial date. 12 3. 4. 5. The survey will be carried out during the trial period by the SO grade only. The office will close to the public on the Friday afternoon to allow for work build up to be cleared. Participation, agreement and arrangements for this trial will be without prejudice to any further development of the proposed Survey and will not be used as a precedent by either side. C Other 1. 2. Failure by either party to accept these proposals will result in reversion to the procedures in Sustaining Progress Should any dispute arise over the interpretation of these proposals the matter can be referred back to the Labour Relations Commission for interpretation. Yours sincerely, _______________ Sheamus Sweeney Regional Manager 13 C-033778-05 May 2005 Mr Vincent Clohesy Department of Social Community and Family Affairs Personnel Division Store Street Dublin 1 Department of Social & Family Affairs/CPSU SP/BM due 1st June 2005 Dear Mr Clohesy, I refer to the conciliation conference held in the LRC on 13th May 2005 and confirm the following settlement proposals which both union and management representatives agreed to recommend for acceptance: A UA Means Decisions Process Change 1. 2. The implementation of the proposed changes in the UA Means Decision Process outlined in the Draft Office Notice will commence from June 1 st 2005 on a phased basis over the following 12 months to all Local Offices. Prior to the first office introducing the changes a „Liaison Group‟ will be set up with CPSU and Management representatives to study the work flow and practices in operation in two of the existing ten locations where the new process is already functioning with a view to mapping the new process and making any necessary adaptations to the process prior to implementation in the medium sized offices in the first instance followed by the larger offices later in the 12 month implementation cycle. The Liaison Group will review the process as implemented in the first phase of new offices after three months and again at six months to address any concerns which may arise. The implementation will fully recognise the grading of decision work as practiced in each office currently and will be in line with the commitment contained in section 4 of the Draft Office notice which provides for decisions currently made at CO level to continue at that level and those at SO level to continue at that level. The proposed Technical Group on Decision Work in Local Office will be established immediately with a first meeting to be held prior to mid June. The group will conclude its work within 12months from that date and will have the use of an outside facilitator, if required, to assist in reaching agreement on the appropriate grading of decision duties across all schemes in Local Offices. Specifically this group will clarify and identify proposals to develop the relevant grades going forward. Any items of dispute at the end of this process may be referred for conciliation and arbitration, as appropriate, under the procedures outlined in Sustaining Progress. The implementation of this UA Means process change will not lead to a reduction in SO posts in Local Offices. 3. 4. 5. 6. 14 B Profiling Survey 1. 2. 3. 4. 5. A trial survey will take place in the autumn in one Local Office over a two day period. The office will be agreed between the parties. The proposed ten questions will be reviewed and revised between all parties prior to the trial date. The survey will be carried out during the trial period by the SO grade only. The office will close to the public on the Friday afternoon to allow for work build up to be cleared. Participation, agreement and arrangements for this trial will be without prejudice to any further development of the proposed Survey and will not be used as a precedent by either side. C Other 3. 4. Failure by either party to accept these proposals will result in reversion to the procedures in Sustaining Progress Should any dispute arise over the interpretation of these proposals the matter can be referred back to the Labour Relations Commission for interpretation. Yours sincerely, _______________ Sheamus Sweeney Regional Manager 15 Mr Vincent Clohisey Personnel Officer Social and Family Affairs AMD Store St Dublin 1 18th May 2005 RE: Sustaining Progress LRC Conciliation Dear Vincent The Exchange Council today voted to accept the terms agreed at the Labour Relations Commission conciliation process last Friday. I would be obliged if you advise the Secretary General of this outcome and confirm a.s.a.p. that the necessary sanction has been given by him to the Department of Finance in order for the PVG to clear payment at it’s next meeting. With resolution of this matter I would anticipate that payment can be cleared before May 25 th in order to facilitate payment on June 1st 2005. As you know we are required by the terms to set up a Liaison Group and a Technical Group in a short time frame. I would be obliged if we could set this in train jointly without delay. My thanks for the effort put in by you and your colleagues in reaching agreement with us at the LRC. Yours sincerely 16 Eoin Ronayne Financial Secretary CC: Sheamus Sweeney, LRC 17 Sustaining Progress: Revised Modernisation Action Plan Department of Social and Family Affairs 4th Progress Report – March 2005 Commitment Specific Action Date Achieved If not yet achieved or did not meet commitment date please provide further details PROGRESS UPDATE Customer Service 1 [Ref 20.13] All public service organisations over the course of this Agreement will be required to commit publicly to service standards for their customers. Performance will be evaluated against these standards and the results published in annual reports or another appropriate format. Improvements in customer service will be a particular focus of the partnership structures going forward. The Customer Action Plan and Customer Charter were published in May 2004 and implementation is being monitored. The performance against the Charter commitments will be reported on in the Annual Report 2004. Ongoing throughout 2005 Ongoing and on target 1a [Ref The delivery of good Internal Customer Service (ICS) is a priority. The ICS Monitoring Committee, a subgroup of partnership, is mandated to:  Promote the ethos of ICS across the Department by a variety of communication methods;  Publicise good ICS practice and All Departments and Offices making recommendations ; and will publish a charter of  Carry out regular assessments of, service standards and report on and monitor the progress by all performance against these areas of the Department in standards in their annual achieving the ICS commitments in The Department‟s new Internal Customer Service Plan “Working Together” has been drafted and, it is expected, will be finalised by endMarch. 18 Commitment Specific Action Date Achieved PROGRESS UPDATE 22.4] report. their annual business plans; and  Examine breaches of good internal customer service as reported to it by staff members. Publication and implementation of the new ICS plan, 2005-2007. Preparation is being advanced by the ICS monitoring committee with a view to it being agreed through partnership in early 2005. The parties are committed to affording the internal customer the same rights as the external customer in the interests of natural justice. Gaeilge: Implementation of the Official Languages Act Q1 2005 onwards If not yet achieved or did not meet commitment date please provide further details In line with timeframes in the legislation which was enacted on 14 July 2003; this includes preparation of the Department‟s Draft Scheme under Section 11 of the Act (Date: end March 2005) On target 19 Commitment Specific Action Date Achieved PROGRESS UPDATE Customer Consultation: Consult with pension customers on customer service framework proposals, including on-line service channels, payment methods, etc. If not yet achieved or did not meet commitment date please provide further details To be implemented in conjunction with Service Delivery Modernisation (SDM) technology and business projects in Q4 2005. See also details on SDM programme – Section 10, Ref 21.6/7 below. Consultation with pension customers and organisations representing pensioners scheduled for April 2005. Efficient Use of Resources Provide services to the highest possible standard, meeting the needs of a diverse range of customers and providing value for money to contributors and taxpayers, in the light of increasing demands and resource constraints. 2 [Ref 20.11] Ongoing Resources: A number of the measures which are put forward in this Plan will require the deployment of some additional resources, including staff resources, to the areas involved. The Department‟s ability to do this and to progress these measures within the timescales outlined In January 2003, the number of posts in the Department was 4,427. The core target of posts in the Department set by the Government is 4,184.5, set 20 Commitment Specific Action Date Achieved PROGRESS UPDATE in the Plan, is contingent on the Department‟s underlying resources issue being addressed. for the end of 2005. As of February, 2005, the number of posts in Department = 4,281. If not yet achieved or did not meet commitment date please provide further details Governance and Accountability:  Implementation of the recommendations of the Working Group on the accountability of Secretaries-General and Accounting Officers (Mullarkey Report) to timetables therein (all requirements to date have been implemented.) In accordance with the Mullarkey schedule. All recommendations were implemented by 31 December 2004. As the Working Group recognised, improving systems of internal financial control is a continuous process.  Implement the risk assessment and risk management programme Complete on a phased within the Department: A Risk and Operations Committee, chaired basis by June 2006 by the Secretary-General, will oversee this programme. A new Risk Management Unit has piloted the programme in 4 specific areas and will be reporting on same shortly. Following the successful piloting of risk Management in 4 Divisions, „roll-out‟ across the Department on a phased basis has commenced. This process began in late January 2005 and, by end-March, a further 21 Commitment Specific Action Date Achieved PROGRESS UPDATE seven Divisions will be operational. The target completion date for the roll-out is end-2005. It is expected that the risk management process will be fully operational by early 2006.  Review the governance arrangements for the Department and its associated agencies/bodies and make any necessary changes in the light of that review. Review by Q2 2005 The existing governance arrangements with regard to accountability to the Public Accounts Committee of the Oireachtas are being identified in accordance with one of the recommendations of the Mullarkey Report. Any necessary changes to the current arrangements are being pursued in the context of that exercise. If not yet achieved or did not meet commitment date please provide further details Expenditure Reviews: The position in relation to future Expenditure Reviews will be considered in Q1, 2005, in the light of progress on the existing reviews and resources generally, and a plan will be 22 Commitment Specific Action Date Achieved PROGRESS UPDATE drawn up for future reviews. On the existing reviews, the position is as follows:  Qualifying conditions for the Old Age Contributory and Retirement Pensions (OACP/RP), Phase 2  Back to Education Allowance Completion of draft report expected in Q4 2004 The draft report on Phase 1 of this review has been completed and will be considered at the next meeting of the Department‟s steering group. The scoping of Phase 2 will be determined in light of this. A resource impact assessment will be carried out in the context of any proposed changes to existing schemes. Q3 2005 Achieved If not yet achieved or did not meet commitment date please provide further details Completion expected in Q1 2005 Report is being progressed.  Supplementary Welfare Allowance. SWA – Phase 2 now underway. Expected to complete draft report by Q1 2006.  Unemployment Benefit/Assistance for atypical workers 23 Commitment Specific Action Date Achieved PROGRESS UPDATE If not yet achieved or did not meet commitment date please provide further details Management Information Framework: Acquire hardware to support MIF statistical database development. Install IT platform for initial deployment of first phase pilot to the RDO. First phase pilot focused on the automatic production of new style MIF management reports for the RDO – commencing with SWLO report. Q4 2004 Achieved Q4 2004 / Q1 2005 Achieved Q4 2004 / Q1 2005 Revised target date: Design work on Regional reports should be completed by end Q2 2005. Q4 2004 / Q1 2005 Validation of statistics generated cannot commence until the extract stage of the project is complete. The validation process on ISTS data will be ongoing during Q2 2005. Initial user training has commenced. Formal and Work is ongoing on this process. Progress to date is slower than anticipated due to the need to resolve complex issues relating to the structure of data on the Department‟s existing databases. The data issues have been greater than anticipated prior to the Validate statistics generated. Develop first-cut report generating skills among the RDO users. 24 Commitment Specific Action Date Achieved PROGRESS UPDATE informal training will be delivered as required to meet the needs of the project. Q1 2005 / Q2 2005 for RDO and then ongoing until full MIF is deployed to all business areas. Development on the common direct data entry systems is ongoing and is scheduled for completion by end May 2005. Data entry systems for the SWLO form will be developed by end June 2005 where underlying data is available. Development of data entry systems will progress in tandem with the rollout of the one-page reports. Development of ISTS extract is progressing and is scheduled for completion by end May 2005. Work on the ERIN extract has commenced. Development/deployment/testing of data-entry systems to cater for scenarios where electronic information is not available – for SWLO report. Extend to all RDO reporting requirements and then to all other business area requirements If not yet achieved or did not meet commitment date please provide further details detailed work commencing on the project. These issues had to be successfully resolved before further progress could be made on the whole project. This difficulty will have a knock-on effect on the remainder of the project. Assess and develop automated data extract feeds that do not currently fulfil MIF requirements. Q1 2005 / Q2 2005 for RDO and then ongoing. Validate final hardware/software solution with best fit to strategically support the full MIF statistical database Q1 / Q2 2005 25 Commitment Specific Action Date Achieved PROGRESS UPDATE development and desk-top deployment Database hardware was commissioned in January 2005. External consultants are being sought to optimise the benefits from both the hardware and software. Discussions on Licensing of Business Objects were initiated. Business Objects are investigating specific queries on the suitability of the product to meet the Department‟s costing requirements. The use of Business Objects is being considered within the overall needs of the Department for a database query tool. The validation of Business objects will continue into Q3 2005 to assess its suitability in the context of the regional rollout. Q1 / Q2 2005 The MIF database is in If not yet achieved or did not meet commitment date please provide further details Install IT platform and design with capability for delivering MIF requirements at all reporting levels for the RDO. This work requires ongoing resolution of “issues” identified during 26 Commitment Specific Action Date Achieved PROGRESS UPDATE the first phase and an extension of reporting capability beyond the first phase pilot. place. There is ongoing work on issues relating to the design of the database with resources being focused on issues which can be resolved in the short-term. Some design issues will require modification to the Department‟s underlying databases and can only be progressed in the medium-term. Given the complexity of Business Objects and the level of training required to use the product effectively, it will not be possible to resolve some of the rollout issues until the system is deployed during Q3 2005. Ongoing through 2005 until full MIF is deployed to all business areas. Issues relating to the development of the database are being identified as part of the development process and are being brought to the If not yet achieved or did not meet commitment date please provide further details Complete analysis on subsequent phases of statistical database development 27 Commitment Specific Action Date Achieved PROGRESS UPDATE attention of the system developers. Analysis of database requirements for each business area is integrated into the rollout strategy. Commence Q2 2005 and then ongoing until full MIF is deployed to all business area. If not yet achieved or did not meet commitment date please provide further details Extend development of new-style MIF management reporting to remaining business areas of the Department. Commence implementation of deliverables from Performance Indicators Group in context of development of statistical database This work will commence in Q2 2005 Q1 /Q2 2005 Timeliness indicators were identified as the initial critical area for attention by the performance indicator group. Developments in this area will continue in tandem with the development of the statistical database. The Local Office deployment of the recommendations of the PI group should be in place by end June 2005. The deployment of the 28 Commitment Specific Action Date Achieved PROGRESS UPDATE recommendations of the PI group will be ongoing as the implementation progresses to other areas of the Department. Finalised in Q1 2005. The delay arose due to the need to address FTC concerns about the Department‟s initial strategy. We are now in the process of delivering MIF training. Q4 2004 / Q1 2005 If not yet achieved or did not meet commitment date please provide further details Finalise MIF training/awareness plan Q 4 2004 Implement the MIF training/ awareness plan including:  Customise centrally developed MIF training programme  Skill up internal trainers to deliver selected elements of the customised programme Q1/2 2005 Customisation of the Financial Management Training is complete and the training was delivered by external trainers on 89 March. Customisation of the Performance Indicator Module of the training is in progress. The benefits of delivering 29 Commitment Specific Action Date Achieved PROGRESS UPDATE extensive MIF training at this stage of the project were reassessed by the project board. A decision was taken to limit the training to AP and PO level at this stage of implementation and to devise suitable training as part of the rollout process for staff directly involved in the MIF as required. As a result of these decisions, we are not using internal trainers for this role. Current training developing basic skills in Business Objects. Training of selected regional staff will be delivered during Q3 2005 to coincide with rollout of MIF to the regions. Initial discussions are taking place with Business If not yet achieved or did not meet commitment date please provide further details  Deliver training in line with the strategy, on an ongoing basis as MIF reports are extended to remaining business areas 2005 and ongoing A costing model has been agreed: Commence implementation of costing approach Q2 2005 30 Commitment Specific Action Date Achieved PROGRESS UPDATE Continue input to review and refinement of Resource Allocation and Business Planning pilot Q4 2004 & Q1 2005 Objects on the suitability of their product as a platform on which to develop the costing Model. The Department is undertaking a refinement of the Resource Allocation and Business Plan at the request of the Financial Sub Group of SecretariesGeneral. Work done to date on the balanced scorecard needs to be reviewed in light of the revised goals in the Department‟s new Strategy Statement. If not yet achieved or did not meet commitment date please provide further details Pilot a high level (i.e. MAC level) balanced scorecard First half of 2005 General Efficiencies: Delivery of staffing efficiencies, subject to consultation on resources, arising from the implementation of the Service Delivery Modernisation (SDM) Programme 1 & 2 in the following areas (see also Page 52 re SDM)  Child Benefit, Letterkenny HQ Office; Following on from the implementation on SDM Phase 1 in Child Benefit and the ongoing roll-out of GRO on-line birth data, 22 staff in the Child Benefit area were 31 Commitment Specific Action Date Achieved PROGRESS UPDATE redeployed to work on the Maternity Benefit scheme which was transferred from the Longford office to Letterkenny. Of the 22 posts, 10 permanent posts were redeployed from Child Benefit as a result of efficiencies arising from the new system development and new organisational structures and processes. The remaining 12 posts were temporary posts created for the SDM project and no longer required. A further 5 permanent posts were reassigned to other duties e.g. additional security and control work and phone duties. IT project for SDM Phase 2 is underway since June 2004. The Organisational Change project was initiated in December 2004. Project covers Retirement/Old If not yet achieved or did not meet commitment date please provide further details  Pensions Services Office, Sligo; and  Bereavement Grants, Longford HQ Office. 32 Commitment Specific Action Date Achieved PROGRESS UPDATE Age Contributory Pension schemes, related Household Benefits/Free Travel and other allowances as well as Bereavement Grant. The first release of the project i.e. (Contribution History Object) will be implemented in June 2005 with full implementation of the IT and Org Change projects in Q4 2005. New organisational structures, staff cadres, roles and responsibilities, including options for redeployment of posts (not staff) or work, will be identified as part of the organisational change programme in the Pension Services Office and Longford HQ. If not yet achieved or did not meet commitment date please provide further details Review and identify performance targets that reflect the complexity and different types of claims.  Initial review of targets for 2005 business plans – December 2004;  A review of scheme level targets specifically geared to Old Age (Contributory)/ Existing targets carried forward. 33 Commitment Specific Action Date Achieved PROGRESS UPDATE Retirement Pensions in the context of preparing for SDM organisation change programme in this area – October 2005. Re-deployment of posts and/or work where efficiencies are achieved through new technologies Implement any administrative arrangements needed to take advantage of increased competition in the energy market in 2005. Includes new payment methods for group account clients as well as new deals with generators and suppliers. If not yet achieved or did not meet commitment date please provide further details Ongoing Carry out a fundamental review of the phone service in the Child & Treatment Benefit Office, Letterkenny HQ, with a view to considering what organisational/structural changes might be made to improve the service. End 2004 Consultants have been asked, as part of the SDM Phase 2 organisational change project, to carry out a fundamental review of Household Benefits and working relationships with Service Providers. Review to be completed by end April 2005. Child Benefit: Review of the operation of the phone bank completed – this included an analysis 34 Commitment Specific Action Date Achieved PROGRESS UPDATE of the attendance patterns, peak periods for calls received and peak periods on abandonment rates. Phone bank due to be re-located in early April and a new rotational structure put in place with a provision to cover all absences during peak periods. It is considered that these arrangements will result in an improvement in the calls answered V abandoned ratio and, in normal conditions, will provide a service in line with Departmental standards. Maternity Benefit: Phone answering in this area is well up to Departmental standards and is providing a high standard of customer service. If not yet achieved or did not meet commitment date please provide further details 35 Commitment Specific Action Date Achieved PROGRESS UPDATE If not yet achieved or did not meet commitment date please provide further details Document/Information Management Strategy: Devise a Document/Information management strategy and implementation plan for the Department. Further consultation with staff will be held as their co-operation will be required with the various projects/initiatives as these are defined Treatment Benefit: An average of 5,200 calls are received per week. The level of abandoned calls has reduced due to revised work practices which are on trial, following consultations with staff. The statistical information now available due to a phone upgrade will also be reviewed. 1. initial research and analysis carried out in relation to the overall strategy; 2. Request for proposals for consultancy support to develop the document/information strategy to issue in Q 2 2005. Q1, 2005 New Payment Strategy: Develop a new payment strategy with particular reference to identifying the possibilities for more efficient methods of payment of benefits/allowances and maximising the opportunities and 36 Commitment Specific Action Date Achieved PROGRESS UPDATE benefits which may arise in the wider financial sector. Payment and Reconciliation Project (PARP): Complete Phase 1 of PARP Mid-2005. Phase 2 will commence within the reporting period on the basis of decisions to be taken on the options emerging from Phase 1. EFT Payments: Payment by EFT to suppliers began in early 2004. This will be extended to more suppliers/departmental customers over the coming months. Provide for the payment of T&S expenses to staff by EFT by end 2004. Strategic Study and Payment Strategy Report completed. If not yet achieved or did not meet commitment date please provide further details On target for completion of Phase 1 with submission of Phase 1 Final Report to the Department‟s Management Advisory Committee by mid-2005 for consideration of recommendations for solution. Rollout of EFT option continuing and will be completed on schedule by end 2005. Payment of T&S expenses by EFT to staff was made available by the target date of end Upgrade of Oracle Financials: Complete upgrade. Progress the extension of the Oracle inventory model to other HQ Offices. 37 Commitment Specific Action Date Achieved PROGRESS UPDATE Mid 2005 2004. The expected completion date is 31 October 2005; the Oracle Application itself will be upgraded earlier than this in Step 2 of the process – see over. If not yet achieved or did not meet commitment date please provide further details New Overpayments and Debt Management System Implement new system and procedures. Project will be implemented on a phased basis. An implementation plan will be devised Q1, 2005, based on the system build, integration and data strategies, subject to consultation. Implementation of Phase 1 of new system, Q1 2006. System build, integration and data strategies developed. Future phases will follow. Original target date based on assumptions following advice from Oracle Consulting with regard to the upgrade path to be followed. This was later discovered to be incorrect. A revised 3-step upgrade path stretching over a much longer timescale has been deemed necessary. Implementation Plan has been 38 Commitment Specific Action Date Achieved PROGRESS UPDATE If not yet achieved or did not meet commitment date please provide further details finalised. Phase 1 of the OPDM project remains on schedule to go live in Q1 2006 3 [Ref 20.16] Better Regulation The Government is committed to publishing a National Policy Statement on Better Regulation in 2003. A model of Regulatory Impact Analysis (RIA) will be introduced on a pilot basis in a number of Government Departments during 2003. In the light of the pilot phase, a model of RIA appropriate to the Irish context will be introduced. Well-drafted, easily understood and accessible regulation can reduce the difficulties and costs of compliance for both businesses and citizens. Building on progress in recent years and utilising the provisions of the Statute Law (Restatement) Act, a structured programme targeted on areas where the benefits to business and the citizen are likely to be See below – Section 5, ref 20.18. 4 [Ref 20.17] 5 [Ref 20.18] Social Welfare (Consolidation) Bill Publish by Q2 2005 Government approved the drafting of the Social Welfare (Consolidation) Bill 2004 on 8 June 2004 and draft text of the Bill was forwarded to the Parliamentary Counsel‟s Office on 11 June 2004. Work ongoing since then to identify the necessary 39 Commitment Specific Action Date Achieved PROGRESS UPDATE greatest will be pursued to achieve these improvements in regulations. pre-consolidation amendments to the Principal Act and these are contained in Schedules 2-5 of the Social Welfare and Pensions Bill 2005, currently progressing through the Oireachtas. The AG‟s Office has indicated that it is expected to be in a position to certify the Consolidation Bill for publication at end of Q2 2005. Comhairle (Amendment) Bill, 2004 Q 4 2004 Published and to be progressed through the Oireachtas. If not yet achieved or did not meet commitment date please provide further details Programme of Regulation Consolidation Ongoing and will be progressed further on enactment of the Social Welfare (Consolidation) Bill planned for 2005. Achieved. Occupational Injuries (Consolidation) Regulations drafted and awaiting enactment of the Consolidation Bill before 40 Commitment Specific Action Date Achieved PROGRESS UPDATE finalising. If not yet achieved or did not meet commitment date please provide further details Stable Industrial Relations The parties are committed to maintaining a well-managed industrial relations environment to minimise disputes affecting the level of service to the public In this regard the agreement provides that: (i)No cost increasing claims for improvements in pay or conditions of employment will be made or processed during the course of the Agreement. (ii)Precludes strikes or other forms of industrial action on any matter covered by the Agreement. Performance Management Systems 7 Where these are not already in place, the parties agree that The Department will continue to participate in central discussions on the issue of the integration of PMDS into 6 [Ref 19.3, 19.6 and 20.5] Management and unions in the Department are committed to delivering on the initiatives agreed in the context of this Plan and will maintain a co-operative approach to achieve this. Immediate/Ongoing There is ongoing communication with staff unions/associations on the progression of this Action Plan. Since the inception of the Action Plan there have been a significant amount of meetings and detailed discussions with the unions/associations on a number of the important elements of the Plan. Dept. is represented on 41 Commitment Specific Action Date Achieved PROGRESS UPDATE [Ref 20.7] appropriate performance management systems will be introduced so that developed performance management systems will be fully operating in each sector of the public service by 1st January, 2005 the wider HR agenda. If not yet achieved or did not meet commitment date please provide further details Sub-Committee of General Council discussing the integration of PMDS into wider HR agenda. Information/ awareness campaign for upward feedback commenced in autumn 2004 Implement upward feedback at all stages of PMDS cycle Staff Attitudinal Survey: devise appropriate responses to issues raised in survey Ongoing evaluation of PMDS training and implementation through staff questionnaires and workshops for staff of all grades Contribute to central evaluation of PMDS Achieved 2005 Underway Commence Q4 2004 Consultation process has begun through local and regional partnerships Ongoing As required Modernisation and Flexibility The parties are committed to increased flexibility to ensure 42 Commitment Specific Action Date Achieved PROGRESS UPDATE 8 [Ref 20.6] that public services are delivered in a manner which more closely reflects the needs of its customers. In accordance with this: HR: Devolution of certain administrative HR functions to a number of initial sites in 2005, supported by training and information provision (guidelines, manuals etc.), the examination of current processes and underpinned by the utilization of the upgraded HRM System. The progression of this devolution will be monitored to ensure that these functions are carried out in accordance with best practice and that the necessary standards of confidentiality are maintained i.e. Personnel would retain its role regarding the confidential aspects of sick leave absences. An evaluation of the programme will be done at the end of 2005. A programme of consultation in respect of the planning and phased implementation of this devolution will commence in Q4 2004. - Consultation programme – Q4, 2004 - Devolution to pilot areas – 2005 onwards A Support Pack for Managers has been finalised which contains key information on a range of aspects of a manager‟s role. The contents of the Pack were informed by consultation with line managers. HR procedures are currently being examined with a view to developing a model for the devolution of day-to-day administrative HR functions. A consultation process will be conducted in Q2 2005. If not yet achieved or did not meet commitment date please provide further details Implement our HR Strategy 20032005, “Partnership, Development & Performance”. A review of the first eighteen months of the implementation of the Strategy will be completed by End-2004 A progress report covering the implementation of the Strategy from its publication in April 2003 43 Commitment Specific Action Date Achieved PROGRESS UPDATE the end of 2004 and is being informed by the discussions at partnership. Following consultation publish a new HR Strategy Early 2006 to the end of 2004 has been completed. The preparation of the progress report involved significant input from one of the Department‟s regional partnerships. If not yet achieved or did not meet commitment date please provide further details Other areas: Schemes: Co-operation with new schemes, revised schemes, rationalisation of schemes and integration of schemes; these can arise from expenditure reviews, Budget proposals, items in the annual Social Welfare Bill, etc The introduction of the new Disability Allowance Personal Expenses rate for people in institutional settings is on schedule (deadline is June 2005). All arrangements have been made. Habitual Residence Condition (HRC): Localisation of the claim processing for the HRC, subject to adequate resources and appropriate grading. Decentralisation: Develop and implement plans for the Department‟s decentralisation programme in line with the Government programme, ensuring On a phased basis by end Q2 2005 Resource implications of localisation of decisions under review. Revised implementation plan in preparation. Staff are updated regarding 44 Commitment Specific Action Date Achieved PROGRESS UPDATE timely communications with staff and endeavouring to ensure that the needs of staff are addressed in a fair and transparent way. Medical Reviews: Identify the options for more flexible working arrangements for scheduling and undertaking medical reviews and implement as appropriate. any new developments. All information is filed electronically in our internal communications system. If not yet achieved or did not meet commitment date please provide further details End June 2005 A preliminary examination of the issues involved has been completed. Through the Department‟s project governance process, a Request for Tender (RFT) is being finalised at present to conduct an indepth analysis of the whole medical certification, assessment and review processes. It is planned that this study will commence in the summer. Email addresses have been sought from all medical certifiers with almost 400 now recorded Identify the options for better communications with medical and dental practitioners, including on-line medical certification, to facilitate certification in relation to disability and End September 2005 45 Commitment Specific Action Date Achieved PROGRESS UPDATE dental payment claims and implement as appropriate. on a database. These certifiers are now being contacted electronically as needs arise – e.g. the recently threatened postal strike. It is hoped that the database will continue to grow as General Practitioners update their systems and notify the Department of their email addresses. In relation to the on-line medical certification, this will be examined as part of the consultancy project referred to in the previous action point. If not yet achieved or did not meet commitment date please provide further details Revised work practices in Disability Benefits Branch: Introduce revised work practices in Disability Benefits Branch to provide improved customer service and reduce dependency on Supplementary Welfare Allowance. Ongoing throughout 2005 The revised processing procedures continue to provide improved results. The number of DB cases processed in 3 days has increased from 3.35% (Nov 2003) to 29% in July 46 Commitment Specific Action Date Achieved PROGRESS UPDATE 2004 and 32% in February 2005. There has been a similarly successful result in reducing the numbers of cases which overlap with SWA – a 22% reduction in claims received in February 2005 compared to July 2004 figures. Ongoing process improvements, e.g. fast-tracking of claims, Live Register profiling, measures to reduce recourse to SWA, replacement of Garda signing, enhancements to the ERIN system , broadening the remit of investigative staff, and other similar initiatives, as follows: In the Pensions Services Office (PSO) Sligo, an inhouse system has been developed to provide auto acknowledgements for claims for the Widows and Orphans Pension (WOPS) schemes which has improved the processing procedures in the claim registry area. Also, in the PSO, databases have been used for Old Age Contributory /Retirement (OACP/RP) If not yet achieved or did not meet commitment date please provide further details 47 Commitment Specific Action Date Achieved PROGRESS UPDATE and WOPS schemes to deal with tax statements. This has reduced dependency on overtime for this particular task and helped streamline the process. Tax statements were issued to circa 3,000 WOPs cases and 5,500 OACP/RP cases. Process Improvements in the area of UA decisions on Means: The general practice, at present, is that a decision in relation to a customer‟s means is made by a person other than the person who decides other aspects of the claim. Proposals which have been developed provide for the amalgamation of these functions within the Local Office so that the means and claim decisions are made by the same person. Of necessity, this will require an increased level of multi-skilling of staff in Local Offices and, having regard to the training requirements, it is intended that these process improvements will be implemented during the course of 2005 in the If not yet achieved or did not meet commitment date please provide further details Subject to agreement being reached on a Draft Office Notice, it is envisaged that discussions with the Staff Side will commence in Q1 2005 and will take particular cognisance of training needs, appropriate grading and resources. The CPSU has indicated that it will not be cooperating with this item. Draft Office Notice governing implementation agreed with the PSEU. 48 Commitment Specific Action Date Achieved PROGRESS UPDATE context of the 2005 Business Plans. ERIN: Subject to consultation and agreement, use of the ERIN system within Local Offices (LOs) for a range of LO tasks including recording of claims and reviews to Inspectors, desk assessments, control interviews, savings, COE activity with attendant outcomes and PPSN applications. Desk Assessments: Best practice in desk assessments by investigative staff covering agreed schemes to be developed through discussions between regional management and the Social Welfare Inspectors‟ Branch. If not yet achieved or did not meet commitment date please provide further details Proposals to be finalised by regional management in Q2 2005 for discussion with the Staff Side with a view to implementation Q4 2005 Implementation Q2 2005 Proposals on best practice currently being finalised for consideration by Regional Management. Discussions will then take place with the Social Welfare Inspectors‟ Branch. Underway – some 200 claims per month are being received from recipients of relevant schemes – see over. The Old Age (NonContributory) Pensions (OAP) section in the PSO Extend desk assessments in the PSO to OAP on the basis of criteria agreed with Control Division. Implementation Q1 2005 49 Commitment Specific Action Date Achieved PROGRESS UPDATE Statistics indicate that 72% of these applications are desk-assessed and awarded the maximum rate of pension. Lunch Time Opening: Introduce extended opening hours in offices where this was deferred in 2004 due to significant shortfalls in staffing levels. Implement as shortfalls in staffing levels addressed. Extended opening hours, including lunchtime opening, now in operation in 41 of the 42 offices involved. The final office, Nutgrove, will come on stream later this year on completion of major renovations in the office. Plans currently being finalised by HQ and Decentralised offices. Formal notification of arrangements in place will issue to all Local Offices by late March/early April. A pilot is underway on the Disability Benefits side whereby calls are answered from 9.00am to HQ and Decentralised offices to provide cover during lunch-time to support Local Office staff in the delivery of services during lunch-time. Q1 2005 If not yet achieved or did not meet commitment date please provide further details proactively issues a one-page OAP claim form to all recipients of Disability Allowance, PreRetirement Allowance, Farm Assist or the Back-To-Work Allowance, 3 months in advance of their 66th birthday. On receipt of completed claim forms, those who were receiving maximum rate payment on any of the above schemes and who declare their weekly means to be at or below €7.60 are immediately awarded maximum rate 50 Commitment Specific Action Date Achieved PROGRESS UPDATE 5.00pm. If successful, this will be implemented on a continuous basis from April onwards. Control: Review of Control Action Plans to address issues identified in the risk assessment process to be undertaken, and scheme owners to address any deficiencies in the Plans emerging from this review. A minimum of two baseline fraud and error surveys to be undertaken annually. Review completed and deficiencies identified addressed by scheme owners. If not yet achieved or did not meet commitment date please provide further details OAP. In all other cases, the case is referred to our inspectors to conduct a means investigation. Survey of Disability Allowance commenced as planned 28 January for completion by end March. Second survey scheduled for Q3. OPFP localised in a further 3 offices since January and a further 7 offices scheduled by end May, bringing the total Offices involved to 29. Localisation of OPFP: OPFP to be localised in a further 22 offices on a phased basis during 2005. Proposals for localisation in the remaining 17 Offices, which account for about 5% of claims, to be finalised by end 2005. Existing stock of cases to be rolled out to 3 Local Offices (Tallaght, Finglas 51 Commitment Specific Action Date Achieved PROGRESS UPDATE and Waterford) on a phased basis in Q3/Q4 2005, following the successful completion of all outstanding IR issues and subject to all files being cleaned up and relevant documentation attached, for the purposes of identifying and addressing all of the issues involved in the take-on of stock generally from the Pension Services Office (PSO) Sligo. Co-operation with organisational changes consequent on diminution of OPFP claimload in the PSO in 2005. This will involve the redeployment of posts and/or work arising from efficiencies through the transfer of work. The redeployment of work will be dealt with in accordance with normal practice. Garda Signing: Implementation of new arrangements to replace Garda signing. To be completed by April 2005. On schedule for completion by April. If not yet achieved or did not meet commitment date please provide further details Identity Management: Review of the PPS Number Registration Process to implement The number of outlets for PPS Number allocation is being reduced to 1 per 52 Commitment Specific Action Date Achieved PROGRESS UPDATE procedural improvements – including a reduction in the number of offices allocating PPS Numbers, enhanced procedures, greater involvement by investigative staff and a review of the current training and procedures on identity control at registration, subject to consultation and adequate resources in accordance with the LO staffing template. See also „SAFE‟ programme – section 10, ref. 21.6 below county. The level of additional resources required in the offices in question is being finalised and the new accommodation requirements in Dublin City is being pursued. Discussions will take place with the Staff Side when proposals are finalised. If not yet achieved or did not meet commitment date please provide further details SDM Phase 1: Complete the organisational work associated with multi-skilling and teamworking in the Child Benefit area – i.e. by completing the development of the General Payments function. Completed. Achieved in line with the planned rollout of electronic birth registration. ICT: Develop and implement plans for local ICT support services. Matter is being examined with a view to bringing forward proposals in the context of decentralisation. 53 Commitment Specific Action Date Achieved PROGRESS UPDATE If not yet achieved or did not meet commitment date please provide further details Labour Market Schemes: Common registration: Progress issue of Common Registration with FÁS, via joint working groups, over the next 12 months. The initial Working Group meeting was on 31 August 2004. To commence Q1 2005 Profiling:  Examine the feasibility of introducing profiling as a way of identifying categories likely to remain on the Live Register beyond specified periods and to determine the nature and timing of the interventions required in such cases, as a Live Register management tool;  Local Offices to capture some additional details relating to customers over a short period, most likely a period of 1 month, in order to assess the feasibility of introducing profiling of the Live Further meetings have taken place between the organisations with terms of reference in place for consideration of inter alia data exchange and common registration. CPSU has indicated that it will not be co-operating on this item. A 2-3 day trial was to be undertaken in 3 offices to identify and address any issues arising from the questions to be asked of customers. The PSEU has agreed to this trial without prejudice to their position in respect to the main 6-week project due to commence in April. 54 Commitment Specific Action Date Achieved PROGRESS UPDATE Register. Qs 2+3 2006 If not yet achieved or did not meet commitment date please provide further details Back to Education Allowance (BTEA): Localise the administration of the BTEA for 2006/07 academic year with a view to promoting a more pro-active approach to activation for various relevant customer groups, subject to consultation with the Staff Side in relation to the grading of the work. Supporting people with disabilities: Pilot, as agreed with FÁS, an integrated employment support approach for people with disabilities. Phase I completed Q1 2005 Based on the initial outcomes of Phase 1, Phase 2 will run for 6 months. Commenced with effect from January 2005 and on schedule. An interim report is to be published by June 2005. Facilities Management: Waste Management: Introduce a new Waste Management System with the emphasis on reducing the amount of waste going to landfill/increasing amount to be Pilot currently underway in Dublin HQ Offices. Review early in 2005. Subject to consultation, it is expected to be introduced on a gradual basis – firstly to other offices in Dublin and then Review by end of Q1 2005 55 Commitment Specific Action Date Achieved PROGRESS UPDATE recycled. to the rest of the country by end-2005. If not yet achieved or did not meet commitment date please provide further details Automating the support function: Introduce an automated Facilities Management package to improve management capability and customer service/support within the Department‟s Facilities Management Unit. A new computerised help-desk is expected to be introduced in early 2005. This will also enhance the management of contracts and budgets within the unit. Improvements in procedures for asset tracking of non-IT items are also under consideration at present. Achieved: introduced in Q1 2005. To end-2005. Improving the procurement process: Rationalise the procurement process in the Department to allow for a more focused approach to procurement matters generally and facilitate the requisite skills being concentrated in one area. Procurement Governance is being enhanced to give senior management improved oversight of all procurement. Work on this will continue throughout 2005: 1. New project proposal clearance and reporting 56 Commitment Specific Action Date Achieved PROGRESS UPDATE procedures put in place January 2005 2. Revised project Initiation Document (PID) - April 05 3. Reporting Framework June 2005 4. Other necessary enhancements – Oct 05 Team working and crossfunctional working 9 [Ref 21.5] All of the parties will co-operate fully with initiatives in these areas and it remains open to management to implement such initiatives in accordance with the provisions of this Agreement. Co-operation with teamworking arrangements, i.e.  New working structures and reporting relationships (e.g. establishment of teams and team leaders) Establishment and operation of multi-functional teams Setting of team targets with individual input to targets and monitoring of progress against these targets Development of a multi-skilling approach, within existing In accordance with business plans and relevant project timescales. SDM Phase 2 organisational change programme will define organisational structures, roles and responsibilities as well as reporting relationships and spans of control for the management of Phase 2 schemes. Recommendations on the establishment of multifunctional and multiskilled teams as well as defined performance targets will be If not yet achieved or did not meet commitment date please provide further details    57 Commitment Specific Action Date Achieved PROGRESS UPDATE arrangements See also references to SDM Phase 1 above (pages 17-19) and to the development of the General Payments function in Child Benefit (page 42). Co-operation with implementation of new organisational re-design and process re-design within the Old Age (Contributory)/ Retirement Pensions and Bereavement Grants area in the PSO arising from SDM Phase 2 project will include teamworking, multiskilling, end-to-end processing, multiple grades – for example pensions and Household Benefits as one decision and decision at appropriate grade. Team-working has also been introduced into the Accounts Branch and will be extended within the reporting period. New Technology and eGovernment 10 It is accepted that the use of new Carry out a review of current service Review Q1, 2005 On Target implemented as part of the full implementation of SDM Phase 2 in Q4 2005. If not yet achieved or did not meet commitment date please provide further details Continuing. 58 Commitment Specific Action Date Achieved PROGRESS UPDATE [Ref 21.6 and 21.7] technology may necessitate significant change in work processes in order that the benefits of technology will be maximised. There will be full co-operation with the design and implementation of eGovernment projects. delivery channels with a view to maximising opportunities from emerging technology developments e.g. REACH, SDM, etc Plan Q2 and implementation in line with the plan If not yet achieved or did not meet commitment date please provide further details Development of a channels strategy is underway. Preliminary analysis of the phone service is complete. Development of Customer Service Framework for Contributory/Retirement Pension Schemes underway. To be completed June 2005. Plans for the implementation of e-claims are progressing in line with REACH developments - a number of services have been identified for the launch of the Public Service Broker . Develop and plan the implementation of e-claims through phone and online channels. Operational Data Management: Define, agree and implement an operational data management strategy for DSFA. 59 Commitment Specific Action Date Achieved PROGRESS UPDATE Target: Q3 2005: Work is progressing on schedule to develop an Operational Data Management Strategy which will set out Departmental principles, policies and high-level standards for the capture, custodianship and stewardship of operational data. SDM Phase 2: Develop and implement SDM Phase 2 for relevant schemes administered in the PSO and Longford HQ (Bereavement Grant), according to the plan, to include, for example, the following:  Customer contact centres; Work has commenced on the definition of a Customer Service Framework for SDM Phase 2 schemes. Customer service principles have been If not yet achieved or did not meet commitment date please provide further details See background note on SDM Phase 2 project under the heading General Efficiencies – pages 17-19. 60 Commitment Specific Action Date Achieved PROGRESS UPDATE agreed including the use of the phone in the claim management process.  Simultaneous processing of claims and related allowances by one person (e.g. pension and household benefits). Currently these are processed in separate functional areas by a number of staff;  Proactive claim initiation – e.g. invitation to customers to claim pension;  Use of digital signatures by staff and customers; Work now commencing on high level “to be” organisational structure, processes and procedures. If not yet achieved or did not meet commitment date please provide further details Definition of new customer service framework, will include proactive claim initiation Work in progress on the development of a facility for the use of digital signatures by staff impacted by SDM Phase 2 system development. Will be implemented as part of the IT development and organisational change programme for SDM Phase 2 schemes  Address user needs and requirements of all staff with disabilities. 61 Commitment Specific Action Date Achieved PROGRESS UPDATE Continue process of extending decision level to appropriate grade in Old Age Pensions. If not yet achieved or did not meet commitment date please provide further details The appropriate level of staffing numbers and grading structures forms part of the organisational change programme for SDM Phase 2 schemes. To be implemented in conjunction with Service Delivery Modernisation (SDM) technology and business projects in late 2005. Develop and implement a Document Management solution for Retirement and Old Age (Contributory) Pension, related Household Benefits and Bereavement Grant. See also earlier reference under Efficient Use of Resources above. Interim solution agreed for implementation in Q4 2005 for SDM Phase 2 schemes. Procurement and organisational issues to be addressed as part of the implementation process. Development of the Contribution History Object is nearing completion. A decision to implement an enhanced technical architecture and development platform delayed implementation from Q1 to Q2 of 2005. A key element of the development of this facility was the capture of Develop and implement a Contribution History Object to capture and integrate the complete contribution history record of customers. To be implemented Q1 2005 62 Commitment Specific Action Date Achieved PROGRESS UPDATE 3.1 million index cards and 5 million register pages (details of insurance records) in electronic format. Ongoing 2005/2006 Implement an initiative to validate customer identity data and contribution history record in advance of pension age for potential Retirement and Old Age (Contributory) Pension customers. Use technology to support staff in the process of Retirement and Old Age (Contributory) Pension claims through automation of  interpretation of contribution records;  determination of means;  payment of Bereavement Grant. A communications strategy is in place. Staff, partnership committees and unions updated on an ongoing basis by way of briefing sessions and demonstrations of the To be implemented in conjunction with SDM technology and business projects in late 2005 Work has commenced and will be ongoing in 2005. A new Unit set up to clean up identity and contribution history data. Work is ongoing on system development. Interpretation of contribution records now developed. If not yet achieved or did not meet commitment date please provide further details The Department is committed to an inclusive consultative process with staff during each phase of the development and implementation of the SDM programme in accordance with the SDM phase 1 written agreement 63 Commitment Specific Action Date Achieved PROGRESS UPDATE with the CPSU dated 19/4/02. This process will address any valid concerns in relation to career implications identified by the staff side and all staffing/grading issues will be progressed via these mechanisms. Specifically these mechanisms include the option for the use of facilitation. system developed to date. A newsletter issues on a quarterly basis. If not yet achieved or did not meet commitment date please provide further details SDM Phase 3: Develop and implement SDM Phase 3 in line with plans. The Department will ensure that user needs and requirements of all staff with disabilities, accessing the SDM system, will be met in phase 3 of the SDM project. Q2 2006 Continue to develop Public Service The PSI project is Identity (PSI) services to enable underway. Implement agencies using the PPS Number as their end Q1, 2005 customer identifier :  to identify their customers and authenticate their identity in transactions based on a set of data provided by the customer  to verify the PPS Number of a customer where this has been provided, and PSI Services are under development and testing has commenced. 64 Commitment Specific Action Date Achieved PROGRESS UPDATE to establish a PPS Number in respect of a customer where one is not provided. Access to these services will be via the Public Service Broker. Progress the SAFE programme of work to develop a standards based framework for the Public Service Card/token. The overall objective is to develop a standard which will provide secure authentication at the point of access for services and, over time, substantially reduce the need for people to hold multiple cards for public services – see APPENDIX for further information. Develop a Departmental implementation plan in line with SAFE recommendations to include free travel and epayments. Substantial progress within 6 months. SAFE programme of work on target. A set of agreed business principles which together comprise a Standard for a Public Service Card/ Token are in draft form. Final Steering Group meeting of this phase of the SAFE programme will take place in March to agree the draft standard.  If not yet achieved or did not meet commitment date please provide further details Develop a new IS Strategy to secure our ability to continue to meet our payment and other obligations and to maximise opportunities from the deployment of modern technology. Atypical Working Arrangements Strategy study completed and drafting in progress. 65 Commitment Specific Action Date Achieved PROGRESS UPDATE The work pattern may be such in Temporary staff will continue to be specific areas that specific work employed on a contract basis in line processes can be performed with central agreements. most effectively by part time staff. Situations may arise where the need to respond to temporary pressures may require the employment of temporary staff or outsourcing of work. Unions will be notified in advance of initiatives of this kind. Ongoing Temporary staff will be taken on for the 2005 Term Time season If not yet achieved or did not meet commitment date please provide further details 11 [Ref 21.8] 12 [Ref 21.9] Options will be examined and evaluated as necessary, with proper consultation. Attendance Patterns 13 [Ref 21.10] In order to provide a satisfactory level of service to the public, there is a need in certain areas for changes to the standard working day in order to provide services outside the traditional “9 to 5” pattern. The parties are committed to discussions to establish how this can best be achieved, where required. Introduction and implementation of a new Time and Attendance System. Selection Q1 2005 and implementation in remainder of 2005 and early 2006 Project has commenced. Analysis of requirements underway with a view to being complete and ready to go to tender in May 2005. In the process of A joint working group comprising management, PSEU and CPSU By Q3 2005 66 Commitment Specific Action Date Achieved PROGRESS UPDATE representatives to examine and report on the feasibility of extending the flexi bands to 8 a.m. and 7 p.m., the issues arising from such an extension and ways of addressing these issues. Finalisation of Department‟s Attendance Management Policy If not yet achieved or did not meet commitment date please provide further details setting up working group. Plan to hold initial meeting of group before end Q1 2005. Q4 2004/Q1 2005 Implementation in the remainder of 2005 and review at end of 2005. The Policy is being finalised and will be circulated to all staff in April 2005. Devise and implement a programme of Health Promotion Programmes Q4 2004 onwards Some additional information has been provided to staff as part of a health promotion programme. Information talks in preparation. Research into this issue is being conducted. Redeployment of Staff 14 [Ref 21.11] Redeployment of staff may be necessary on occasion to respond to urgent work demands. Management of the Agreement to move staff between offices in the same general location, due to the demands of the work In accordance with established practice. 67 Commitment Specific Action Date Achieved PROGRESS UPDATE Introduction of Change and New Development 15 [Ref 21.12] 21.12 In accordance with the partnership approach, unions will be informed in advance of all new significant workplacerelated initiatives, the reasons for them and the proposed implementation date. Notification will be given in advance and in sufficient time to allow discussions with the union(s) concerned to take place. Such discussions will cover the nature of the changes involved, the reasons for them and any impact on staff. The discussions will be approached in a partnership manner and will be concluded in time to allow the changes to be introduced by the date specified. Subject to this, it is accepted that management have the right to implement changes in accordance with the provisions of the Agreement. eGovernment Management, staff and unions/ associations in the Department will continue to communicate and meet on the progression of the various elements of this Action Plan. Ongoing If not yet achieved or did not meet commitment date please provide further details 68 Commitment Specific Action Date Achieved PROGRESS UPDATE 16 [Ref 20.19] The parties are committed to the further development of eGovernment on the following basis: (i) facilitating better citizen access and interaction with the public service by realising the potential of information and communication technologies (ICTs); (ii) building collaborative knowledge-based structures focused on serving both citizens and the public service; and (iii) facilitating continuous adaptation and improvement in service delivery by fully utilising ICTs to deliver public services seamlessly and across traditional boundaries. T The parties commit to full cooperation with the further development and Our e-Government commitments are at 21.6 and 21.7 above. If not yet achieved or did not meet commitment date please provide further details 69 Commitment Specific Action Date Achieved PROGRESS UPDATE implementation of eGovernment policy as outlined in „New Connections‟, the Government‟s Action Plan to realise the potential of the Information Society The parties agree to the establishment of a mechanism to verify that all sectors, organisations and grades in the public service deliver outputs in line with the provisions of this Agreement. This mechanism will be established in accordance with Section 26. Open recruitment will be introduced for appointments above existing entry levels and one-year contracts will be extended to all new recruits to the Civil Service starting on 1 January, 2004 In order to deal with certain skills and expertise shortages the following specific measures have been agreed: (i)Beginning with IT, HR and If not yet achieved or did not meet commitment date please provide further details 16 a [Ref 22.24] 17 [Ref 20.25] We will adhere to the monitoring arrangements as set out Section 26 of „Sustaining Progress‟ 18 [Ref 22.10] One-year contracts will be extended to all new recruits to the Department once this has been advised by the Department of Finance. Awaited from D/Finance Awaiting confirmation from Dept. of Finance 19 [Ref 22.11] Assignments have already been made under this recruitment process in an office under the aegis of the Department. The process of identifying areas where the skills and Two assignments made to date. 70 Commitment Specific Action Date Achieved PROGRESS UPDATE financial management areas, open recruitment will be introduced (ii)Any need for open recruitment will be identified and communicated to the relevant union/unions with a view to reaching agreement on the matter speedily. (iii)The trade unions are committed to co-operating with such open recruitment in circumstances where there is a need for it. (iv)In the event that the parties have difficulties on such issues, a third party adjudication mechanism will be established immediately after ratification of this Agreement. This mechanism will make a final decision on any matter referred to it within a two month period. (v)There will be a review of these arrangements within 12 months to ensure that significant progress is made. expertise required are not available in the Department and the wider civil service and open recruitment can be utilised will continue. If not yet achieved or did not meet commitment date please provide further details 71 Commitment Specific Action Date Achieved PROGRESS UPDATE If not yet achieved or did not meet commitment date please provide further details 20 [Ref 22.11] (vi) The Civil Service may recruit in any year a number of staff at the level of Higher Executive Officer, Assistant Principal and Principal Officer (and equivalent grades) equal to the number of staff in those grades who had resigned from the Civil Service in the previous year to take up positions in the private sector or elsewhere in the public sector. (vii) Where posts, which are normally filled by promotion, are filled under the terms of the above arrangements by open competition, they will be regarded as fulfilling the requirements to fill posts by interdepartmental competitions and will also count towards the fulfillment of quotas of posts to be filled by open recruitment at lower levels where appropriate. Identify numbers who resigned from Civil Service in the course of 2004, at the level of HEO, AP, and PO (and equivalent grades). The Department will comply with central arrangements. End 2004 No resignations at HEO, AP or PO level in this period. An exit interview procedure will be finalised building on the current process and in line with best practice Implementation Q1 2005 onwards Some research carried out. 72 Commitment Specific Action Date Achieved PROGRESS UPDATE 21 [Ref 22.14, and 22.15] Discussions will take place so that greater use of competitive, merit-based promotions within Departments will be introduced and progressed over the life of the Agreement. Progress in this regard must be based on competitive selection methods used in Departments demonstrating best practice in this area. Specific measurable progress is to be made within individual Departments on a progressive basis over the life of the Agreement. Continue the process of making promotions on a competitive basis in a significant and increasing proportion of cases, in all grades from Clerical Officer to Principal; Competitions to be Conducted: Internal competitive process for promotion to the EO grade, open to CO and SO Internal competitive processes from EO to HEO 2005 Planned for Q4 2005 As defined in “Sustaining Progress” If not yet achieved or did not meet commitment date please provide further details Q4 2004/Q1 2005 Advertised. Will take place in April/May 2005 Competition completed and panels established. Internal competitive process from HEO to AP Conducting of internal competitive process from AP to PO Q4 2004/Q1 2005 Q1 2005 Scheduled for Q2 2005 22 [Ref 22.16] In the case of grades that are covered by the Executive Officer dual promotion structure, the following arrangements will apply: (i) Discussions will take place with a view to concluding an agreement on extending the proportion of See above 73 Commitment Specific Action Date Achieved PROGRESS UPDATE competitive merit-based promotions within Departments by mid-2004 and their introduction at the first opportunity thereafter; (ii) Where competitive promotion systems do not apply in Departments they will be introduced and progressed over the life of the Agreement.” 23 [Ref 22.17] (ii) The proportion of posts filled under mobility provisions of interdepartmental promotion competitions will be increased from 33.3% to 40% from the beginning of the next competitions to be held under the existing arrangements for interdepartmental promotion schemes. This proportion will be increased to 50% from the date equating to the commencement of the next subsequent competition for promotion to Principal level. Respond appropriately to  Proposed changes in the percentages of posts filled under mobility provisions of inter-departmental promotion competitions, subject to inter-departmental liabilities (import/export quotas), and  The running of regional interdepartmental promotion competitions outside the Dublin area. If not yet achieved or did not meet commitment date please provide further details Further discussions will be held with the PSEU on the development of a mobility policy for the EO and HEO Discussions will be finalised Q1 2005 Meeting with PSEU is pending. 74 Commitment Specific Action Date Achieved PROGRESS UPDATE In this context, provision, will be made where feasible for a scheme of regional interdepartmental competitions outside the Dublin area to be in place as early as possible; 24 [Ref 22.17] In the event that problems arise in direct discussions in relation to the manner in which any of the above provisions are to be implemented, the issues involved will be processed with the aid of a facilitator, and if necessary, referred to a third party adjudication in order to assist the parties meet the objectives identified above. Training 25 [Ref 20.20] The parties are committed to continued training and development for all staff The target spend on training  DSFA will publish its Departmental Training and Development Strategy  Training needs arising from PMDS will continue to be the Department‟s By early 2005 On target. grades. These discussions will take account of the implications of the decentralisation programme. If not yet achieved or did not meet commitment date please provide further details Issues will be referred to the centre as appropriate. Ongoing In the Pension Services Office, an in-house 75 Commitment Specific Action Date Achieved PROGRESS UPDATE 25 a [Ref 22.20] and development in the Civil Service will be 4% of payroll by 2003. priority. training course has been developed aimed at addressing the development of “management” responsibility for EOs and SOs. The course, which was run on a pilot basis in one area, has proved very successful. The work involved will serve as a positive foundation for further management training at SO/EO level within the SDM organisation redesign. If not yet achieved or did not meet commitment date please provide further details  Training needs will form a key part of our decentralisation strategy. A Decentralisation Training Strategy will be developed by 2005.  Spending on Training & Development exceeded 4% of payroll in 2001 and 2002 and is due to do so again in 2003. (2004 figure will be updated when available). Partnership 76 Commitment Specific Action Date Achieved PROGRESS UPDATE If not yet achieved or did not meet commitment date please provide further details 26 [Ref 22.23] The recommendations of the Review of Partnership in the Civil Service will be considered by a SubGroup of General Council which will present proposals for the development of partnership to General Council. The parties are committed to building upon the structures that have been established, and to further embedding and refining the process across the public service, in order to deliver real improvements in performance at organizational level, involve staff in the change and modernization process and improve the working environment. Equality The parties agree to continue to work to promote equality of opportunity for all Civil Implement the findings of „Promoting Partnership: the action plan for partnership in the Department of Social & Family Affairs‟ 2 phases: Phase I to end2004 and Phase 2 from Q1 2005 onwards On target 27 [Ref 20.9] 28 [Ref 22.25] Continuing implementation of the Gender Equality Action Plan 20032005 (based on the Civil Service Gender Equality Policy) including the Ongoing 77 Commitment Specific Action Date Achieved PROGRESS UPDATE Service staff in accordance with these policies. achievement of Government targets for female representation at the AP and PO grades). Review of the implementation of the Plan at the eighteen-month stage. The Department of Finance is currently drawing up proposals with a view to developing action plans to ensure that the Government‟s policy, of a 3% employment target for people with a disability, is implemented as effectively as possible. Particular consideration will be given to improving monitoring arrangements. Further development and implementation of programmes and initiatives in line with the Civil Service Diversity (Equality of Opportunity) Policy. Review will commence in April 2005. Some diversity awareness training is being conducted. Further initiatives planned for Q3/Q4 2005 All assistive technology needs for staff with visual impairments have been met. Staff with hearing impairments have been individually assessed by Nat. Assoc. for the Deaf and equipment purchased. Current focus is on assessing and meeting needs of staff with physical disabilities. Percentage of staff recorded as having a disability is 3.22% If not yet achieved or did not meet commitment date please provide further details Mid-2005 28 a [Ref 22.27] Ongoing 28 b [Ref 20.21] The public service will continue to build on the significant progress which has been made in regard to policies on equality and diversity in order to promote equal opportunity in all aspects of civil and public service employment. Further progression of initiatives and supports aimed at addressing issues affecting staff with disabilities, including the active promotion of career paths for these staff, building on the work carried out to date and in line with a Partnership report and developments across the civil service in this area. These initiatives will be overseen by a Monitoring Group, the membership of which includes staff with disabilities. Ongoing More generally, the Department has issued (in week commencing 21 March) a request for tenders for the provision of diversity awareness training to its staff. Progress will be reported in future updates. 78 Commitment Specific Action Date Achieved PROGRESS UPDATE Development and implementation of training and awareness raising initiatives in line with the Civil Service Anti-Bullying, Harassment and Sexual Harassment Policy If not yet achieved or did not meet commitment date please provide further details Q4 onwards Further awareness raising sessions being planned at present. To take place in Q2/Q3 2005. Communication and implementation of the Civil Service Code of Standards and Behaviour to all staff. Q4 2004 Code circulated to all staff in November 2004 79 APPENDIX: SAFE Initiative In our 3rd progress report we indicated that DSFA, with CMOD and REACH, had submitted proposals to Government for the development of a Public Service Card framework which were approved in June 2004. The Government decision involves the establishment of an expert steering group to develop a standards-based framework for the Card with the PPS Number as a unique identifier. The Group is chaired jointly by DSFA and D/Finance and will report back to Government within six months of commencement of its deliberations. The programme of work has been developed jointly by DSFA and CMOD and has been named SAFE (Standard Authentication Framework Environment). A SAFE Programme Office has been established in Client Identity Services n DSFA. The first Steering Group meeting was held of 30 September with most Government Departments represented. A series of Work Groups to look at the individual requirements for a token standard (registration, token requirements, acceptance infrastructure and rules, processes and procedures) are to be established. Detailed work will also need to be completed on specific application requirements (including certain key areas such as epayments). Communication with other stakeholders such as the Data Protection Commissioner is also being established. 80 Completed commitments over the first three phases of the „Sustaining Progress‟ verification process in the Modernisation Action Plan of the Department of Social and Family Affairs As requested by Mr Eddie Sullivan, Secretary-General, Public Service Management Division, Department of Finance, in his letter of 16 February 2005, the following lists those commitments reported as completed in the previous three phases of the verification process. Customer Service   Customer Charter and Customer Action Plan launched on 19 May 2004 (3rd progress report); A databank of Blind Pension customers was developed in the Pensions Services Office (Sligo) which indicates who requires information in Braille, audio cassette, email, large print, etc. Applications for Blind Pension and the Free Schemes are now accepted, over the telephone, from visually impaired customers who are notified of the outcome of their application the same way (3rd progress report); An information guide for ex-offenders was published which brings together information on a range of topics including social welfare, housing, health, education and training, legal issues and managing money (3rd progress report); Information Services: Implementation Group established to give effect to the Department‟s Information Services Strategy. Initiatives completed include: a central information phone bank has been put in place as has a LoCall leaflet request line which is available to customers 24-7. In addition, a review of the role of the then two public offices in Dublin City was finalised resulting in their amalgamation into one, refurbished location which offers improved customer service from 9:15am to 5pm, through lunch (3rd progress report); Customer consultation - expansion in the methods of consultation with customers with, for example, touchscreen technology installed in each of the Department‟s 10 regions (1st progress report);    Efficient Use of Resources  Provision of services to an increasing customer base in an environment of resource constraint. The Department's customer base continues to increase while the numbers of staff serving in the Department has reduced. For example and as was indicated in the 3rd progress report 81  The Department's customer base at end of June 2003 was 3,124,539 1 and the number of staff serving at that time was 4,359. By the end of March 2004 the number of customers had increased to 3,218,522 (see footnote) while the number of staff had reduced to 4,291; and  Despite the increase in claim numbers, the number of claims on hands (i.e. arrears) was reduced during this period from 160,139 at end- June 2003 to 125,120 at end- March 2004. Overall, during the period July '03 to March '04, the Department's customer base increased by 3%, claims awaiting decision dropped by 22% and the number of staff was reduced by 1.6%.  Prioritisation of tasks to take account of available resources: enhancement of the work of the Department‟s Project Governance Committee which meets on a monthly basis to discuss and decide on change project priorities (allocation of IS Division staff resources, A7 consultancy and A5 computer equipment/ machinery for projects) and to ensure that a corporate view is taken of competing requirements and that resourcing decisions are based on the overall needs of the Department (2nd and 3rd progress reports); Reduction in backlogs: backlogs in the Client Maintenance Section of the Old Age (Contributory) and Retirement Pensions schemes, were reduced from 7,500 cases in January 2003 to 3,400 cases in June 2004, without any significant increase in resources (3rd progress report); Governance and Accountability    Implementation, on schedule, of the recommendations in the Mullarkey Report including establishment of a Risk Management Unit (3rd progress report); The Government has instituted an Expenditure Review process to assess the effectiveness and efficiency of programmes and reviews and to provide a basis on which more informed decisions can be made on priorities within and between expenditure programmes. The Department has been to the forefront in the implementation of this process with reviews carried out in 16 areas of the Department and 2 more completed during the reporting period, i.e: on Sickness/Disability schemes (1st progress report) and on the Back to School Clothing and Footwear Allowance (3rd progress report); Management Information Framework (MIF):  Oracle Financial systems in place (1st progress report);  1 This figure of 3,124,539 includes a number of additional customer categories to the customer base figure supplied in previous reports. The additional categories included are employment support, maternity benefit, family income supplement, health and safety payments and customers signing for PRSI credits. 82  New monthly, one-page management reports developed in 24 business areas of the Department including three Regions with a further four forms being developed. Work on completing them on a manual/trial basis underway. In addition the MIF Project Board agreed an IS solution to completing and distributing many of the reports (3rd progress report);  Staff coding and pilot RAB sub-projects completed (3rd progress report).   EFT payments: rollout to suppliers began in early 2004 (2nd progress report) and continues to be extended. Payment of T&S expenses by EFT to staff was made available by the target date of end-2004 (3rd progress report); Control strategy: Fraud risk assessment was undertaken for nine of the Department‟s schemes which formed part of the initial phase of the process. Control Action Plans have been developed to address issues identified in this process. The implementation of the Plans is monitored on a twice-yearly basis. Three fraud and error surveys were undertaken during 2004 (Child Benefit, Supplementary Welfare Allowance Rent Supplement Scheme and the Family Income Supplement). Control initiatives were also undertaken across the Department‟s 10 regions, the objective being to maximise the value to the Department from existing control work with the outcomes analysed to highlight the types of cases which should be the focus of more frequent review (3rd progress report); Central Overpayments and debt management project: Phase 1 (Project Initiation and planning) completed (1st progress report). Phase 2 (analysis of requirements) completed on target (3rd progress report). Developments will be reported on in future updates; Review of aspects of the PPS Number Registration process and controls completed (3rd progress report – see also reorganisation of the Client Identity Services under Process Improvements below). Process Improvements    Savings on transaction costs in the region of €700,000 per annum were achieved due to a modernisation initiative in the payment arrangements for the Family Income Supplement. This resulted in more payment options for customers (85% of whom had opted for payment by Electronic Fund Transfer by April 2004) and a greater cost-effectiveness in the management of the scheme with new enlarged job specifications and profiles put in place for all staff, maximising the effect of this initiative (2nd progress report); Efficiencies accruing from improvements to the administration of the Household Benefits Package (i.e. Telephone Allowance, Electricity/Natural Gas Allowance and Free Television Licence) include (3rd progress report):  Productivity improvements enabling staff to cope with increased claim volumes of up to 2,000 per month by processing applications for the 3 benefits simultaneously; 83   A „lifetime‟ TV licence is now issued to any qualifying person under new arrangements agreed with D/Communications, Marine and Natural Resources;  Savings of E2.8million estimated in a full year due to changes in the payment procedures for the Free TV Licence;  Free Travel passes are now automatically issued to customers receiving Disability Allowance, reducing administrative overheads;  Agreement with Eircom on electronic data transfer which speeds up the setting up of the Telephone Allowance on a customer‟s bill, reducing the level of phone enquiries to the Department;  In 2003, negotiations were concluded with Eircom whereby the various elements of the telephone allowance were amalgamated into a bundled package of services, provided to the Department at a discount. At the same time, the Department converted the telephone allowance into a fixed cash credit for each qualifying customer.  Enhanced work operations in the Old Age Contributory/Retirement and Widow‟s Pensions areas of the Pensions Services Office include (3rd progress report):  the creation of electronic letter templates for correspondence covering most eventualities (in 2003, the area received some 8,700 items of correspondence with a further 16,000 requests for tax statements);  reorganisation of work in the payments areas towards multi-skilling (see team-working below);  an EU liaison package which supports more efficient processing of the some 9,000 EU liaison forms issued each year on the widow‟s pensions side and the development of a database which backs-up the necessary information for follow-up queries from other EU member states;  Localisation of the One Parent Family Payment – Phase 1 completed in May 2004 with claims being processed in 12 offices which account for some 35% of all new claims. In Phases 2 & 3 (end-2004), a further 7 offices began processing claims (3rd progress report). About 50% of all new claims were localised by the end of 2004. Further progress will be reported on in future updates; Reorganisation of Client Identity Services to support, in addition to its internal departmental functions, the rollout of the GRO project, provision of an authentication service for the REACH Public Services Broker and support agencies‟ use of PSI (Public Service Identity) Services (see also review of the PPS Number registration process under the Governance and Accountability section above); Maintenance recovery processes on the One Parent Family Payment (OPFP) scheme were changed (1st progress report) with demands for maintenance recovery now issuing to all liable relatives within 2-3 weeks of the award of the OPFP payment (savings in 2003 were €14.2 million) (2nd progress report);   Better Regulation  Civil Registration Bill published in July 2003 and enacted 27 February 2004 (2nd progress report); 84   Programme of Regulation Consolidation: Occupational Injuries (Consolidation) Regulations drafted and awaiting enactment of the SW Consolidation Bill (AG‟s Office has indicated that it expects to be in a position to certify publication of this Bill at end-Q2 2005) (3rd progress report); Simplification: adoption, by the EU Council of Ministers, of a simplifying Regulation to EU Regulation 1408/71 on 29 April 2004 – one of the priorities of the Irish Presidency of the EU Council (3rd progress report). Modernisation and Flexibility  Co-operation with new schemes, revised schemes, rationalisation and integration of schemes – all of which can arise from expenditure reviews, budget proposals, items in the annual Social Welfare Bill, etc. Examples here (2nd and 3rd progress reports) include  Introduction, training for and administration of the Habitual Residence Conditions which took effect from 1 May 2004. Progress on localising the administration of this scheme will be reported on in future updates;  The annual Budget packages – e.g. in 2004, a budget package of €630 million was put in place bringing social welfare expenditure in that year to over €11 billion;  Enactment of the Department‟s contingency plan during the 2004 postal dispute which involved major changes to the working environment of many staff – these changes centred around ensuring that our customers continued to receive their payments throughout the dispute, for example (2nd progress report):  Staff in the cheque processing area implemented new procedures in response to the dispute which resulted in cheques being sorted by final        destination. Cheque collection centres were established at the Department's offices throughout the affected areas. Some offices opened outside normal working hours. Cheques for the Supplementary Welfare Allowance scheme were distributed through our offices until the Health Boards put their own facilities in place. IT solutions were put in place to assist with cheque processing and new programmes developed to respond to specific needs. Staff from Head Office areas were assigned to assist with cheque processing which required considerable manual intervention. All the Department's offices accepted mail from the public for forwarding to other areas of the Department. A transport infrastructure was established to provide a collection and delivery service to all offices. In many cases this involved staff using their own vehicles and working outside normal office hours. Staff throughout the Department implemented a myriad of minor changes to ensure that disruption of service to the public was minimised. 85  Rollout of the employment action plan - common registration with FÁS: referrals of all relevant people in all regions occurring since December 2003. In addition, a Memorandum of Understanding between DSFA and FÁS was signed on 4 March 2004. Contained in the Memorandum is a specific commitment to further progress the issue of Common Registration, via joint working groups, over the next 12 months (2nd progress report); New Technology and e-Government The major, current e-Government initiatives in which the Department was involved over the reporting period (and continues to be involved) incorporate 4 key projects:      Modernisation of the Civil Registration Service (GRO project); REACH Inter Agency Messaging Service (IAMS); Personal Public Service Number – Public Service Identity; and D/SFA Service Delivery Modernisation Programme. Integration of GRO and Child Benefit (CB) claim process to allow for more automated processing of CB claims:  Integration achieved since 8 September 2003 (1st progress report). By October 2004, automated Child Benefit claim processing was handling 80% of all births in the State with 12,500 claims processed on foot of the registration of a birth on the civil registration system. Processing times from registration to payment reduced from up to 10 weeks to a few days, resulting in improved customer service, while paper volumes and associated handling costs were significantly reduced;  What this means in practice is that all life events registered and changes made to existing records are now automatically sent to the Department‟s Client Identity Services (CIS) to create and/or maintain a person‟s public service identity;  In the case of a first child, the claim is set up on the CB system and a personalised CB claim form is sent to the mother to provide additional information, sign and return the form. For second and subsequent children, the child is added to the existing CB claim and put into payment immediately. The mother is notified of the additional payment.  For example, a baby born and registered on Monday is put into payment or the mother contacted by Thursday;  There are also scheme control benefits accruing from the integration of on-line GRO data with departmental systems – matching exercises using GRO marriage and death registration data were carried out in schemes administered in the Pension Services Office, Sligo, resulting in control savings of some E0.5 million (2nd progress report);  Integrating and eEnabling of Life Event was one of three projects chosen to represent Ireland in the EU-wide conference on Quality in the Public Service (3QC) which took place in the Netherlands in September 2004. The project was also one of 20 included in the National Showcase of Public Service Excellence in July 2004 and has been internationally recognised – including eEurope awards for eGovernment, Wall St Journal, Computerworld and the EU eGovernment Back-Office Reorganisation Project; 86  The Death Event Publication Services (DEPS) became available since 15 March 2004 (2nd progress report). This facility assists with the publication of death registration data, with validated PPS Numbers to public sector agencies for the administration and control of schemes and services. It is now being used by a variety of agencies. In addition, death registration is now being provided on a weekly basis via REACH to the National Cancer Registry of Ireland for research purposes (3rd report); Service Delivery Modernisation (SDM) Programme:  Phase 1 implemented in November 2002 with the re-design of the Child Benefit (CB) system. This required a radical re-engineering of business processes and a comprehensive training programme to equip staff and multi-skill them so as to be able to handle all aspects of the work as an essential feature of the customer focus underpinning the SDM Programme;  Further enhancement of the CB ICT system was implemented in January 2004 (see 2nd progress report) which improved performance, on-line response times and on-line audit checking (aids security and control of transactions). The time spent on audit checking was cut by 50% while the claim process time reduced by 50% to one week. All staff are now multi-skilled in core business processes; productivity gains of up to 30% were identified;  Transfer of the administration of the Maternity Benefit scheme from our decentralised Longford HQ office to Letterkenny was completed on 16 April 2004 (2nd progress report). The 22 posts required to administer the scheme were provided by the Child Benefit section;  The use of digital signatures for staff deciding eligibility for CB claims was implemented (2nd progress report);  Phase 2 was initiated for Retirement/Old Age Contributory Pension schemes, related Household Benefits and other allowances, and Bereavement Grant (2nd progress report) with the technology project commencing on 31 May 2004;   Development of the Public Service Identity (PSI) services to enable agencies using the PPS Number as their customer identifier: The project got underway (3rd report) when the Government approved, in June 2004, joint proposals from DSFA, CMOD and REACH for the development of Public Service Card Framework. Updates will be provided in future progress reports; Website development:  D/SFA implemented a new website (1st progress report) which, while retaining all of the features of the previous site, is fully disability-access compliant in line with international benchmarks. The website received an award in 2003 (2nd progress report) under the „Public Sector Times‟ annual competition for public sector websites;  A website was also developed and launched to mark the 10th anniversary of the International Year of the Family (2nd progress report);  An examination of the potential for merging the OASIS and BASIS websites was carried out by a joint working group which concluded that there was minimal duplication of content between the websites and no benefit to be gained from a merger (1st progress report); 87  Stable Industrial Relations   Maintenance of a stable industrial relations environment (all phases of the verification process); Ongoing communication with staff unions/associations on the progression of the commitments in the Modernisation Action Plans (all phases of the verification process). HR  Implementation of the Department‟s HR Strategy ongoing since its publication in April 2003 (1st progress report) which includes  Production of a Gender Equality Action Plan, 2003-2005;  Production of detailed statistical analysis of absenteeism levels (work began in late-2004 on an Attendance Management Policy, progress on which will be reported in future updates); and  A review on implementation (again, this will be reported on in future updates).  HR Management system upgrade implemented (3rd progress report); Performance Management Systems  Training on the three phases of the Performance Management and Development System (PMDS) completed in December 2003 with catch-up courses for newly appointed staff as required. By end-June 2004, a total of 1,123 courses had been held equating to over 19,000 training days (3rd progress report); Training has been evaluated and a sub-group established to monitor implementation of PMDS across the Department (3rd progress report); Staff attitudinal/climate survey carried out in February 2004 and a report on the findings issued to all staff (3rd progress report). An Action Plan to address the findings is being developed, through consultation with partnership, and will be reported on in further phases of this verification process. Training   88   Rollout of a 2-day Management Development Programme for Principal Officers and Assistant Principals commenced from October 2003; Spending on Training and Development exceeded 4% of payroll over the reporting period; Team working and cross-functional working    IS Division relies heavily on cross-functional support teams for its operation. In the Information Systems Services area, new staff are now allocated to teams for initial training and, during this period, take direction from more experienced staff regardless of grade (1st progress report); A cross-functional working group (business and ICT staff) was established on security policy implementation which came into effect in September 2004 (3rd progress report); The Department‟s Service Delivery Modernisation (SDM) Programme and other inter-linked modernisation projects such as the Civil Registration Modernisation programme, the Public Service Broker, REACH Inter-Agency Messaging Service, development of Public Service Identity (PSI) and the Child Benefit System re-design (SDM Phase 1) all cross functional, sectional and organisational boundaries, progressing the various projects entailed multi-task, cross-functional, intra/inter Agency working partnerships; the central objective being the delivery of improved services to citizens. Further details on the achievements in these major projects over the reporting period are listed in the New Technology and e-Government section below; Through the development of team-working initiatives in the Old Age (Contributory) & Retirement Pensions area (OACP/RP - located in the Pensions Services Office, Sligo), the work-on-hand in the decisions area was reduced by some 52% (by October 2003) over than held at the start of 2003 (1st progress report). Work-on-hand in the general OACP/RP area reduced from some 33,000 cases in January 2003 to 19,000 by end-August 2003, without a reduction in general claim intake (1st progress report). Staff in this area were also actively involved in process review workshops with the SDM Programme team (3rd progress report); Following the transfer of the Maternity Benefit scheme to the Department‟s Letterkenny office in April 2004, the Child Benefit organisational structure was reviewed and further refined. Arising from this review and, following consultations with staff, the number of claim processing teams was reduced while increasing the number of staff in each team. This allowed for the freeing-up of 4 permanent and 2 temporary posts. The former were redeployed to process additional EU claims and progress special control projects, while the temporary posts ceased. In addition, co-operation within the team structures resulted in all areas being up-to-date with no arrears on hand (3rd progress report);   Atypical Working Arrangements and Attendance Patterns  Temporary staff employed on a contract basis to cover short-term staff absences such as Term Time leave. 234 such staff were employed by DSFA to fill in for staff on Term Time leave in summer 2004 (3rd progress report); 89  Flexible working arrangements: completion of review, by the Department, of the impact of Family Friendly Working Arrangements (FFWA) on dayto-day business (2nd progress report). FFWA levels in DSFA are the highest in the civil service with almost one in four staff availing of some form of these arrangements. e-Working trial: Completed by the IS Division on 31 December 2003 (3rd progress report). The findings which emerged are being considered in the context of the future development of the Department‟s overall flexible working policy and progress will be reported on in future updates; In the General Benefits postal area, staff co-operation with atypical working arrangements to handle postal duties as required led to increased efficiency with a small staff saving, staff being freed to take on extra work and a decrease in the need for ongoing management involvement (2nd progress report); Extended opening hours: lunchtime opening in certain Local/Public Offices went ahead, as planned (see 2nd and 3rd progress reports). Further progress on extending these arrangements will be reported on in future updates as shortfalls in staffing levels are addressed. Outsourcing      Contract staff taken on in REACH (1st progress report); On the Department‟s voice services side, telephone administrative reporting was consolidated and outsourced (1st progress report). Redeployment  Decentralisation - DSFA established a project management structure to manage the decentralisation programme throughout the organisation, following the Budget 2004 decentralisation announcement (2nd and 3rd progress reports). Open Recruitment    Functions and posts identified where open recruitment was most appropriate with job descriptions and business cases supplied to D/Finance (1st progress report); Open competition for posts at Assistant Principal (AP) level in the Office of the Pensions Ombudsman took place (3rd progress report) and a panel formed; Required information regarding resignations from the Department collated and supplied to D/Finance (3rd progress report); 90 Promotions   Proposals agreed with the PSEU on increasing the proportion of promotions to be made to Higher Executive Officer (HEO) and AP on the basis of a competitive interview process (3rd progress report); A competition for promotion to the Staff Officer (SO) was held in Q1 2004 with the panel announced in April 2004. 1 in 3 internal SO posts filled from the competition (for which the panel expires end-2006) and 1 in 2 from the subsequent competition (2nd and 3rd progress reports); Partnership  Internal review of Partnership was completed in July 2004 (3rd progress report). An Action Plan “Promoting Partnership in the Department” was agreed and was circulated to all staff. This contains nearly 40 action points designed to re-energise and refresh the message, ethos and practice of partnership in the organisation and to deepen the contribution that partnership can make to not only improving the Department‟s service delivery approaches but the daily working environment. Progress on implementing these will be reported on in future updates. Equality  DSFA Gender Equality Action Plan, 2003-2005, published in October 2003 (2nd progress report). Action points cover the following areas:        Recruitment; Placement and Mobility; Promotion; Training and staff development; Balancing work/family responsibilities; Inappropriate behaviour, including harassment, sexual harassment and bullying; Language in publications   Expansion of the diversity awareness courses offered to staff to cover two additional elements of the equality-diversity agenda – disability and Travellers‟ issues. The course content already covered anti-racism training (1st progress report); Implementation of the recommendations of „An Enabling Environment” – a report by a partnership-based sub group which examined the issues facing staff with disabilities in the Department. Actions/initiatives progressed (3rd progress report) include: 91  All identified, outstanding assistive technology requirements for visually impaired staff progressed (equipment purchased and installed). Training for these staff provided by the National Council for the Blind;  A seminar for hearing impaired staff and their managers was held which involved the provision of information on specialised supports for them;  Disability awareness guidelines circulated to all DSFA staff – these were based on international best practice and the views of staff with disabilities;  A needs assessment procedure for new staff with disabilities is operational; while  There is an ongoing programme of access audits and examinations for departmental buildings where staff with disabilities are based.  Development and implementation of training and awareness raising initiatives in line with the Civil Service Anti-Bullying, Harassment and Sexual Harassment Policy – actions include (3rd progress report):  A copy of the policy and discussion of the issues involved forms part of the training given to all new staff during the induction process;  Modules outlining the policy and its implementation are delivered through the Front-line Managers‟ programme and the HEO skills programme;  An officer has been assigned on a full-time basis to investigate complaints and develop an awareness programme (2nd progress report) – progress on which will be reported on in future updates. ENDS Department of Social & Family Affairs March 2005 92