Documents
Resources
Learning Center
Upload
Plans & pricing Sign in
Sign Out

Competitiveness

VIEWS: 26 PAGES: 60

									             DEPARTMENT OF PUBLIC ENTERPRISE




STATEMENT OF STRATEGY 2001 - 2004




                                               1
2
To promote the provision, development and regulation of competitive,
 safe, secure and high quality services in the transport, energy and
                      communications sectors




                                                                       3
4
CONTENTS




  Foreword _______________________________________________ 7

  Overall Policy Context _____________________________________ 9

  Managing Cross-Cutting Issues______________________________13

  Inland Transport Sector ____________________________________17

  Aviation Sector __________________________________________31

  Energy Sector ___________________________________________41

  Communications Sector ___________________________________49

  Management and Staff Support ______________________________57

  The Science Based Agencies _______________________________63




                                                                   5
6
FOREWORD




This document represents an interim statement of strategy for the Department
of Public Enterprise. It is described thus because, while it meets the
requirement under the Public Service Management Act 1997 to present such
a statement every three years, the timing of the production of this document
was such that it does not sufficiently address the significant shift in the global
economic outlook of more recent times, particularly since the tragic events of
September 11, 2001. The changed economic outlook requires that we
undertake a more fundamental review of our strategy for the future and that
task has now started.

The fuller and more considered Statement of Strategy will issue in 2002 and
will contain additional material describing the Department’s organisation
structure, its staff allocation and reflect the separate strategy statements of its
two technical agencies, the Geological Survey of Ireland and Met Éireann.

The Department pursues a policy of posting as much material possible on its
website (www.dpe.ie) on an ongoing basis. Those interested in obtaining
further information concerning the Department’s organisation and its activities,
including its activities in respect of the agencies and commercial and non-
commercial bodies that operate under its aegis, are invited to visit the site.



Brendan Tuohy
Secretary-General
December 2001




                                                                                 7
8
OVERALL POLICY CONTEXT


Competitiveness
Probably the most challenging task facing the Irish Government in the next 3 -
5 years is to sustain the competitiveness of the Irish economy, building on the
phenomenal growth in recent years. It is widely accepted that
competitiveness - the ability to attract and retain business in domestic and
foreign markets - is the cornerstone of this economic success. Economic
policy is, therefore, geared towards ensuring that Ireland remains competitive
in the increasingly global marketplace.


The global economic slowdown has had a negative impact on Irish export and
investment prospects. Economic growth in 2001 is substantially lower than
that forecast and prospects for 2002 are worse with little carryover of growth
from 2001. The global economy is not expected to recover until well into
2002. Overall Government policy at this juncture is geared towards ensuring
that, as the international economy recovers, Ireland is positioned to benefit
from that recovery and to return to a strong growth path in line with medium
term potential of the order of 5% annual increases in output.


Maintaining competitiveness is a particularly high priority in the transport,
energy and communications sectors. Thus the essential task identified by the
Department in its previous Strategy Statement of being “the driving force for
the development of these sectors so that national competitiveness can
be enhanced to the greatest extent possible” remains very much a priority
for the lifetime of this Statement.


Of vital importance in our continuing efforts to ensure Ireland remains an
competitive location for inward investment, particularly in IT/e-commerce
ventures, is that we also ensure the provision of the necessary transport,
communications and energy infrastructure.


The Department has noted the OECD’s recent report on Regulatory Reform in
Ireland and its clear assertion that weak competition in key areas threatens
future economic performance. We remain convinced that we must continue to
act as a driver for change within our sectors so as to keep sustained
competitiveness at the top of the economic agenda.



                                                                                 9
Regulation
One of the Department’s high-level objectives, which it set for itself in its 1997
Statement of Strategy, was to provide for an effective regulatory framework
for the transport, energy and communications sectors in such a way as to
strike a balance between independence and accountability.

Properly designed and implemented, regulation is a powerful means of
achieving sustained economic performance, international competitiveness
and job creation. The liberalisation agenda has brought sharply into focus the
issue of regulation and how best this should be carried out so as to ensure
fairness to all market operators, encourage and sustain competitiveness and
provide the necessary safeguards to consumers. In the transformation from
monopoly markets to openly competitive ones, regulation is required to allow
market entry, ensure a level playing pitch for all operators, protect consumer
interests and ensure access to a reasonably priced basic level of service for
all.

The primary focus in the continuing development of an overall regulatory
framework is that it is pro-competition and free of unnecessary regulations
that actually restrict or inhibit innovation and enterprise.


Ownership
In light of the economic realities facing Ireland to-day and, in particular, given
our obligations as members of the EU, the issue of State ownership is no
longer as clear-cut or as easy to reconcile with wider policy responsibilities as
in the past.

It is appropriate that the Department continues to critically review the rationale
for its continued ownership of the commercial State companies. We will not
approach this in a doctrinaire fashion. Instead, questions about future
ownership will be determined on a case-by-case basis in the context of
developments in the sectors.

Total divestment of the State asset may not always be the most appropriate
response and, for that reason, initiatives such as strategic alliances or
minority IPOs will also be considered as possible solutions to future strategic
direction in certain instances.


Infrastructure
Ireland’s recent economic success has highlighted significant deficiencies in
the quality and availability of essential infrastructure. Whether it be airports,
public transport systems, electricity/gas supply or telecommunications
infrastructure, the economic boom, with its attendant increased demand
across the sectors, has highlighted the critical importance of having sufficient
good quality infrastructure. It is imperative that Ireland now augments the


                                                                                10
supply and quality of its infrastructure, in order to maintain competitiveness
and expand the productive potential of the economy in the coming years. In
short, the likely medium term growth rates for the economy are critically
dependent on existing infrastructure bottlenecks being tackled and new
strategic infrastructures being implemented.

Sustained economic growth is highly dependent on quality infrastructure, be it
in terms of reduced traffic congestion, security of energy supply or a modern
telecommunications system. The Department will work with the implementing
agencies to ensure that the necessary investment aimed at enhancing our
country’s infrastructure takes place in a timely manner.

The National Development Plan lays the foundations for our future economic
and social development. It clearly establishes the importance of infrastructure
in terms of future economic success and has as its primary objective to
ensure that Ireland remains competitive in the global international
marketplace. A key element in meeting this objective is a major investment
programme in economic and social infrastructure. This programme has to be
implemented in a manner that ensures timely delivery of projects and must
also foster more balanced regional development.

The Department will continue to work closely with our colleagues in the
Department of Environment and Local Government in shaping a National
Spatial Strategy that best supports continued economic progress and that
contributes positively towards the attainment of regional economic
convergence. This will be one of the Department’s key objectives in managing
the expenditure in the NDP for which it is responsible.




                                                                                 11
12
MANAGING CROSS-CUTTING ISSUES

The Department of Public Enterprise recognises the critical importance of
managing cross-cutting issues, whether they be across Divisional,
Departmental or Geographical boundaries. We will build on our existing
efforts to improve the management of these issues, with particular emphasis
on the areas outlined below.

Cross-Divisional Issues
The Department is organised on a largely sectoral basis. Each line Assistant
Secretary is responsible for a particular sector – aviation, energy, public
transport and telecommunications. An Assistant Secretary is also responsible
for corporate services such as finance, human resources, IT, etc. There are
many issues that are of relevance to more than one sector and the
Department is committed to improving the way in which it addresses them.
During the period of this Statement of Strategy, we will pay particular attention
to the following areas:

          regulatory policy:        The Department has devoted particular
           attention to this issue in previous Strategy Statements and in 2000
           we published a policy paper on regulation entitled “Governance and
           Accountability in the Regulatory Process “. We will continue this
           work, having particular regard to the recently published OECD
           study on Regulatory Reform in Ireland.

          corporate governance of State bodies: The Department is
           responsible for a number of major commercial State bodies. We
           will continue to develop our thinking on the future role and
           governance of these bodies in a changing global and European
           economy.

          sustainable development: All our sectors are affected by policies
           that are designed to promote sustainable development. We have
           contributed to the policy development process through the
           publication of the Green Paper on Sustainable Energy and through
           our input to the work of the Department of the Environment and
           Local Government in this area. We recognise that we need to
           improve our internal structures so as to promote more effective co-
           ordination of our policy approach to sustainable development,
           particularly as it affects the interactions between transport and
           energy but also reflecting the role that the information society can
           play in reducing the demand for energy intensive transport.


Cross-Departmental Issues
The Strategic Management Initiative recognises the importance of good
management of Cross-Departmental issues for effective governance of a
modern economy and society. The Department values its strong and
productive relationships with other Departments and will continue to build on


                                                                              13
those relationships in a way that improves the way in which we deal with
issues that cross Departmental boundaries. We will give particular attention
to the following areas:

         Infrastructure: The Cross-Departmental Team on Infrastructure
          Development and Public Private Partnerships and the Cabinet
          Committee to which it reports provide a particularly valuable forum
          for addressing issues relating to the development of our national
          economic infrastructure. The Department will continue its active
          participation in this Team.        We will also work with other
          Departments to ensure the effective implementation of the
          Operational Programme for Economic and Social Infrastructure and
          other infrastructural elements of the NDP.

         spatial and land use planning: The Department strongly supports
          the development of the National Spatial Strategy and regional land
          use and transportation strategies for Cork, Limerick, Galway and
          Waterford. We will continue our fruitful collaboration with the
          Department of the Environment and Local Government. We will
          pay particular attention to promoting the use of transparent
          economic instruments to promote balanced regional development.
          We will also work to promote more effective integration of land use
          and transport policies and the provision by local authorities of
          effective priority on the road network for bus-based public transport.

         transport planning: We will continue to work closely with the
          Department of the Environment and Local Government and the
          Department of the Marine and Natural Resources in relation to
          issues affecting transport policy. A Cross-Departmental Team,
          representing this Department, the Department of the Environment
          and Local Government and the Department of Finance, is preparing
          legislation to establish a strategic land use and transport authority
          for Dublin.

         Information society: We will continue to work with the Department
          of the Taoiseach, other Departments, the Information Society
          Commission and State agencies to promote and facilitate the roll-
          out of measures to implement information society policies, including
          E-government.

         Sustainable development: We will continue to co-operate with
          other Departments, led by the Department of Environment and
          Local Government, in developing and implementing coherent
          policies to promote sustainable development in a way which
          minimises the impact on our economic competitiveness.

Our relationship with the Department of Finance is perhaps the most critical of
all cross-Departmental relationships. We will work to sustain and further
enhance our already excellent relationship on a basis that seeks to increase
their understanding and appreciation of our sectoral policy perspectives. We


                                                                             14
will continue to approach this relationship on the basis of an open sharing of
information and mutual respect for our sometimes different policy
perspectives. We will work with them to pursue the implementation of public
private partnerships and other innovative financing mechanisms for
infrastructural investment.


Cross Geographical Boundaries
Our over-arching priority in this area will be to further develop our excellent
relationship with our counterpart Departments in Northern Ireland, in each of
our sectors and in the institutional context of the Good Friday Agreement. We
will pay particular attention to areas such as gas and electricity, strategic
transport planning, rail safety and road transport law enforcement. We will
work with other Departments to ensure the complimentarity of our National
Spatial Strategy and Northern Ireland’s Shaping our Future. We will also work
to improve East-West co-operation with the United Kingdom Government, the
devolved administrations in Scotland and Wales and the island
administrations, particularly in the context of the British-Irish Council.




                                                                            15
INLAND TRANSPORT SECTOR



INTRODUCTION AND POLICY GOALS

Within the inland transport sector, the Department has policy and regulatory
responsibility for public transport and for road haulage and has responsibility
on behalf of the Government for the shareholder role in respect of CIE and the
proposed Railway Procurement Agency. The Department’s specific policy
goals are:

      To ensure the provision of a well functioning, integrated public
       transport system which enhances competitiveness, sustains economic
       progress, promotes balanced regional development and contributes to
       social cohesion;

      To ensure the provision of a defined standard of public transport, at
       reasonable cost to the customer and the taxpayer;

      To ensure the timely and cost effective delivery of the accelerated
       investment in the infrastructure and facilities necessary to ensure
       improved public transport provision;

      To provide an adequate legislative, regulatory and developmental
       framework for the road haulage industry in a way which supports
       national economic development.

The Public Transport Partnership Forum, established under the Programme
for Prosperity and Fairness, provides the partnership pillars with a vital
consultative input into the development of policies and strategies to achieve
these objectives.




                                                                            16
ENVIRONMENTAL ANALYSIS - KEY TRENDS AND POLICY
CHALLENGES

The popularity of the private car
While total travel in Ireland is increasing in line with economic growth,
passenger numbers carried on public transport has remained more or less
static in recent years and, as a result, public transport continues to lose
market share to the private car. Since the car ownership level in Ireland lags
the European average – despite recent growth – further growth is anticipated.
In fact car numbers are forecast to double in the period 1996 to 2016.
Continuing growth in car usage, as distinct from ownership alone, will lead to
increased traffic congestion and environmental degradation, particularly in
urban areas. The required response will involve a combination of measures
to improve the quantity and quality of public transport and measures to
manage the demand for travel.

Integration of land-use and Transportation Planning
The revitalisation of public transport and making it a preferred choice of travel
for as many people as possible requires a coherent approach to land use and
transport planning both nationally and at regional level. The National Spatial
Strategy, will set out a strategy for achieving balanced regional development.
It will also have important implications for future public transport investment
and service delivery and will therefore necessitate a review of our public
transport development strategy to ensure that it fully complements and
integrates with national spatial policy.

The Dublin Transportation Office’s long-term transportation strategy for the
Greater Dublin Area, A Platform for Change, published in November 2001, is
based on the land use planning framework provided by the Strategic Planning
Guidelines. Land use and transportation studies are underway in Cork and
Limerick and one has been published for Galway, which is currently being
reviewed. A further study has started in Waterford. A pilot initiative relating to
rural transport was also launched in 2001.

Future public transport strategies will reflect the diverse nature of transport
needs throughout the country. They will deal with the continuing growth of
population and economic activity in the major urban centres of Dublin, Cork,
Limerick, Galway and Waterford. They will address the needs of the
gateways identified in the National Spatial Strategy. Inter–urban travel,
regional transport and the transport needs of rural areas with low population
densities will also be considered. In the Greater Dublin Area and the other
cities and their hinterlands, particular attention will have to be given to the
coordination and integration of transport networks, in a regional land use
context.

Enlightened land use policies and practices, significant infrastructural
investment, effective traffic management, including significant bus priority
measures and demand management, are key to remedying current and
foreseen congestion.


                                                                               17
Public Transport Investment
In recent years the State has provided unprecedented levels of investment
funding for the public transport sector. This high level of investment will need
to continue for the foreseeable future if we wish to provide an effective public
transport system, meeting the requirements of a developed economy. A very
important challenge will be to improve the project planning and management
capacity of the implementing agencies to physically deliver and operate the
improved public transport system. However, the scale of the challenge is
such that there is also a major opportunity for the private sector to contribute
in this respect and the Department will explore the opportunities of applying
Public Private Partnerships in the development of new rail infrastructure. This
approach is also being widely pursued by governments worldwide.

Institutional and Regulatory Reform
A new institutional and regulatory framework for public transport has been
proposed, whereby the State will provide a broad definition of the standard of
public transport to be provided and will establish independent bodies to
procure it and regulate its provision. The State need not be directly involved
in providing public transport. However, under the new model, tender
competitions would be held and contracts entered into with operators to
ensure that required performance levels were met, in exchange for
appropriate revenue support payments where appropriate. The consultative
proposals also envisage CIE being re-structured into a number of separate
operating companies. (These policy proposals are to be found in two
Government consultation papers – ‘A New Institutional and Regulatory
Framework for Public Transport’ and ‘New Institutional Arrangements for
Land Use and Transport in the Greater Dublin Area’.)

Because of the scale of development proposed for the rail sector, legislation
has been enacted to establish the Railway Procurement Agency which will
have responsibility for the procurement of Dublin metro and light rail, mainly
through Public Private Partnership.


European Union Perspective
The general trend of European Union policy has been towards market
liberalisation. While the road haulage industry has been fully deregulated, the
pace of liberalisation in public transport has been slower. A number of
legislative measures are already in force which have introduced limited
market opening in public transport, principally in respect of international traffic
and freight. During 2000, the EU Commission published proposals which
would require competitive tendering for public transport services in receipt of
State financial support. The proposals are very similar to those in the
Government’s consultation paper on institutional and regulatory reform and
are currently under negotiation in the EU institutions.

The EU Commission published a White Paper ‘EU Transport Policy for 2010:
Time to Decide’ in September 2001. This put forward a 60 point action
programme. A number of proposals have particular relevance for public


                                                                                18
transport, including a gradual opening up of the rail market, revision of the
guidelines for trans-European transport networks and enactment of a
Directive to provide a framework for infrastructive charging. There are also
proposals to improve the quality of the road freight transport sector, including
planned measures to harmonise inspections and penalties.


Changing the traditional image of public transport
Public transport continues to have a poor image in some quarters as regards
quality, reliability and customer care. Some of the reasons for this are
undoubtedly outside the control of public transport operators – worsening
congestion being a primary factor. The provision and upgrading of
infrastructure, the acquisition of new railway rolling stock and the availability of
new regional buses and low floor buses in the cities provide a new opportunity
to attract more people to travel by public transport. More fundamental
changes are required however to create a credible service quality ethos within
which the value of the customer is clearly acknowledged. Key elements of the
required ethos are improved communication with customers, a focus on
punctuality and comfort and improved integration of services. There is much
that needs to be done to harness the potential of information technology to
provide real-time passenger information and new integrated ticketing
arrangements.


Social Inclusion
Transport policy must be sensitive to tackling social exclusion in
disadvantaged areas and in respect of disadvantaged groups in society.
Substantial progress has been made in enabling access by the mobility
impaired to the public transport system with the introduction of low-floor
buses. There is scope for continuing improvement of public transport
accessibility and the Public Transport Accessibility Committee is providing
invaluable guidance in this regard. Particular account will have to be taken of
the requirements of the forthcoming Disability Bill


Environmental Aspects
The transport sector is a significant contributor in the emission of greenhouse
gases. International efforts to tackle global warming will inevitably require
policy intervention in the transport sector to limit the growth of harmful
emissions. A modal shift to public transport and the use of environmentally
friendly vehicles and systems can contribute to this.


Road Haulage
There are significant challenges facing the sector. These include increased
customer requirements, greater competition, higher costs, structural
problems, health and safety, enforcement issues, and environmental and
congestion considerations. Customers demand cost-effective and timely
delivery and there is an increasing emphasis on information technology driven


                                                                                 19
solutions. A Strategy for the Successful Development of the Irish Road
Haulage Industry and the Programme of Action for the Road Haulage Industry
point the way forward for the sector. Implementation of these strategy
documents will continue to be a priority of the Department.




                                                                       20
OBJECTIVES, STRATEGIES AND KEY PERFORMANCE INDICATORS


Objective
Mobilise investment in public transport and ensure that projects designed to
improve the quality of the public transport system and expand its capacity are
delivered on time and within budget.

Strategies
    Establish effective structures to deliver and monitor the implementation
      of the public transport investment programmes under the National
      Development Plan 2001 – 2006 and Platform for Change so that they
      are completed on time and within budget.

      Ensure the implementation of the Transport (Railway Infrastructure)
       Act, 2001 which provides a legal basis for the establishment of the
       Railway Procurement Agency and public private partnerships in public
       transport.

      Develop an implementation policy framework for PPPs in the public
       transport sector.


Performance indicators
    Delivery of NDP and Platform for Change projects on time and within
      budget (ongoing); indicative timetables for the delivery of rail-based
      projects to be agreed by end 2002.

      Effective evaluation and monitoring of public transport projects.

      Establishment of statutory Railway Procurement Agency early in 2002.

      Policy framework for Public Private Partnerships in the public transport
       sector to be finalised by the Department by end 2002.


Objective
Reform of the regulatory framework for public transport to enable the
mobilisation of market forces to improve the efficiency of public transport
service provision in bus markets in particular.

Strategies
    Pending regulatory reform, agree the level of Exchequer subvention
      and investment support to the C.I.É. companies on a basis that is
      related to the delivery of an agreed standard of service.

      Following consultation and Government decisions, prepare and enact
       legislation to establish independent regulation of the bus market in the
       Greater Dublin Area (GDA).


                                                                            21
      Review regulation of the bus market outside the GDA and implement
       reform proposals, following consultation and Government decisions.

      Influence the content of EU legislation on the regulation of the public
       transport market, initially in relation to public service contracts and
       State aids.

      Implement existing EU legislation in a timely manner.

      Ensure that the processing of bus route licence applications under the
       1932 Road Transport Act is conducted efficiently and that fair, non-
       discriminatory   and     transparent    procedures     are    applied.



Performance indicators
    Measurable compliance with an appropriate general standard of public
      transport service delivery that will be defined by the Minister.

      Conclude consultation phase and prepare Heads of a Bill during early
       2002 to provide for independent regulation of the public transport
       market in Dublin, as part of legislation being prepared by the
       Department of the Environment and Local Government to establish a
       strategic body for land use and transport in the Greater Dublin Area.

      Seek Government decisions, as soon as possible after enactment of
       the Dublin strategic body Bill, in relation to franchising of the core bus
       network in the Greater Dublin Area.

      Present recommendations for the regulation of the bus market outside
       the Greater Dublin Area to the Cabinet Infrastructure Committee in
       early 2002.

      Extent to which adopted EU legislation is consistent with Ireland’s
       negotiating position.

      Transpose EU Directives on the Transport of Dangerous Goods by Rail
       and on the Interoperability of High-Speed Rail in 2002 and 2nd Rail
       Package of EU Directives by end February 2003.

      Improve decision making on bus route licence applications (reduce
       from 4 months on average to 2 months on average).



   Objective
   Ensure an appropriate regulatory and investment framework for railway
   safety.



                                                                              22
   Strategy
    Establish an effective and robust regulatory framework for railway
      safety.

      Obtain Government approval for a Railway Safety Programme 2004 to
       2008 and monitor implementation.

   Performance indicators
    Enactment of the proposed Railway Safety Bill and establishment of an
      effective and adequately resourced Railway Safety Commission in the
      first half of 2002.

      Reconvene Railway Safety Task Force in mid 2002 to prepare
       proposals for Government by early 2003 on a new five year Railway
       Safety Programme.


Objective
Determine an appropriate future structure and ownership arrangements for
the C.I.E. companies.

Strategies
    Prepare legislation to implement restructuring of the C.I.E. Group
      following consultation and Government decisions.

      Establish Dublin Bus, Bus Éireann and Iarnród Éireann as separate
       independent companies.

      Seek Government decisions on the future ownership arrangements for
       Dublin Bus and Bus Éireann.

      Proceed with full implementation of the Report ‘Iarnród Éireann: The
       Way Forward’ in conjunction with the company and other stakeholders.



Performance indicators
    Publication of technical consultation paper on the financial and other
      implications of the proposed CIE restructuring by mid 2002.

      Seek Government approval for specific CIE restructuring proposals
       during 2002.

      Seek early Iarnród Éireann agreement to a timetable for implementing
       ‘The Way Forward’.




                                                                        23
Objective
Promote increased integration between transport and land-use planning –
taking account of differing urban, regional and rural requirements.

Strategies
    Ensure that public transport is dealt with adequately in the National
      Spatial Strategy and define a national policy framework for public
      transport provision based on balanced regional development.

      Support the development and implementation of integrated land use
       and transport strategies in the major cities with the specific aim of
       fostering a positive environment for public transport.

      Work with the Dublin Transportation Office, its successor and the
       implementing agencies to implement the Platform for Change, and
       associated implementation strategies to include traffic management
       and demand management.

      Building on the rail safety and the NDP renewal investment
       programmes, carry out a strategic rail review to provide a basis for
       policy on the future development of the national rail network, taking
       account of the National Spatial Strategy.

Performance indicators
    Increase in public transport passenger volumes in the short term,
      modal shift from the private car in the medium to longer term.

      Mechanisms will be established for monitoring progress on (a) reduced
       journey times for public transport in urban areas and (b) lower levels of
       social exclusion.

      Effective participation by the Department in urban land use and
       transportation studies, ensuring (i) an integrated approach to land use
       and transport and (ii) adequate bus priority measures.

      Level of Government support for implementation of urban transport
       strategies.

      Complete evaluation of the future development of the national rail
       network in 2002, having regard to the National Spatial Strategy.

Objective
Enhance the image and customer service levels in public transport by
harnessing the potential of information technology.

Strategies
    Establish policy and give effect to the necessary procurement
      arrangements for integrated ticketing and real time passenger
      information for public transport services.



                                                                             24
      Establish a framework for promoting and funding technological
       innovation in public transport on an open and objective basis.

Performance indicators
    Agree by end 2002 with the Railway Procurement Agency a timetable
      for development and implementation of integrated ticketing.

      Develop policy and implementation arrangements for real time
       passenger information by end 2002.

      Establish a surface transport research programme during 2002


Objective
Ensure that public transport services are developed, to the extent that is
practicable and in accordance with wider social policy, in order to minimise
social exclusion.

Strategies
    Work with the Public Transport Partnership Forum on the development
      of key policies.

      Determine a new policy approach to public transport for mobility-
       impaired people and settle arrangements for necessary service
       investment under the NDP.

      Bring forward new policies on rural transport services.

Performance indicators
    Make recommendations (in consultation with the Public Transport
      Accessibility Committee) on priorities to improve public transport
      accessibility and rollout NDP accessibility programme by end 2002.

      Prepare policy paper on rural public transport by February 2002.

      Commence the operational phase of the Rural Transport Initiative (to
       be administered by Area Development Management Ltd) in early 2002.


Objective;
Promote increased professionalism in the road haulage sector and enhance
enforcement of road transport legislation.

Strategies
    Oversee implementation of the recommendations of the Strategy for
      the Successful Development of the Irish Road Haulage Industry and




                                                                           25
       the Programme of Action for the Road Haulage Industry in partnership,
       through a Steering Group representing the key interests in the sector.

      Establish an Enforcement Forum to monitor the effectiveness of the
       enforcement regime

      Support the implementation of a development plan for the Irish Road
       Haulage Association, including the provision of appropriate funding.

      Implement a regionally balanced and sectorally focused enforcement
       programme.

      Increase co-operation with other European enforcement agencies on
       intelligence exchange/enforcement measures and on issues affecting
       the haulage sector in Member States.


Performance indicators
    Implementation of the recommendations of the Programme of Action
      for the Road Haulage Industry in partnership with key players over a 5-
      year period in accordance with the Programme timetable.

      Increased levels of compliance with legislative requirements leading to
       the progressive reduction of illegal road haulage activities and unfair
       competition.

      Implementation of IRHA development plan in accordance with targets.

      Successful completion of programme of road transport multi-agency
       and routine checkpoints, premises visits and appropriate follow up in
       2002 and each succeeding year.

      Enhanced levels of cooperation with enforcement authorities in
       Northern Ireland, Great Britain and the EU.




                                                                           26
27
AVIATION SECTOR


INTRODUCTION AND POLICY GOALS

 The goal of Aviation policy is to create a vibrant and competitive aviation
sector operating to the highest standards of safety and security, serving the
needs of the Irish economy and people.




ENVIRONMENTAL ANALYSIS - KEY TRENDS AND POLICY
CHALLENGES

 Aviation.... a global industry changing rapidly
Aviation is a global industry that behaves cyclically, broadly in line with
international economic performance. The tragic events of September 11
exacerbated the already evident downturn in the sector. This downturn is
expected to persist for some time reflecting the consequences of the
worldwide economic slow-down and the sharp fall-off in US and Transatlantic
travel following September 11.

All elements of the sector have been subject to significant restructuring over
the past 20 years. A further bout of re-structuring has been triggered by the
current downturn. Expected consequences include; further consolidation of
both State-owned and private operators and further changes in the
international and national regulatory regimes and systems. More generally,
airlines, airports and even air traffic service providers are being partly or fully
privatised, multilateral agreements are replacing bilateral arrangements, the
European Commission is proposing EU-wide regulatory bodies for aviation
safety and for air traffic management, whilst stricter environmental rules and
more transparent consumer rights legislation are also being promoted
internationally.

….which will return to growth in 2003
Over the past decade Ireland experienced significant increases in air
passenger traffic due to the liberalisation of air services coupled with the
advent of low cost airlines and strong economic growth. Despite the sharp
downturn in passenger numbers in the immediate aftermath of September 11,
it is likely that Ireland’s airports will record marginal growth this year and
slightly more positive growth next year. Europe’s air traffic is expected to
recover to pre-September 11 levels early in 2003 and will then grow in line
with the expected economic recovery. The recovery in transatlantic traffic is
more difficult to predict. Longer-term forecasts for international aviation
continue to predict moderate annual growth rates for the period to 2005.

…….vitally important to economic development



                                                                                28
Ireland’s aviation industry (comprising airlines, airports, air traffic management
and aerospace equipment manufacturers and maintenance organisations)
makes a substantial contribution to the national economy. The existence of
good competitive air links exerts a positive impact on growth in international
trade and services, influences investment decisions, integrates markets,
encourages tourism, promotes regional development, assists educational and
cultural developments and facilitates general consumer travel. It is clear
therefore that a vibrant competitive aviation sector is crucially important to
Ireland’s continued economic well - being.

The Departments policy framework, as set out in the Statement of Strategy,
acknowledges that the Department has a key role to play in contributing to the
performance of the sector by adopting and pursuing appropriate policies and
strategies that support sustainable growth.

…….with international regulation
Many policy and regulatory aspects of the aviation industry are governed by
the outcome of negotiations between several countries. The Department
therefore places considerable importance on influencing these international
negotiations and developments, as ultimately it must work within the
framework of international agreements to achieve its national policy goals.

…….combined with national regulation and policy direction
Within the international framework the Department seeks to ensure an
effective Irish aviation policy covering safety, security, airports, air traffic
management, air services, environmental issues and consumer rights. It
combines this role with its responsibilities as shareholder in three major
aviation companies - Aer Lingus, Aer Rianta and the Irish Aviation Authority.

…..relating to…….safety
The IAA is the Irish civil aviation safety regulatory agency and also delivers air
traffic management (ATM) services. This combined role, which has been in
place since the establishment of the IAA in 1993, will be reviewed in the light
of developing policy in this area in Europe. In particular this role will be
influenced by proposals at EU level for an EU wide Safety Regulatory Agency
with which the Department is closely involved.

In conjunction with the Department of the Environment and Local Government
the Department commissioned a study earlier this year to define Public Safety
Zones at Dublin Airport and to provide a methodology that could be used at
other airports. The purpose of Public Safety Zones is to ensure that the risk
to persons on the ground due to aircraft accidents is as low as reasonably
practicable. It is a matter for the relevant local authority to take account of
public safety when considering planning applications in the vicinity of airports
and the Department of the Environment and Local Government is in the
process of preparing a formal guidance document for local authorities.

…….Air Traffic Control




                                                                               29
The Department will also seek to ensure an ongoing role for Ireland and the
IAA in the delivery of Air Traffic Control by participating in and influencing
European proposals in relation to future ATM structures and regulations.

……. International Airports
The Minister established the Commission for Aviation Regulation in early
2001 with the primary and independent function of regulating airport charges.
The Commission has recently made its first determination on charges.

The Departments Airport policy will, in future, therefore, focus more on
ensuring the planning and funding of adequate airport infrastructure in line
with the predicted need in terms of passenger numbers. In selecting policy
options a key determinant will be ensuring that the airport sector makes its
optimum contribution to overall competitiveness.

The means by which Aer Rianta could best be re-positioned to fund its longer-
term capital investment programmes will be an important consideration in this
regard. The Department favours the involvement of private sector interests in
providing new equity capital for Aer Rianta.   The Department is, however,
conscious that the matter of possible private sector participation in the
ownership of Aer Rianta is the subject of a range of diverse views and the
Department will have regard to such views in framing its proposals on the
issue.

In parallel, improvement of surface access to Dublin Airport will be addressed.
Pending the completion of the METRO link, further short/medium term
improvements in public transport are planned.

…….Regional Airports
The role of the regional airports as an element of national transportation
infrastructure will be reviewed in the context of the National Spatial Strategy
study currently being undertaken by the Department of the Environment and
Local Government. The Department will continue to provide a range of
supports to those regional airports. However, that support will be conditional
on there being strategic fit and a sound business case for investment
proposals and will not extend to providing operational subsidies.

…….air services
Free and fair competition between airlines is the most effective way of
securing benefits for consumers and promoting economic efficiency and
innovation. The Department has a predisposition in favour of liberalising
aviation services.

…….Aer Lingus
The priority for the Department and for Aer Lingus itself is the urgent
implementation of the airline’s Survival Plan. Beyond that, the Department
remains of the view that for Aer Lingus to thrive as a small niche player in an
increasingly competitive arena, ownership of the airline needs to pass to the
private sector.    The European Commission’s continued opposition to



                                                                            30
investment by Governments in airlines, even after the events of September
11th, underlines that reality.

…….Accident Investigation
 The Department’s Accident and Investigation Unit plays a key role in
ensuring confidence in the safety standards of Irish Aviation by its
independent investigations and transparent reporting systems.


……..and other matters
The Department will also over the course of this strategy review and revise
policy on environmental issues, and consumer issues in conjunction with
international bodies and national agencies such as DOE, Competition
Authority, and Director of Consumer Affairs. We will pay particular attention to
the requirement for close liaison with appropriate agencies regarding
improved infrastructural access at airports.



OBJECTIVES, STRATEGIES AND KEY PERFORMANCE INDICATORS


Objective: Safety
To ensure that Irish aviation safety practices and procedures comply with best
International standards.

Strategies:
    Review the Irish Aviation Authority’s (IAA) role and structure as an Air
      Navigation Service provider and safety regulator in light of emerging
      EU policies.

      Support the development of an effective European Aviation Safety
       Agency (EASA).

      Designate Public Safety Zones in the vicinity of Irish airports in
       conjunction with the Department of Environment and Local
       Government for the use of Planning Authorities.


Performance indicators:
    Continued safe operation of Irish aviation, as evidenced by the low
      level of accidents and incidents relative to the scale of air operations.

      Satisfactory outcome from safety audits of IAA.

      Establishment of a European Aviation Safety Agency

      Designation of Public Safety Zones in the vicinity of Dublin Airport
       which will provide a methodology to be used for other Irish airports.




                                                                             31
Objective: Security
To ensure that international aviation security standards apply in this country.
Achieve early implementation of any additional security measures agreed in
the light of the September 11 terrorist attacks.

Strategies
    Review and enhance role and profile of the National Civil Aviation
      Security Committee.

      Increase the level of monitoring and testing of security systems within
       aviation sector.

      In partnership with all interested parties finalise agreed Irish policy on
       dealing with unruly passengers.

      Develop and progress regime for 100% screening of aircraft hold
       baggage at state and regional airports in line with international
       commitments.


Performance indicators:
    Implementation of public awareness programme on unruly passengers
      by end 2002.

      Ensure implementation deadline for 100% Hold Baggage Screening at
       all Irish airports by end 2002.



Objective: Airports
To ensure that the principal gateway airports of the State are in a position to
provide the appropriate infrastructure to meet the current and prospective
needs of airline and other aviation companies at the lowest cost to those
users consistent with Aer Rianta’s commercial mandate; to assist in
optimising the contribution of the country’s network of regional airports to
balanced regional development.

Strategies:
    Promote the involvement of private sector interests in the ownership of
      Aer Rianta, accompanied by any necessary mechanisms to ensure
      continuing Government control of national airports policy.

      In conjunction with the Commission for Aviation Regulation (CAR)
       review, during 2002, the regulatory framework for airport charges to
       ensure it is capable of supporting the achievement of the airports policy
       objective above.

      Continue to operate a programme of measures to support Regional air
       access.



                                                                              32
Performance indicators:
    Avoidance of capacity constraints at the principal gateway airports.

      Report on the review of the effectiveness of the legislation and of
       impact of CAR decisions in achieving key airport policy objective.

      Improvements in efficiency and economic viability of regional airports.



Objective: Air Services
To facilitate and encourage a wide range of reliable, regular and competitive
commercial air services for Irish tourism, trade and industry.


Strategies:
    Encouraging the development of new air services to and from Ireland
      through the conclusion of liberal regulatory arrangements with non-
      EEA states and Switzerland.

      Assisting Aer Lingus to restructure to enable it to compete effectively
       and deliver profitable growth; implementing the Governments’ recent
       decision to facilitate private sector investment in Aer Lingus in order to
       support the Company’s Survival Plan.

      Ensure that developing EU multi-lateral policy in relation to the
       facilitation of air services complements Irish national policy.


Performance indicators:
    Growth in range of air services and in passenger and freight traffic to
      and from Ireland at least in line with international trends.

      Successful re-structuring of Aer Lingus and subsequent transfer of
       ownership to the private sector.

      EU multi-lateral policy takes account of Irish policy requirements.



Objective; Air Traffic Management
Ensure an on-going strategic and operational role for IAA in the provision of
Air Traffic Management (ATM) services.


Strategies:
    Reactivation of Ireland/UK Inter-administration discussions on the
      future of ATM operations on the North Atlantic.



                                                                              33
      In conjunction with IAA to continue to play a proactive part in the
       development of EU and pan-European proposals for the future of ATM.

      Critically examine current structure and operation of Irish Aviation
       Authority with a view to ensuring it is best positioned to meet future
       European ATM requirements.



Performance indicators:
    Successful completion of inter-administration discussions on options
      for future arrangements on the North Atlantic by end 2002.

      Active participation at EU and pan-European level on ATM, including
       developments in satellite technology, in addition to timely analysis of
       proposals and formulation of Irish policy responses.

      Completion of review of IAA structures so as to facilitate its expeditious
       re-organisation to meet future EU requirements by mid-2002.


Objective; Environment
To limit the environmental impact of aircraft noise while continuing to meet the
business needs of airport/aviation customers.


Strategies:
    Contribute to the ongoing development of new international measures
      to deal with the reduction of noise from aircraft.


Performance indicators:
    Implementation of new EU measures on aircraft noise and on
      environmental emissions in the transportation sector.


Objective; Consumer Issues
To ensure that the rights of air passengers are safeguarded in the context of
continued growth at all levels of air transport.


Strategies:
    To contribute to the development of Community legislation on certain
      aspects of passengers’ rights, in conjunction with the Department of
      Enterprise, Trade and Employment and the Office of the Director of
      Consumer Affairs.

      To monitor the voluntary commitments (Airline Passenger Service
       Commitment) entered into by service providers in the air transport
       sector to improve service quality to customers.


                                                                              34
Performance indicators:
    Implementation of community legislation on a range of passenger
      rights issues.

     Implementation of Airline Passenger Service Commitment by February
      2002.




                                                                     35
36
ENERGY SECTOR


INTRODUCTION AND POLICY GOALS

The goals of Irish energy policy are:

      The development of competitive, efficient markets, which provide a
       choice of energy services and support economic growth throughout
       Ireland.

      The protection of security of energy supply.

      Ensuring that energy supply and use are environmentally sustainable.


ENVIRONMENTAL ANALYSIS - KEY TRENDS AND POLICY
CHALLENGES

Continuing liberalisation of European energy markets
The EU Commission’s objective is to secure full liberalisation of gas and
electricity supply by 2005 and discussions with Member States have begun on
draft proposals to achieve this. Currently, 31% of the electricity market is open
to competition, and Ireland is to the forefront of liberalisation among EU
Member States in moving to full liberalisation. Further market opening will be
put in place. Independent regulation has already been put in place and this
will need to be strengthened and expanded.

The need to protect energy security of supply
Global energy markets are changing rapidly, with major implications for
security of energy supply. Within the European Union, a growing proportion of
energy over the next ten to twenty years will be sourced from newer markets
in Eastern Europe and countries in the Former Soviet Union. This will tend to
place Ireland farther away from some of its main energy sources. These
trends may require the reassessment at European and national levels of the
mechanisms used to ensure security of energy supply.

Increasing concern in all countries about global climate change
This strengthens the need to cut emissions of the greenhouse gases that are
believed to contribute to climate change. Discussions are continuing on how
best to take forward the Kyoto Protocol on limiting GHG emissions. This
includes the development of flexible mechanisms such as emissions trading,
Joint Implementation and the Clean Development Mechanism. Such
mechanisms are likely to have a major impact on global energy markets,
since the energy sector is a major source of emissions. The Kyoto Protocol
also provides that use of these flexible mechanisms must be supplemented by
domestic action to cut emissions.



                                                                              37
Continuing growth in domestic energy demand.
Over the next five years, 2000-2005, the ESRI expects economic growth to
return to 5% per annum which would drive an energy demand growth of 2%
per annum. Within this overall growth figure, electricity demand is expected to
grow by 4% per annum and gas demand by 7% per annum

Changing Energy Demand
Gas will become an increasingly important energy source in Ireland, with the
bulk of new electricity generation being gas-fired and gas taking an increasing
share of water and space heating in the domestic and commercial sectors.
Increased use of gas will also support environmental objectives including on
climate change. Oil will lose market share in electricity generation and in the
domestic and commercial sectors, though oil demand in the transport sector
will continue to grow sharply.


                            CHANGES IN ENERGY DEMAND
                                    2000-2005 (% PA)

      8%

      6%

      4%

      2%                                                                      % change

      0%
            GNP    Energy    Coal    Peat    Oil    Gas   Electricity
      -2%          Demand

      -4%


   (table shows primary energy demand, except for electricity which is a final
   energy demand)

Unequal growth across regions and localities
On unchanged policies, population and employment is expected to grow more
quickly in the Southern and Eastern Region than the Border, Midlands and
Western Region. This reflects a continuing trend for the benefits of economic
prosperity to be unequally shared across regions. In addition, within each of
these regions, some areas and some sections of the population will benefit
more than others. The National Development Plan aims to ensure that all
regions share equally in economic growth and energy policy will play a part in
achieving this aim.

Past under-investment in the nation’s energy infrastructure.
Economic growth leading to rising energy demand is putting increasing strain
on the nation’s energy infrastructure. In particular, the electricity transmission
and distribution networks are below standard in many areas, so a large



                                                                               38
increase in investment is needed to bring the networks up to standard and to
cater for the effects of demand growth.

Ireland’s commitments under the Kyoto Protocol
Ireland has committed to limit the increase in greenhouse gas emissions to no
more than 13% above the 1990 level by 2008-2012. The latest ‘business as
usual’ projections suggest that, without offsetting action, emissions will rise by
around 35-40% over this period. The energy sector will need to play its part
in meeting Ireland’s commitments.


OBJECTIVES, STRATEGIES AND KEY PERFORMANCE INDICATORS


Objective
Promoting market liberalisation and the development of effective independent
economic regulators.

Strategies
    To advance Ireland’s interests in the negotiation of European Union
      measures to develop gas and electricity liberalisation.
      strengthen the independence and effectiveness of gas industry
       regulation.
      To develop and implement further liberalisation of the electricity
       industry, by building on the major steps already taken.


Performance indicators
   The next round of Directives to be agreed are substantially consistent
      with Ireland’s negotiating position.
      Bring forward legislation by mid 2002 to establish an independent gas
       regulator
      Building on this, develop and implement further liberalisation of the gas
       industry by end 2003
      Bring forward legislation by 2002 to achieve above objective.
      To increase the degree of market opening, moving to full market
       opening in 2005.
      Ensure that the arrangements are in place for the appointment, by the
       Minister, of an additional two members to the CER, to coincide with its
       taking up of gas regulatory responsibilities.
      Ensure that corporate governance of CER is managed effectively.

Objective
Making the state-bodies more efficient and more competitive and improving
their quality of service.



                                                                               39
Strategies
    Reform corporate structure of ESB and BGÉ, to adapt to new industry
      structure and improve their performance.

     Ensure completion of the change management process in ESB and
      reform governance, to strengthen its commercial focus and improve
      performance, so that it is able to compete effectively in open,
      competitive supply and generation markets.

     Ensure ESB’s international investment strategy is based on a robust
      business case approach that takes full account of the benefits and risks
      of overseas investments.

     Ensure that BGE’s future structure and financing makes it as well
      placed as possible to operate successfully in liberalised, regulated gas
      markets.

     Oversee the operational establishment of Eirgrid, the independent
      transmission system operator.

     Maintain the role of peat to 2020 in the generation of electricity

     Ensure that Bord na Mona future structure and funding makes it well
      placed to reduce future subsidies.


Performance indicators
   Conversion of ESB and BGÉ into public limited companies by 2002

     ESB achieving significant progress towards the top quartile of
      European PESs, measured through a benchmarking exercise carried
      out jointly by DPE and ESB

     Rate of return on ESB’s international business equal to that expected
      by a private investor in the same type of business

     Carry out a strategic review of BGE Business Plan by mid 2002, to
      support Ministers’ decisions on BGE’s future.

     Eirgrid to be fully operational, as TSO, with governance arrangements
      in place in 2002.

     Success of peat in supply to new power stations.

     carry out strategic review of Bord na Mona’s 5-year business plan by
      end 2002.




                                                                           40
Objective
Improving the nation’s energy, transport and communications infrastructure so
that it better meets consumer and industry needs.

Strategies
    Ensure that BGE’s investment programme is carried out to time and
      within budget.

      Ensure that the ESB’s investment programme is carried out to time and
       within budget.

      Carry through market liberalisation in such a way that security of supply
       is increased, backed up by strategic reserves and associated
       emergency planning arrangements.



Performance indicators
   Operating monitoring mechanisms and agreed key milestones and
      early warning systems established by June 2002, with BGE, for all
      major investment projects.

      Opening of BGE’s interconnector (IC2) and Ringmain by Autumn 2002

      Operating monitoring mechanisms and agreed key milestones and
       early warning systems established by June 2002, with ESB, for
       transmission and distribution investment programmes, in conformity
       with Eirgrid’s Development Plan.

      Implement public service obligations for peat-fired generation in 2002.

      Enhanced legislative procedures relating to security of electricity and
       gas supply in place by 2003 in line with proposed EU Directive.

      Amount of oil strategic stocks held in Ireland increased from 35 to 50
       days by 1 July 2004.



Objective
Ensuring that the sectors contribute fully to the Government’s objectives of
promoting regional development and enhancing social inclusion.



Strategy
    Plans for developing energy infrastructure support the proposals for
      regional development to be contained in the National Spatial Strategy.




                                                                             41
Performance indicators
   ESB and BGE investment programmes to be reviewed as necessary,
      within 6 months of NSS publication.

       Gas network extended to the North-West, by the timescale to be
        agreed this year by Government.


Objective
Capture the opportunities opened up by the peace process for greater
competitiveness and efficiency through North-South economic integration and
cooperation.

Strategies
 Capitalise on the benefits that may flow from increased integration of
   energy markets, North and South.

   Track the upgrading of the electricity interconnector all the way up to
    completion

   Identify and exploit the potential commercial and security of supply
    benefits of gas pipelines connecting the North and South


Performance indicators
 Consultant’s study of the issues is completed by June 2002

   Satisfactory progress of the electricity interconnector

   Satisfactory outcome of Northern Ireland’s consideration of BGÉ proposals
    for a South-North pipeline


Objective
Taking full account of the health and environmental impacts of the transport
and energy sectors and the need for these sectors to make a full contribution
to sustainable development.

Strategies
    European energy policy takes full account of the health and
      environmental impacts of nuclear energy.

       Monitor the implementation of safety commitments at Sellafield,
        oppose the development of a second MOX plant and work towards the
        eventual closure of the installation.

       Take the National Climate Change Strategy forward in such a way that
        the energy sector contributes a proportionate cost-effective share of the
        action needed to reduce GHG emissions.




                                                                              42
      Substantially increase renewable generating capacity as part of energy
       sector’s contribution to meeting Kyoto targets.



Performance indicators
    Policy documents agreed at European level reflect a balance and
      accommodate the health and environmental impacts of nuclear energy

      The completion of all avenues of legal redress

      NCCS based on a thorough cost-effectiveness analysis and energy
       sector measures only brought forward where they are cost-effective.

      By end 2003, renewables share of capacity is increased by 255MW



Objective:
Expand the role of the private sector in all energy sectors, including through
use of Public Private Partnerships.

Strategies
    ESB substantially increase the use of outsourcing to deliver its
      investment programmes.

      Capture the benefits of private sector expertise in the development of
       the second gas interconnector project.

Performance indicators
    the bulk of ESB’s investment programme is outsourced by end 2003.

      at least 51% of the IC2 project is controlled by the private sector.




                                                                              43
COMMUNICATIONS SECTOR

INTRODUCTION AND POLICY GOALS


The goal of Communications Policy is:
To provide a major contribution to sustained macro-economic growth and
competitiveness by rolling out state-of-the-art infrastructures; by providing a
legislative and regulatory environment which incubates the nascent
opportunities of the information society, and by developing a leading edge
research and development facility.

The goals in the Postal sector are:
To ensure Irish industry and domestic customers enjoy competitively priced,
high-quality postal services on a par with the highest quality standards
elsewhere in the EU; to maintain the nationwide postal service and network,
with uniform tariffs applying throughout the state, and to develop the Irish
postal sector in such a way that it will underpin the key economic objective of
Ireland becoming an e-commerce hub.

ENVIRONMENTAL ANALYSIS - KEY TRENDS AND POLICY
CHALLENGES

The Communications Sector
Ireland is increasingly becoming part of a bigger European and Global
economy where it is necessary to compete at the highest level in a seamless
communications environment in which business can be transacted with any
part of the world at a click. This amounts to a quantum leap in the scale of
opportunities and challenges presented for Ireland.             Where once
communications networks were dedicated to the provision of a single service,
modern networks can now provide multiple services from a single platform
with multiple platforms and turnkey integrated solutions becoming the order of
the day. Consumers and industry have been the key beneficiaries in this
transformation. However the current downturn in the industry will present
new dynamics in terms of balancing the risk and reward in new investment
decisions and priorities in the global operating environment.

A number of reports have identified significant deficiencies in Ireland’s R&D
capacity, particularly in emerging technologies, and the need to urgently
remedy this. The development of the Digital Hub, with MediaLabEurope at its
heart, is a significant strand of the strategy of moving Ireland up the R&D
value chain.

The Postal Sector
The European Commission has commenced a process of liberalising the
monopolies enjoyed by the Universal Service Providers across the Union. By
doing this it is following the same policy principles as in the telecoms, airlines
and utilities sectors and is being driven by the same factors of globalisation,
consolidation and technological change in the industry.             In 1999 the


                                                                               44
Government, in approving an ESOP in an An Post, mandated the company to
investigate the possibilities of a Strategic Partnership. A strategic partnership
with one of the major operators in Europe would give An Post access to global
networks and help it compete more efficiently and cost effectively in a
liberalised and more competitive environment.

The Challenge
The Department must focus on the issues raised by convergence and the
blurring of traditional boundaries in regulation, legislation, service provision,
technologies and business models in the sector by creating a supportive legal,
regulatory, trading and social environment which allows government, industry
and society to position Ireland as a world-leading information society. The
Department must address inherent public policy issues including the digital
divide, environmental issues, research and development and spatial planning.

The Department has a central role in promoting a climate for investment that
will continue to develop the sector in Ireland. The Department’s legislative and
infrastructure support programmes are the foundation for the development of
the sector, allowing the construction of an open marketplace for the expansive
growth in the provision of communications services.

The regulatory environment that provides for independent regulation of the
sector will continue to evolve and provide a regulatory framework that will
anticipate the needs of a rapidly developing market. The current regulatory
framework for both the communications and postal sectors is based on
European law. It has been created to facilitate the transition of the sector
from a monopoly status to a liberated marketplace.

The powers of the new Commission for Communication Regulation will
include the ability in appropriate circumstances to designate markets and to
impose ex-ante obligations on operators with significant market power. This
will ensure that those markets are not distorted, as well as proving for
effective enforcement of the Commission’s decisions. The accountability of
the Commission to the Oireachtas, Government and the public will be assured
through effective transparent procedures.

The promotion of e-Government is a continuing requirement, as is prioritising
expanded community and social access to the opportunities of the information
society. There is a need to increase awareness and stimulate the take up of
new opportunities arising from the rapid developments in emerging
technologies and frontier business applications.


OBJECTIVES, STRATEGIES AND KEY PERFORMANCE INDICATORS


Objective
To place Ireland in the top quartile of OECD economies in terms of key
internet and telecommunications benchmarks.



                                                                              45
Strategies
    Promoting a regulatory policy that is supportive of the development of
      the information society in Ireland.

      Participating and influencing developments by international
       organisations that affect the development of e-business in Ireland

      Taking initiatives to promote and stimulate the development of
       emerging technologies and frontier business applications

      Promoting integrated utility investment for new infrastructures that will
       be installed throughout the country

      Promoting investment for next generation research networks and

      Focus benchmarking and tracking of inter-departmental and
       international developments on the important cross-sectoral issues
       arising from the development of e-business

      Putting in place effective infrastructural arrangements to ensure Ireland
       is best placed to avail of the opportunities provided by the bandwidth
       revolution.

      Developing an inclusive information society through measures to
       combat a nascent digital divide and promoting effective regional
       information society strategies.

      Further enhance Ireland’s international competitiveness in the e-
       business sector through consultation, legislation and partnership with
       other government departments, industry and with international bodies.

Performance Indicator
    Have a fully competitive communications sector in place by the year
      2002 which is in the top quartile of OECD indicators in terms of network
      penetration, investment, price and quality, across all platforms in an
      increasingly converging operating environment.


Objective
To create an innovative legislative framework that provides for light handed
regulation of the communications and postal sectors and a flexible legal
environment where business and public services can be transacted with
confidence.

Strategies
    Maintain the momentum            of   the   developing   market    in   the
      communications sector

      address changes in technology globalisation of the sector and
       convergence.



                                                                             46
      review the powers and structures of the regulatory regime to take
       account of the rapidly changing sectoral environment.

      introduce legislation in the form of a Communications (Regulation) Bill ,
       which will take account of previous experience and proposals for
       reform of the new European regulatory framework.

      Undertake a public consultation and review the Wireless Telegraphy
       Act 1926 in addition to developing a new Radio Communications Bill.

      Initiate work in developing a national spectrum strategy and in
       particular Ireland’s position for the next ITU World Radio Conference


Key Performance Indicators
    Enact the proposed Communications (Regulation) Bill in 2002

      Transpose the five electronic communications and related EU
       Directives in 2002:

      Establish a properly resourced independent Commission for
       Communications Regulation empowered deliver on the regulatory
       objectives of the Communications (Regulation) Bill.



Objective
Promote increased Information Society inclusion at both the regional and
community-based levels.

Strategy
    Further enhance international and cross-border connectivity.

      by the provision of regional broadband infrastructures, undertake a
       feasibility study on a Western Infrastructure Corridor and information
       society strategies and initiatives.

      Upgrade Ireland’s national research networks to allow participation in
       international research and Next Generation Internet projects.


Key Performance Indicators
   Invest IR£250m aggregate in regional broadband infrastructure by the
     end of 2003.

      Publish recommendations for infrastructure development in respect of
       ducting for Communications networks.




                                                                             47
Objective
To support the creation of a world class research entity at MediaLabEurope
and a vibrant digital media content industry.

Strategy
    Prepare a draft Bill to place Digital Media Development Ltd, the
      company mandated to develop the Digital Hub, on a statutory basis to
      facilitate the development of the Hub in an effective manner.

      Facilitate the establishment of a high spec infrastructure for the Hub,
       including the use of emerging technologies in the telecommunications,
       energy and transport spheres, to make the Hub an attractive location
       for content enterprises

      Ensure, in partnership with MIT/MLE, that the MediaLab becomes a
       focal point for the development of a new multimedia content industry in
       Ireland.

      Evaluate and trial emerging technologies and frontier business
       applications.


Key Performance Indicators
   Enactment of Digital Hub Legislation

      Agree Development Plan for the Digital Hub

      Framework in place to allow MLE to develop as a research entity



Objective
To enact postal legislation that will allow for the conclusion of the ESOP
agreement as well as permitting potential for Strategic Partnership
arrangements.

Strategies:
    Enact legislation currently before the Oireachtas

      Implement strategy for the long term viability of the Post Office Service



Key Performance Indicators
   Prepare a draft bill to provide for equity investment under a strategic
     partnership with An Post

      Enactment of the Postal Miscellaneous Provisions Bill

      Finalisation of Employee Share Option Scheme



                                                                              48
   Decision and conclusion on Strategic Partnership

   Phased implementation of reform and restructuring of Post Office
    Network




                                                                  49
50
MANAGEMENT & STAFF SUPPORT UNITS

POLICY GOALS

Provide support to staff and management in a way that contributes strongly to
the development of a modern service culture within the Department. Foster a
greater focus on delivering results for those to whom the Department’s
services are being targeted. Provide sufficient training and development
opportunities to ensure professional service delivery, while enabling
individuals to share pride and enthusiasm in their work as civil servants.

ENVIRONMENTAL ANALYSIS - KEY TRENDS AND POLICY
CHALLENGES

The essential need, identified in the Statement of Strategy 1998, for the staff
of the Department to interact effectively with all parties with an interest in the
sectors for which we are responsible, remains valid for the future. This
interaction is taking place in a rapidly changing business world where there is
an ever-increasing pressure on staff resources, on time and on systems to
deliver services of increasing complexity at greater speed and through a
greater variety of delivery channels.

The Department has been one of the main drivers in relation to the
development and implementation of modernisation policies since the inception
of the Strategic Management Initiative in 1994. Openness and transparency
in conducting the business of the State is one such policy that is designed as
a benefit to both to our customers and ourselves. The Freedom of
Information Act has facilitated customers in obtaining far greater access to
information than in the past. It is expected that demand will continue for
ever-greater access to information in terms of both the amount of material that
needs to be made available and the speed at which it can be accessed.

The ongoing implementation of the Strategic Management Initiative across the
Civil Service has enhanced business planning, performance management
development and financial management systems in the Department. Meeting
the future demands of our customers will require further progress towards
matching best practise in the wider economy. The range and complexity of
the Department’s activities require increasingly sophisticated monitoring tools
to assess performance and ensure that value for money is being achieved.

Imbedding these change practices into the day-to-day work culture of the
Department requires an ongoing significant investment in staff development
and staff retention. The direction of staff training and development is being
determined primarily as a function of its contribution to the achievement of
organisational goals and to the alignment of staff’s individual capabilities with
those goals.

How the Department manages the relationship between the individual
customer, both internal and external, and the organisation is an important


                                                                                51
consideration. The Department is committed to ensuring that its services are
provided to all its customers in a way that is fair and equitable and designed
to meet their legitimate needs. Recent equality legislation will inform the
development of equality policies and programmes in this respect.


OBJECTIVES, STRATEGIES AND KEY PERFORMANCE INDICATORS

Objective
Achieve effective service delivery and interaction with the Department’s
customers through a positively managed customer relationship programme
that meets appropriate modern business service standards.

Strategies
    Deepen the application of the Quality Customer Service Programme
      (QCS) to include all aspects of the Department’s service delivery

      Establish consultation mechanisms with all the Department’s external
       customers and ensure that our customers have knowledge of their
       rights, and clear information on all aspects of the service commitment
       made to them

      Implement a Quality Assurance/Assessment System to systematically
       monitor service delivery and help to identify improvements in service

      Provide as much information as possible to the public, over and above
       the requirements of the Freedom of Information Act itself, by placing an
       increasing volume of Departmental information of the Internet.

Key Performance indicators:
   Satisfactory rating awarded under the Quality Assessment System

      Improved outcome of new Customer Satisfaction Survey compared
       with 1999 survey

      Customer Charter produced by mid 2002

      Customer complaints procedure in operation by end 2002




Objective
Enhance service delivery through the optimum use of modern service delivery
channels and more efficient use of information technology with a view to
advancing closer to the goal of full electronic conduct of day-to-day business.

Strategy




                                                                             52
      Foster an awareness among staff of the strategic opportunities offered
       by information technology by supporting high availability, latest
       generation IT Services within the Department

      Ensure that the Department is fully supportive of and contributes
       positively to the development of the e-Government initiative

      Establish a high quality presence on the Internet and initiate a number
       of projects in the area of electronic communication, document imaging,
       video conferencing, and other emerging technologies

      and to contribute positively to the e- Government initiative.

Key performance indicators
   Start-up of Department’s new Internet site by mid 2002

      successful completion of at least two pilot projects employing emerging
       electronic technologies by mid 2004

Objective
The Department will embrace a modern Human Resource culture that seeks
to develop a positive and harmonious working environment that contains and
nurtures a highly motivated, professional and committed workforce

Strategies
    Realign the HR strategy using the Partnership process to create a
      codified set of policies that reflect best current HR practices.

      Meet the staffing needs of the Department by reducing vacancies to
       the minimum and making full use atypical recruitment opportunities
       where appropriate, as well as implementing the various schemes which
       support family friendly work opportunities

      Use the Department’s Performance Management Strategy to assist
       staff to develop fully their contribution and to plan their future career
       paths in a manner that compliments the Departments business
       objectives by providing focussed training and development
       opportunities for staff.

      Develop and implement an effective internal communications strategy
       for the Department.

      Continuing the systematic programme of education and awareness on
       sexual harassment, harassment and bullying in the workplace.

      Produce an Equality Action Plan which meets the latest requirements
       in all fields of equality and spreads an ethos of equality via training,
       induction and best practice particularly in recruitment and promotion,
       including the area of women’s access to more senior levels in the Civil
       Service



                                                                                   53
Key Performance Indicators
   Full Implementation of the Performance Management and
     Development System in line with centrally agreed timetables.

      Delivery of a comprehensive programme of training and development
       to the Department’s staff at all levels, including delivery of 5 days’
       PMDS training to all staff during 2001-2002 and production of
       interactive cd-rom to support Phases 2 and 3 of PMDS training.

      By mid 2002 to publish an Equality Action Plan which details the
       programme of education and training to be delivered during 2002-2004
       and outlines key milestones towards best practice standards that will
       be addressed systematically over 3 to 5 years

      All enquiries and applications in respect of the various flexible working
       arrangements are processed promptly


Objective
To operate a system of operations management and measurement that fully
supports the aims of the Strategic Management Initiative, particularly in terms
of delivering value for money and providing useful measures of the key
outputs and outcomes of the Departments activities.

Strategies
       Design, install and bring into operation a new Financial
         Management Information System (FMIS), which addresses the
         requirements of Resource Accounting and Budgeting and the
         developing Management Information Framework well within the
         central timeline of 2001-2005.

           Strengthen the framework of control within the Department by
            undertaking internal audits and reviews of resource utilisation,
            systems and procedures, and by advising on the implementation of
            good control mechanisms, especially in relation to EU funding.

Key Performance Indicators
      Financial Management Information System (FMIS) to be operational
         by mid 2004.

          Preparation of an annual audit programme on the basis of a risk
           analysis and completion of same.

          Completion of EU audit programme received annually from
           Department of Finance.




                                                                                54
55
                      THE SCIENCE BASED AGENCIES



The science based geological and meteorological services - Geological
Survey of Ireland (GSI) and Met Éireann, are part of the Department.
Because of the very distinct and specialist nature of their services, they each
issue their own separate strategy statements and accordingly their operations
are only referred to in brief in this document.


MET ÉIREANN

Met Éireann’s mission is to meet the national requirement for high-quality
weather forecasts and associated services, with optimum efficiency and value
for money

Environmental Analysis
Recent years have seen a growing public awareness of the importance of
high-quality weather forecasts - not only in situations where life and property
may be at risk, but in a broad range of social and economic activities. In
particular there is a greater realisation that accurate and timely weather
information can enhance the profitability of a wide range of commercial
enterprises.

While the requirements of the nation for weather services are ongoing, and a
long-term view must be maintained, the manner in which these requirements
are met must adapt to changing circumstances. In responding to those
pressures, Met Éireann is making significant and ongoing changes in its area
of operation. Technology changes continue to transform the collation of data
and its dissemination. Many aspects of meteorological production systems -
including weather observing networks (on land, sea, in the upper atmosphere
and in space), data processing and forecasting methods - have been
enhanced by new technology or become more efficient through its application.

The demand for weather data in a variety of formats has increased with the
growth in the communications media. There is growing customer demand for
new delivery systems such as the Internet, which can provide forecast data to
end-users from virtually anywhere in the world.

The current and anticipated growth in the number of television channels, and
especially the introduction of digital television, means that a greatly increased
choice of general 'broad brush' forecasts covering Ireland will be available to
the Irish public.

Within the European Union, competition law and the growth of private sector
meteorology continue to raise questions about the commercial role of National
Meteorological Services (NMS). The market for meteorological data has
opened up and Irish consumers can now receive weather data from private


                                                                               56
firms and other state’s meteorological services. The National Meteorological
Services have moved from a policy of non-competition with each other to one
whereby European customers are free to choose a service from any of the
national meteorological services that can supply it. Competition is most fierce
at the more lucrative end of the market; examples are services to the media,
premium-rate telephone services and forecasts for offshore exploration.

On the supply side, Met Éireann is responsible for costly primary data
collection. The provision of raw meteorological data - weather observations,
Numerical Weather Prediction model output etc. - remains a central task.
While technological advances have enabled significant efficiencies to be
achieved in some of these production processes, the costs associated with
other developments (e.g. meteorological satellites, radar systems) are
extremely high

Effective and imaginative use of modern technology will play a key role in
helping Met Éireann to meet its commitments - in updating services, devising
new products and generally keeping abreast of best practice. A matter
requiring particular attention is the quality control of products issued to end-
users. Currently a range of statistical scores is used to monitor the accuracy
of computerised Numerical Weather Prediction output, and the skill of some
end user products in both the aviation and general forecasting areas is also
assessed. More needs to be done, however, as the verification of product
quality is a fundamental component in the delivery of high-calibre customer
service


Objective
The primary objective for Met Éireann is to provide a comprehensive range of
meteorological services which meet the needs of its customers.


Key Strategies
   supplying relevant meteorological services to all sectors of the
      economy and helping to ensure the protection and safety of life and
      property by issuing public weather forecasts and warnings

      maintaining a high-quality and cost-effective meteorological
       infrastructure, with optimum use of modern technology.

      ensuring customer satisfaction by carefully analysing end-user
       feedback, and by continually improving the range and quality of
       forecasts, the cost-effectiveness of operations and overall standard of
       service

      fostering a professional and supportive work environment which
       attracts, retains and develops committed employees, underpinned by
       effective human resource management




                                                                               57
THE GEOLOGICAL SURVEY OF IRELAND

The Geological Survey of Ireland (GSI), as the national earth science agency,
will contribute to sustainable national development and environmental
protection by providing decision-makers and stakeholders with best available
geological information from comprehensive and up-to-date national geological
databases.

Environmental Analysis
Members of the public, businesses, public and local authorities increasingly
require information and knowledge of geology in the context the earth beneath
our feet forming the foundation for our infrastructure, acting as a pathway for
the migration of contaminants, and containing aggregates, minerals and
groundwater resources. In addition the information requirement can relate to
developmental projects or as part of a general desire to be aware of the
heritage and history of the landscape. Thus, there is a need for a national
store of existing geological information and knowledge to provide a large-
scale overview, which will help guide the location and design of future
developments and investigations.

While the GSI’s principal customers remain the minerals and petroleum
exploration and development sectors, it is increasingly serving sectors that
deal with managing and protecting the environment. The GSI also contributes
to the planning process and provides advice on the nation's geological
heritage.

The GSI, as a National Archive agency, exists to provide this store of
geological information and knowledge. A proportion is acquired directly by the
GSI, but most is obtained by external sources. The GSI’s core function is to
acquire as much geological data as is possible and make each item of data
usable by placing it in context and thus converting it into information. The
nature of data collection, management and mapping is long term and the
needs of customers are more immediate. Maintaining a balanced response to
these opposite imperatives is a constant challenge. In this respect, the
efficient completion of existing projects and the securing of support and
sponsorship for new programmes are important requirements.

Modern information technology is transforming the way geoscience data is
managed. The future for GSI lies in providing a range of completely new
digital information supply systems on its geological resources for all
customers. All of its databases need to be integrated on a single platform
based around a Geographic Information System so that it will be possible for
a customer to access all GSI data relating to any given area in one simple
transaction.

There is substantial growth in public queries, including those related to road
construction and other major projects, reflecting in a welcome manner the
increasing public awareness of geological heritage. Queries are routinely
answered from Government Departments, Local Authorities, the European


                                                                                 58
Commission, consultants, industry, public sector bodies and the general
public. Many queries require an increasingly higher level of information and a
coordinated response from various GSI programmes. However this demand
also leads to significant resource drain which can slow the progress of the
programmes.

Objectives
GSI’s primary task is to acquire and maintain the currency and validity of
geoscience data in order to provide timely, authoritative, impartial and up to
date information and advice to assist relevant sectors of the economy to
develop and prosper.

The Geological Survey of Ireland will serve its customer needs through a
range of operational programmes and support services. It will contribute to
developing the national infrastructure through the maps GSI produces, as well
as its wide range of databases



Key Strategies
   delivering geological information to all customers is the most important
      corporate priority, in particular, the acquisition of information and the
      production of maps and reports used directly by a wide range of
      external customers, through the continuation of long-term surveying
      programmes (Bedrock Geology, Quaternary Geology, Marine Geology
      and Geophysics)

      progressing the 5 year National Seabed Survey project to map the very
       extensive Irish seabed area for the first time; and maximising the value
       derived from survey the by producing a series of topographic and
       geological maps of the seabed, suitable for studying seabed resources
       (both mineral and biological), natural hazards and the seabed
       environment.

      providing solutions to specific customer needs, supporting their various
       activities and helping to build their respective databases throught
       applied project-oriented programmes (Groundwater, Minerals,
       Geotechnical, Geological Heritage and Landscape Geology) through
       continued cooperation with other bodies as appropriate

      providing high-level Information Technology, Cartography, Central
       Technical Services and Administration/Information and Marketing
       support to the above programmes.

      Supporting the Government’s action plan for implementing the
       Information Society in Ireland, with a new initiative, the Earth Resource
       Information Warehouse, that will transform all existing paper-based
       databases into a digital environment so that the information they
       contain is accessible in an easy and interactive way.




                                                                                 59
   expanding the range of electronic services available, including web-
    based map publishing, catalogues of metadata and online invoicing.




                                                                           60

								
To top