Civil Servcie Divisional Report 09-11

www.qualitypublicservices.ie

IMPACT Civil Service DivisionReport 2009–2011

Front cover photoFGE branch secretary Thomas Cowman opening a sealed box containing ballots on the Croke Park deal in June 2010.

Photo by Conor Healy.

IMPACT Civil Service Division

Report 2009-2011

www.qualitypublicservices.ie

Organisation ............................................................................................................................5Divisional executive committee....................................................................................................................................5IMPACT staff ........................................................................................................................................................................5Civil service staff panel ....................................................................................................................................................5Conciliation and arbitration scheme ........................................................................................................................5Grievance procedure........................................................................................................................................................5Civil service employee assistance service..............................................................................................................5Third world fund ..................................................................................................................................................................5Civil service charities fund..............................................................................................................................................5

Pay and incomes ....................................................................................................................5Croke Park agreement....................................................................................................................................................5Background to Croke Park ............................................................................................................................................6Minimum pay ........................................................................................................................................................................7Pensions ................................................................................................................................................................................7Travel and subsistence....................................................................................................................................................7

Modernisation and industrial relations ........................................................................8Civil service employment levels....................................................................................................................................8Croke park agreement: Modernisation ..................................................................................................................8Performance management ..........................................................................................................................................8Decentralisation..................................................................................................................................................................9Cycle to work scheme......................................................................................................................................................9

Equal opportunities ..............................................................................................................9Worksharing, parental and force majeure leave................................................................................................9Shorter working year scheme ....................................................................................................................................9Crèches ..................................................................................................................................................................................9McKenna judgement ........................................................................................................................................................9Disabilities ..............................................................................................................................................................................9

Sectoral and vocational developments......................................................................10Civil Service No.1 branch ............................................................................................................................................10Department of Agriculture, Fisheries & Food ..................................................................................................10Department of Education ............................................................................................................................................10Department of Environment, Heritage & Local Government ....................................................................10Forensic science..............................................................................................................................................................10FGE branch ........................................................................................................................................................................10Probation service ............................................................................................................................................................11Property registration ....................................................................................................................................................11Valuation office ................................................................................................................................................................11

Appendices............................................................................................................................13Salary scales......................................................................................................................................................................14Travel and subsistence ................................................................................................................................................17Decentralisation locations ..........................................................................................................................................18CO

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Front row (left to right): Debbie Ivers, Eugene Dunne, Andy Walsh, Sheila Smith, Éamonn Donnelly (IMPACT National Secretary),

2nd Row (left to right): Mary O’Neill (staff), Bobby Carty, Judy Price, Marian Cody, Siobhán Ní Ghríofa, Geraldine O’Brien (staff),

Back Row (left to right): Philip Slattery, Tom Ryder, John O’Flanagan, Edward Massey, Alan Duffy, Benny Conaty, Pól Ó Gaibhín.

Civil service divisional executive committeeP

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Organisation

Divisional executive committeeThe following were elected to IMPACT’s Civil ServiceDivisional Executive Committee (CSDEC) at IMPACT’s2009 civil service divisional conference: Eugene Dunne(Cathaoirleach), Andy Walsh (Leas Cathaoirleach), BobbyCarty (Third divisional representative on IMPACT’s CentralExecutive Committee), Marian Cody, Benny Conaty, AlanDuffy, Pól Ó Gaibhín, John O’Flanagan, Judy Price, PhilipSlattery and Ernan Tobin. There were four vacancies,which became five with Ernan Tobin’s retirement. Therewere five nominations to fill these positions at the firstDivisional Council meeting in June 2009 and the followingwere deemed elected: Siobhán Ní Ghríofa, Debbie Ivers,Ted Massey, Tom Ryder and Sheila Smith.

IMPACT staffÉamonn Donnelly was appointed national secretary for theCivil Service division in August 2010 and replaced LouiseO’Donnell who is now with the union’s Health and Welfaredivision. At the same time, assistant general secretariesShay Clinton, Stephen Lyons and Brendan McKay wereassigned to portfolios outside the Civil Service division.Assistant general secretaries Tom Hoare, MichaelLanders, Geraldine O’Brien and Ray Ryan currently work inthe division. Jim Fay continues to service the FGE branchon a full-time basis with Thomas Cowman on a part-timebasis. As a result of internal reassignments, Mary O’Neillreplaced Julie Healy as Éamonn Donnelly’s personalassistant in early 2011.

Civil service staff panelJohn O’Flanagan was elected and served as chair of thecivil service staff panel in 2010 and is currently serving asvice-chair. IMPACT is represented on the staff panel,general council and relevant departmental staff panels anddepartmental councils.

Conciliation and arbitration schemeAfter the staff panel voted to support moving grievanceprocedures from the civil service conciliation andarbitration scheme to the Labour Relations Commissionand Labour Court, a draft document was submitted tomanagement following a meeting in October 2008. InJune 2009 management indicated that legislativechanges would be required to implement such a change.No further meetings took place until November 2010. InFebruary 2011 the CPSU, which had supported IMPACT’s

proposal to change systems, altered its position on thebasis that the existing procedures were appropriate fordealing with disputes over Croke Park redeployments. Analternative approach may now need to be considered.

Grievance procedure No progress was made on a revised grievance procedure.It is expected that this issue will be addressed in 2011.

Civil service employeeassistance serviceThe Civil Service Employee Assistance Board has beenestablished and comprises union representatives andrepresentatives from various government departments.

Third world fundThe third world fund’s management committee metquarterly and presented annual reports, which wereadopted at staff panel meetings. The website for the fundis www.cstwf.ie.

Civil service charities fundThe civil service charities fund committee held its annualgeneral meeting in April 2010 where audited accounts for2009 were adopted. The committee, which meets eachquarter, is to examine the possibility of re-launching thefund in 2011 to celebrate its twentieth anniversary.

Pay and incomes

Croke Park agreementPublic service unions voted to ratify the Croke Park publicservice agreement by a margin of almost two-thirds inJune 2010 and more unions have ratified the agreementsince. IMPACT members had earlier voted to accept thedeal by a margin of 77% to 23% in a national ballot of themembers concerned. The turnout was 57%. The agree -ment rules out compulsory redundancies or further cuts inpublic service pay. It also contains important safeguardson pensions and outsourcing and includes a process forthe reversal of public service pay cuts if sufficient savingsflow from the substantial reforms set out in the deal.

5Report 2009–2011

The number of public servants fell by around 16,000between March 2009 and March 2011. This staffingreduction is now generating annual savings of €900million and substantial additional savings will flow asGovernment plans for further large-scale staffing cuts areimplemented between now and 2015. The Croke Parkreform and redeployment measures are designed tomaintain and, in some cases expand, services in the faceof these huge staff reductions. The ongoing moratorium onpublic service recruitment and promotion accounts formost of the staffing reductions, although 2,000 left thehealth service through voluntary redundancy and earlyretirement schemes at the end of 2010.

Between them, the so-called pension levy and pay cuts arealso creating additional annual savings of €1.8 billion, whilereforms in specific parts of the public service havedelivered further significant savings. The website www.imp -lemen tationbody.gov.ie sets out in detail the savings andreforms being delivered under the agreement.

IMPACT has worked hard to ensure the full and rapidimplementation of the agreement and to build and retainsupport among key opinion formers in Government andelsewhere. IMPACT general secretary Shay Cody andother union leaders met finance minister Brian Lenihan inadvance of the IMF negotiations at the end of 2010 andthe minister confirmed his Government’s commitment tothe agreement. An Irish Congress of Trade Unionsdelegation met representatives of the IMF, EuropeanCentral Bank and European Union and discussions alsotook place with the European Trade Union Confederation.Subsequently, the November 2010 deal agreed betweenthe last Government and the IMF, European Central Bankand European Union specifically said that the Croke Parkagreement remains in place. However, the IMF-ECB-EUmemorandum of understanding includes a Governmentrequirement to “consider an appropriate adjustment” inthe public sector wage bill if the Croke Park agreementdoes not deliver sufficient savings.

IMPACT has also maintained communications with themajor political parties, including the new Governmentparties. In response to questions from IMPACT during the2011 election, all the major political parties said theywould honour the agreement on the understanding that itwould deliver very substantial savings and a recon -figuration of public services.

However, the agreement continues to attract vocal andgenerally ill-informed criticism from commentators in themedia, business and a small minority of politicians, whosupport compulsory redundancies and more pay cuts inthe public service. This presents a real danger that thepolitical ground could shift unless the agreement is seen todeliver real savings and reforms. For this reason, unionrepresentatives on the Croke Park national implemen -tation body have continued to press management fortangible proposals that produce savings, avoid futurecosts, bring service improvements, or deliver quantifiableefficiency improvements. IMPACT also developed detailedtraining modules for branch representatives to help themto ensure that the deal is being implemented on theground and that staff get the protections included in thedeal. This training has been delivered to branches in allregions and remains available.

Background to the Croke Park dealThe Government-imposed so-called ‘pension levy’ becameeffective on 1st March 2009. Just before this, IMPACT’sCentral Executive Committee (CEC) confirmed that it hadno basis to sanction participation in a planned one-daystrike after its members voted in favour of industrial actionby a margin of 65% in favour and 35% against, which wasmarginally short of the two-thirds majority required underthe union’s rules.

Following extensive consultation, which included a jointmeeting of the CEC and all five divisional executivecommittees (DECs), a consultative council meeting, staffmeetings, and the union’s 2009 divisional conferences,the CEC adopted a statement of campaign priorities, whichcovered pay, pensions, job security, working conditions, theprotection of public services during the recession, and thepursuit of increased investment in public services as theeconomy recovers. The union then organised hundreds ofworkplace meetings over the summer of 2009, whichwere attended by over 10,000 members in total. As aresult, a second ballot in September-October 2009achieved a massive 86% endorsement for industrial actionon a 69% turnout. Meanwhile, it became clear that theGovernment was planning a further public service pay cut.

In October 2009 the union also launched a €450,000advertising campaign, aimed at bolstering its defence ofpublic services and the people who provide them. Thisincluded full-page newspaper adverts, nationwide billboardadvertising, advertising inside buses and DART trains, aleaflet drop to over a million households, and a ‘viral’campaign using Facebook, Twitter and the IMPACTwebsite.

A 24-hour public service strike took place on 24thNovember 2009 involving IMPACT and other publicservice unions. This led to resumed talks with Governmentrepresentatives after unions received indications that theGovernment might negotiate an alternative to theimposition of pay cuts. IMPACT entered the talks on thebasis of its agreed priorities, but recognised that anyagreement would have to find alternative payroll savings.The unions said this could be done through a trans -formation of public services, which would generate hugesavings while protecting services as budgets and staffnumbers declined, plus agreed temporary measures tocut payroll costs in 2010 because the transformation wasunlikely to generate the necessary savings before 2011.

Between the end of November and early December 2009,sectoral negotiations about the transformation of publicservices had progressed so far that negotiators on bothsides had finalised texts on transformation in health, localgovernment, education, and the civil service and non-commercial semi-state bodies. These would have formedagreements in each sector subject to an overall deal beingconcluded. In addition, 12 days’ compulsory unpaid leavewas to be introduced, on a once-off basis, to generate therequired payroll savings in 2010. It was agreed that thiswould be implemented in ways that avoided any adverse

6 IMPACT Civil Service Division

impact on services. It was accepted by both sides that thevalue of the unpaid leave would not be redeemable by staffat any time in the future, and that the measure would nothave negatively impacted on those retiring from the publicservice.

The cabinet discussed the proposal at its meeting of 1stDecember and, following that meeting, the employers’ sideconfirmed to unions that, although an overall agreementhad not yet been reached, the Government accepted thatthe unpaid leave proposal could form the basis of a deal. Asthe agreement was being finalized, the ICTU PublicServices Committee decided to suspend a second one-daystrike planed for 3rd December. Agreement betweenunions and employers was subsequently reached on theapplication of the unpaid leave in ways that ensured noadverse impact on services. But at the final meetingbetween Government representatives and ICTU nego -tiators the employers said the Government had decidednot to proceed to conclude an agreement. It had renegedon the proposed deal.

The Government’s decision to reject the deal revealed itsdetermination to drive down wages in the public andprivate sectors. The 2010 budget included pay cutsaveraging 7% across the public service, although this wassubsequently drastically reduced for a small number ofsenior civil and public service managers. IMPACT soughtlegal advice on the imposition of the pay cuts.

Industrial action began at the end of January 2010. Theaction stopped cooperation with any new work practicesor modernisation measures, introduced a ‘work to rule,’and blocked work carried out on a voluntary basis outsideof members’ formal contracts of employment. It alsorequired members to refuse to cooperate with staffredeployment or take on work associated with newlyvacant posts or unfilled promotional posts, and refuse toperform higher duties without the payment of appropriateallowances. On 8th March the ICTU Public ServicesCommittee announced that there would be a secondphase of the industrial action, which would include selectivestrikes and other forms of disruptive action.

On foot of this, renewed discussions between publicservice management and unions got underway in CrokePark on 12th March. The talks were facilitated by KieranMulvey, Kevin Foley, Anna Perry and other senior LabourRelations Commission staff. At the request of KieranMulvey, the unions agreed not to escalate the industrialaction while the talks were underway, but the work-to-ruleremained in place. The talks concluded in the early hoursof 30th March 2010. IMPACT subsequently sought andreceived clarifications on aspects of the proposals, whichsignificantly clarified and strengthened its safeguards forworkers. The union then put the proposals to a ballot ofmembers concerned, who backed it by a large majority.

The final budget of the outgoing Government imposed afurther 10% pay cut for new entrants to public servicerecruitment grades. Staff who have previously been intemporary or permanent public service employment willnot be subject to the % additional cut if they are recruitedto the same grade or a grade analogous to their previousemployment. This includes those who have previously been

on fixed-term contracts or who were on approved breaksin service like leave, temporary assignments or second -ments. The additional pay cut, which comes on top of theso-called pension levy and the average 7% pay cut imposedlast year, applies to new entrants appointed on or after 1stJanuary 2011.

Minimum payThe new Government elected in February 2011 said itwould reverse the €1 an hour cut in the statutoryminimum wage. This was a priority campaign issue forIMPACT and ICTU after the cut in the pay floor wasintroduced by the outgoing Government in its last budget.However, the new administration is to press ahead withreform of the Joint Labour Committee (JLC) structure,which sets minimum pay and other conditions, above thestatutory base, in certain sectors. Unions, who fear thedeclaration that “reform options will examine the rate ofpay for atypical hours” could lead to a reduction in weekendand overtime rates set by JLCs, have vowed to keep up thepressure on the new Government.

PensionsSignificant changes in pension arrangements for newentrants to the public service were announced in the2010 budget. The Government also announced that it wasconsidering significant proposals for an end to the currentlink between pay increases and pension increases andmove to inflation-based pension increases for both existingand future pensioners. Neither was discussed with theunions and IMPACT has indicated its strong opposition toany change in pension terms including arrangements forindexation of pensions in retirement.

The Government’s main proposed provisions for the newscheme for new entrants include raising the minimumpublic service pension age from 65 to 66 years (in line withchanges to the old age pension), setting a maximumretirement age of 70 years and basing pensions on‘career average’ earnings rather than final salary. Publicservice unions decided to engage with management in anindustrial relations framework, as opposed to aconsultative process, on the detail of the proposals anddetails of the scheme for new entrants. An outcome wasconcluded in the Labour Relations Commission, which wasnoted by the ICTU Public Services Committee. Legislationis required to give effect to the new scheme.

Travel and subsistenceCivil service general council reports 1504 and 1505 setout agreed travel and subsistence rates for the civilservice, which are generally applied across the publicservice. In 2009, the rates were reduced by 25% throughlegislation. No review of the rates has taken place sinceJune 2008 when civil service unions lodged a claim to the

7Report 2009–2011

civil service conciliation and arbitration scheme for theimplementation of the agreed rates. The claim wasprocessed as far as the arbitration stage. However, theunions judged that the arbitrator was unlikely to find intheir favour in the current climate, particularly asGovernment had imposed the cuts through legislation.Therefore, the unions proposed a joint informal review oftravel and subsistence rates in accordance with thenormal criteria, which take account of motoring costs,hotel costs and foreign travel. The informal review will takeaccount of figures gathered at the end of April 2011.Agreement to a joint informal review does not imply anychange in the existing Government policy.

Modernisation andindustrial relations

Civil service employment levelsThe moratorium on civil service recruitment remains inplace under the Croke Park agreement. Government,employers, unions and the IMF-EU-ECB ‘memorandum ofunderstanding’ all acknowledge that the agreement willgenerate the most substantial savings through thereduction of staff numbers and the subsequentredeployment of staff to protect and, where possible,enhance service delivery in priority areas.

The Croke Park national implementation body hasestimated that the number of public servants fell by16,000 between 2008 and 2010, which is nowgenerating savings of €900 million a year. Civil servicenumbers are expected to fall to 2002 levels by the end of2011. An incentivised scheme for early retirement wasmade available for a short period to facilitate a permanentreduction in civil and public service staff numbers. Detailsof the package are set out in circular 12/09.

Croke Park agreement:ModernisationUnder the Croke Park agreement, each sector is requiredto establish an implementation body and produce actionplans for the implementation of the agreed modernisationmeasures. A civil service Implementation Body, whichworks under the remit of the civil service General Council,was established in September 2010. An independentchair was appointed in January 2011 and there is equalrepresentation from unions and employers. IMPACTnational secretary Eamonn Donnelly a member of the body.

The first civil service action plan, issued in October 2010,identified modernisation measures for immediate imp -lemen tation, for implementation in 2011, as well as othermeasures that would be implemented over the lifetime ofthe agreement. The plan, which also provided for therequired consultative processes, is available on theIMPACT website.

The overriding commitment is to reduce civil service staffnumbers by 7.3%, coupled with an effective redeploymentprogramme within the civil and public service. The group ofunions is in discussions with management in relation to afair and transparent redeployment strategy, which takesaccount of the voluntary nature of redeployment, length ofservice, workers’ skills and resources, and options for skillsdevelopment and retraining.

The action plan sets out the requirement for reconfig -uration of offices, better work organisation, performancemanagement following the PMDS review, recruitmentefficiencies, shared services, procurement initiatives andimproved use of new technology. It also included a numberof proposals about the management of attendancepatterns, including the abolition of ‘bank time,’ whichceased in January 2011.

Management also said it would abolish ‘privilege days’ butlater amended this position to one where staff whocurrently have up to 24 days annual leave would get twoextra days and staff with up to 29 days leave would oneextra day once ‘privilege days’ were abolished. This wasreferred by the PSEU and AHCPS to the arbitration boardand IMPACT took part in the hearing because the outcomeaffected some of its grades.

The arbitration board found that management put forward“no clearly reasoned explanation” for its proposals toabolish privilege days. It said management had failed toshow that significant savings would arise from itsproposals, which would “create a sense of grievancedisproportionate to any gains which might accrue.” Theboard said its finding would have been different if “it hadbeen demonstrated that the reduction in leave days beingproposed would lead to significant real savings thatprovided enhanced services to the public.” But it also calledthe distinction between privilege days and annual leave“entirely illogical” and said there was “no place forconcepts such as privilege days.” It said its decision shouldnot be interpreted as saying that annual leave entitlementswere off the agenda. “In order to create a perception offairness and to create a climate that is conducive toaddressing the very challenging transformation agendaahead it would seem more appropriate to address thisissue on a public service wide basis, rather than dealingwith it in a piecemeal fashion,” it said. The parties are nowin discussions about the practical implications of the ruling.

Performance managementIn 2009 management sought to reconvene the perfor -mance management development system (PMDS) sub-committee. They wanted to discuss performance targets,while the staff side had major concerns about the appeals


process, particularly with regard to an independent review.The Croke Park agreement contains a commitment toreview PMDS. The general council sub-committee wasreconstituted toward the end of 2010 and met on 2ndDecember. Management is now drawing up proposals forthe streamlining of the PMDS process and an initiative totackle underperformance. Without agreement, manage -ment attempted to introduce amendments to the 2010PMDS forms to alter assessment criteria and IMPACTinstructed its members not to use the amended forms.Management pulled back from its position and newproposals are due to be received by the unions by April2011.

DecentralisationThere were five meetings of the decentralisation sub-committee during 2010 and three during 2009. A reviewof decentralisation is to take place in 2011. At the requestof the unions, the official side produced lists of competedand deferred decentralised locations. The latest list, whichshows the position at the end of November 2010, isattached as appendix three of this report.

Cycle to work schemeThe cycle to work scheme was introduced in the civilservice in May 2009. Full details of the scheme are set outin circular 16/2009.

Equal opportunities

Worksharing, parental andforce majeure leaveFollowing lengthy discussions, circular 11/2010 settingout the civil service worksharing scheme issued inSeptember 2010. Amendments to parental leave arr -ange ments, which saw the maximum age of a child inrespect of whom employees can take parental leaveincrease from eight to 13 years, were agreed followingnegotiations. The amend ments are set out in circular13/2010.

Civil servants’ statutory entitlements to force majeureleave are set out in circular 5/2010, which also coversnon-statutory entitlements to other forms of leave forurgent family reasons. This superseded all previous circu -lars and instructions on these matters. Circular 22/09,which provides details of special leave with pay on thedeath of a relative, was issued in August 2009.

Shorter working year schemeThe shorter working year scheme replaced the term-timescheme in April 2009. The scheme generates exchequersavings while allowing civil servants to balance work withfamily and other commitments. Under the scheme, unpaidleave is available as a period of two, four, six, eight, ten or13 consecutive weeks. It can be taken as a continuousperiod or as up to three separate periods of between twoand 13 weeks. Full details are available in circular14/2009.

CrèchesThere are currently seven civil service crèches across thecountry. They are in Mahon (Cork), Mount Street and Marl -borough Street (Dublin), Backweston (Celbridge), Athlone,Sligo and Ennis. The responsibility for the building andmaintenance of the crèches lies with the Office of PublicWorks while the Department of Finance retains respons -ibility for policy matters and the allocation of licences tooperators. Annual operational audits are carried out.

McKenna judgementFollowing the ruling of the European Court of Justice in theMcKenna case, and a Labour Court determination, amend -ments were made to pregnancy-related sick leavearrangements in the civil service. The details are set out incircular 15/2009.

Disabilities The disabilities sub-committee and the disabilities networkmet on a number of occasions over the last two years. Thecode of practice remains on the agendas of both. Somenew disability liaison officers (DLOs) were trained and anupdated list of all DLOs issued in July 2010. Updates areregularly supplied to the website www.disabilites.gov.ie.

9Report 2009–2011

Sectoral and vocationaldevelopments

Civil Service No.1 branchThe branch executive committee has improved its approachto service delivery by focusing strongly on representation inthe different employments rather than relying solely onmonthly executive meetings. Regular discussions havetaken place in relation to community service supervisors,civilian staff at An Garda Síochána, finance department lan-guage teachers and other areas represented by thebranch.

Department of Agriculture,Fisheries & FoodA Government proposal to close 46 local agriculturaloffices had considerable implications for members ofIMPACT’s Agricultural No.1 and Professional AgriculturalOfficers branches. Discussions with management, whichstarted in late 2009, made progress in a number of areasincluding seniority, criteria for those remaining in postsand e-working stations in the remaining 16 enhancedagricultural offices. The negotiations also covered homeoffice arrangements. IMPACT referred the matter to theLabour Relations Commission (LRC), which recommendedthat the existing agriculture agreement remain in place for18 months, with redeployment based on the businesscase. It is anticipated that all the office closures will becompleted within this timeframe. The Croke Park agree -ment’s redeployment limit of 45 kilometres would apply toany redeployments arising after 18 months. The Profess -ional Agricultural Inspectors branch agreement alsoapplied the general principles covered the LRC recommen -dations.

Department of EducationThe National Educational Psychological Service is one ofthe few civil service areas exempt from the moratorium onrecruitment and promotions and there has been anincrease in the number of psychologists. In late 2010,procedures were agreed to restructure the regions downfrom ten to eight.

Department of Environment,Heritage & Local GovernmentStaffing shortfalls continued to have a major effect onIMPACT’s CLME and Meteorologists’ branches. MetÉireann, which requires 24-7 staffing, is increasinglydepen dent on staff goodwill to maintain its services.IMPACT has been in talks at local and departmental toseek additional staff, and over the automation of work.

IMPACT had secured recognition rights with the privatecompany SGS as part of the agreement with the RoadSafety Authority that introduced private sector partici -pation in driver-testing. The union pursued this when thework was outsourced to ensure that legal employmententitlements were applied to SGS staff. Recognition alsoallows the union to monitor the conditions and costs in thisarea. The outsourcing came to an end in 2009 as thedriving test backlog was substantially reduced.

Forensic scienceA busy period for the Forensic Science branch involvedlocal discussions on the Croke Park action plan for thelaboratory and a number of local engagements withmanage ment that have ensured a relatively smoothpassage so far. The 1% for management grades contin -ues and resulted in some promotional positions being filledrecently. Accommodation continues to be a problem andsome staff were reluctantly relocated during the year. Thisis being done on a rotational basis in the interest offairness but was a cause of disquiet for some staff.

FGE branch IMPACT has secured two days release each week for thebranch secretary to undertake union duties. FGE gradeshave suffered an average loss of between 11% and 14%in basic pay, the so-called ‘pension levy’ and allowances forperforming duties at a higher grade, as well as significantlosses in overtime pay. The branch is still trying to addressanomalies in relation to established and unestablishedstaff. The Croke Park modernisation action plans haveimpacted on FGE grades in a number of ways:

l Reviews of the role, function, allowances and locations,some of which commenced without consultation withthe branch

l Changed work practices

l Proposals for the introduction of flexible or shift work

l Redeployment

l Changed performance and attendance managementwith no meaningful training

l Outsourcing

l The ongoing competition embargo, which includesestablishment competitions


Although the 2009 Finance Act makes it difficult tosuccessfully pursue claims that increase costs, the branchhas been successful with claims regarding a head servicesofficer competition in Revenue, a confined clerical officercompetition in the Revenue print centre, a head servicesofficer competition in the Department of Defence, and thefilling of vacant posts in various departments. A newcontract was secured for the supply of uniforms after alengthy process involving FGE executive members and theOPW. The roll-out of this contract commenced in January2011.

Probation serviceIMPACT’s Probation and Welfare Officers’ branch agreedto community service same-day assessments, conditionalon protocols and procedures drawn up by the branch andagreed with management. The protocols include profess -ional practice and safe and appropriate interview facilities.A reduced adjourned period of four weeks for all othercommunity service reports was also agreed while othermatters remain outstanding.

The branch has agreed to a pilot on low-intensity super -vision in cases with a lower score on actuarial riskinstruments. The pilot has commenced in five teamsacross the country. The branch is also represented on agroup finalising an assessment framework for clients atrisk of causing serious harm to others.

A health and safety review of working with high-risk clientsis underway in a partnership approach involving theIMPACT branch, service management and the Stateclaims agency. It arose out of a report on the safety ofprobation service work practices by the State claims body.The branch, which took safety concerns arising fromincreased referrals of high-risk offenders to the 2009divisional conference, was consulted during the prepar -ation of the report which made recommendations for 26specific actions. The branch is represented on theimplementation body.

IMPACT was represented on a partnership body whichdrew up a policy document on the management of part-suspended sentence supervision orders, which tend toapply to more serious risk offenders including ganglandfigures. The branch drew up an outline documentproposing an interagency approach involving the courtservice, prison service, Gardaí and the probation service.This resulted in significant union influence on the guidancedocument for the probation service.

The IMPACT branch is represented on an all-island bodyoverseeing two pilot projects on the management of sexoffenders. One is based on new risk instruments and arelated model of assessment and management. The othercentres on an interagency process focussed on infor -mation exchange and joint active management of sexoffenders. A policy document on the management of sexoffenders was also agreed in a partnership forum.

Negotiations resulted in an agreed interim report on thecurrent role and responsibilities of senior probationofficers and prioritisation of their workloads. There are twooutstanding issues related to the outcomes of the pilot onlow risk and community service issues. Meanwhile, thereare two branch representatives on the partnership grouplooking at workload assessment in all current workprocesses and procedures. The group hopes to producean interim report in June 2011.

The branch has a representative on a special interestgroup feeding into the registration body for the social workprofession, and is commenting on draft proposals for acode of ethics focussing on the specific implications forprobation officers and practice.

IMPACT is preparing a discussion document about thereview of security in Haymarket, which will be sent tomanagement. The union is seeking a partnership approachto resolving the issues it has identified.

Property registration A joint management-union working group was establishedto consider the proposed integration of technical and gen-eral service grades within the PRA. IMPACT’s technicalgrades are amenable to the integration of duties in principlebut a number of barriers remain to be overcome by man-agement, particularly the proposed assimilation onto gen-eral service grade pay scales.

Valuation officeThe national revaluation programme is likely to be deliv -ered following the long-awaited roll-out of the Rainey reportimplementation agreement and the establishment of 24contract valuers.

11Report 2009–2011

Appendices

General Service GradesFigures current 1st January 2010 unless otherwise indicated

Secretary General188,640

Deputy Secretary168,000

Assistant Secretary127,796 - 133,605 - 139,898 - 146,191

Principal (higher)85,957 - 89,399 - 92,853 - 96,295 - 99,236 -102,3351

- 105,4292

Principal80,051 - 83,337 - 86,604 - 89,898 - 92,672 - 95,5501 -98,4242

Assistant Principal (higher)67,913 - 70,403 - 72,903 - 75,390 - 77,884 - 79,337 -81,8211 - 84,2962

Assistant Principal61,966 - 64,257 - 66,519 - 68,748 - 70,978 - 72,268 -74,5141 - 76,7682

AO Standard Scale31,619 - 34,420 - 38,004 - 40,734 - 43,463 - 46,202 -48,930 - 51,653 - 53,5321 - 55,4152

AO Higher Scale40,734 - 43,463 - 46,202 - 48,930 - 51,653 - 53,532 -55,392 - 57,251

HEO Standard Scale43,816 - 45,125 - 46,426 - 47,730 - 49,035 - 50,347 -51,653 - 53,5321 - 55,4152

HEO Higher Scale46,426 - 47,730 - 49,035 - 50,347 - 51,653 - 53,532 -54,766 - 56,007 - 57,251

EO Standard Scale29,024 - 31,094 - 32,679 - 34,219 - 35,749 - 37,247 -38,760 - 40,233 - 41,749 - 42,760 - 44,1871 - 45,6162

EO Higher Scale29,024 - 31,094 - 32,679 - 34,219 - 35,749 - 37,247 -38,760 - 40,233 - 41,749 - 42,760 - 44,187 - 45,251 -46,315 - 47,379

Civil Service General (Full PRSI)Revised pay with effect from 1st January 2010 forestablished officers appointed on or after 6th April 1995paying the Class A rate of PRSI contribution and makingan employee contribution in respect of personalsuperannuation benefits for General Service Grades.

Secretary General198,568

Deputy Secretary176,800

Assistant Secretary134,523 - 140,636 - 147,262 - 153,885

Principal (higher)90,355 - 93,972 - 97,607 - 101,234 - 104,327 -107,5841 - 110,8442

Principal84,132 - 87,595 - 91,033 - 94,496 - 97,417 -100,4461 - 103,4722

Assistant Principal (higher)71,359 - 73,979 - 76,604 - 79,228 - 81,852 - 83,385 -85,9881 - 88,5982

Assistant Principal65,185 - 67,541 - 69,884 - 72,235 - 74,581 - 75,934 -78,3021 - 80,6782

AO Standard Scale33,247 - 36,194 - 39,967 - 42,838 - 45,711 - 48,593 -51,466 - 54,329 - 56,3141 - 58,2942

AO Higher Scale42,838 - 45,711 - 48,593 - 51,466 - 54,329 - 56,314 -58,267 - 60,224

HEO Standard Scale46,081 - 47,458 - 48,831 - 50,204 - 51,581 - 52,955 -54,329 - 56,3141 - 58,2942

HEO Higher Scale48,831 - 50,204 - 51,581 - 52,955 - 54,329 - 56,314 -57,614 - 58,918 - 60,224

EO Standard Scale30,516 - 32,687 - 34,360 - 35,977 - 37,588 - 39,166 -40,760 - 42,311 - 43,909 - 44,967 - 46,4731 - 47,9752

EO Higher Scale30,516 - 32,687 - 34,360 - 35,977 - 37,588 - 39,166 -40,760 - 42,311 - 43,909 - 44,967 - 46,473 - 47,591 -48,713 - 49,837


Appendix one - salary scales

1 = After three years service at the maximum.2 = After six years service at the maximum. 3 = After nine years service at the maximum.

These scales do not include the imposed ‘public service’ levy introduced in 2009, but do reflectreduced pay rates introduced in 2010.

Pay scales for new entrants to certain grades were reduced by a further 10% from 1stJanuary 2011. See www.impact.ie for more information.

Common Grades

Engineer Grade I and Professional Accountant Grade I65,247 - 67,219 - 69,195 - 71,169 - 73,135 - 75,476 -78,1461 - 80,8142

Engineer Grade II and Professional Accountant Grade II55,863 - 57,165 - 58,456 - 59,757 - 61,054 - 62,351 -63,644 - 64,956 - 67,0511 - 69,1322

Engineer Grade III and Professional Accountant Grade III30,738 - 33,526 - 36,327 - 39,122 - 41,927 - 43,659 -45,387 - 47,117 - 48,840 - 50,570 - 52,299 - 54,027 -55,757 - 57,6861 - 59,6042

Law Clerk (per week)486.57 - 508.28 - 543.10 - 560.80 - 578.43 - 596.05 -613.71 - 631.37 - 649.06 - 667.271 - 685.422

Engineering Draughtsperson (per week)528.52 - 548.48 - 568.03 - 587.61 - 607.23 - 626.93 -646.70 - 665.62 - 684.53 - 703.44 - 722.40 - 746.471 -770.582

Chief Superintendent Mapping45,800 - 47,983 - 50,171 - 52,356 - 54,541 - 56,722 -58,914 - 61,104 - 63,030 - 64,956 - 67,0511 - 69,1322

Superintendent Mapping40,550 - 41,983 - 43,184 - 44,365 - 45,565 - 46,763 -47,940 - 49,4271 - 50,9122

Examiner in Charge35,086 - 35,863 - 36,631 - 37,408 - 38,188 - 38,970 -40,550 - 41,8041 - 43,0602

Examiner of Maps (per week)603.45 - 620.54 - 636.96 - 652.34 - 668.84 - 680.85 -703.821 - 726.822

Mapping Draughtsperson (per week)431.90 - 444.59 - 460.15 - 475.66 - 491.28 - 506.99 -522.60 - 538.28 - 553.18 - 567.72 - 582.36 - 596.97 -611.59 - 631.931 - 652.242

Architectural Assistant Grade II (per week)528.52 - 548.48 - 568.03 - 587.61 - 607.23 - 626.93 -644.95 - 664.74 - 684.53 - 703.44 - 722.40 - 746.471 -770.582

Laboratory Analyst32,780 - 33,731 - 34,636 - 36,780 - 38,166 - 39,562 -40,986 - 42,406 - 43,828 - 45,265 - 46,709 - 48,173 -49,592 - 50,5701

Common Grades Full PRSIRevised pay with effect from 1st January 2010 forestablished officers appointed on or after 6st April 1995paying the Class A rate of PRSI contribution and makingan employee contribution in respect of personalsuperannuation benefits for General Service Grades.

Engineer Grade I and Professional Accountant Grade I65,247 - 67,219 - 69,195 - 71,169 - 73,135 - 75,476 -78,1461 - 80,8142

Engineer Grade II and Professional Accountant Grade II55,863 - 57,165 - 58,456 - 59,757 - 61,054 - 62,351 -63,644 - 64,956 - 67,0511 - 69,1322

Engineer Grade III and Professional Accountant Grade III30,738 - 33,526 - 36,327 - 39,122 - 41,927 - 43,659 -45,387 - 47,117 - 48,840 - 50,570 - 52,299 - 54,027 -55,757 - 57,6861 - 59,6042

Law Clerk (per week)486.57 - 508.28 - 543.10 - 560.80 - 578.43 - 596.05 -613.71 - 631.37 - 649.06 - 667.271 - 685.422

Engineering Draughtsperson (per week)528.52 - 548.48 - 568.03 - 587.61 - 607.23 - 626.93 -646.70 - 665.62 - 684.53 - 703.44 - 722.40 - 746.471 -770.582

Chief Superintendent Mapping45,800 - 47,983 - 50,171 - 52,356 - 54,541 - 56,722 -58,914 - 61,104 - 63,030 - 64,956 - 67,0511 - 69,1322

Superintendent Mapping40,550 - 41,983 - 43,184 - 44,365 - 45,565 - 46,763 -47,940 - 49,4271 - 50,9122

Examiner in Charge35,086 - 35,863 - 36,631 - 37,408 - 38,188 - 38,970 -40,550 - 41,8041 - 43,0602

Examiner of Maps (per week)603.45 - 620.54 - 636.96 - 652.34 - 668.84 - 680.85 -703.821 - 726.822

Mapping Draughtsperson (per week)431.90 - 444.59 - 460.15 - 475.66 - 491.28 - 506.99 -522.60 - 538.28 - 553.18 - 567.72 - 582.36 - 596.97 -611.59 - 631.931 - 652.242

Architectural Assistant Grade II (per week)528.52 - 548.48 - 568.03 - 587.61 - 607.23 - 626.93 -644.95 - 664.74 - 684.53 - 703.44 - 722.40 - 746.471 -770.582

Laboratory Analyst32,780 - 33,731 - 34,636 - 36,780 - 38,166 - 39,562 -40,986 - 42,406 - 43,828 - 45,265 - 46,709 - 48,173 -49,592 - 50,5701

Department of Agriculture

Area Superintendent49,818 - 51,447 - 53,083 - 54,714 - 56,349 - 57,986 -59,617 - 61,6771 - 63,7392

District Superintendent35, 054 - 37,753 - 40,443 - 43,108 - 45,788 - 48,468 -51,138 - 53,816 - 55,7821 - 57,7452

Supervisory Agricultural Officer34,038 - 35,673 - 37,297 - 38,898 - 40,515 - 42,131 -43,734 - 45,337 - 46,935 - 48,6411 - 50,3522

15Report 2009–2011




Technical Agricultural Officer23,123 - 24,450 - 25,786 - 27,122 - 28,461 - 29,772 -31,076 - 32,391 - 33,716 - 35,032 - 36,358 - 37,640 -39,371 - 40,6811 - 41,9922

Dairy Produce Officer40, 987 - 42,073 - 43,311 - 44,543 - 45,782 - 47,021 -48,261 - 49,494 - 50,725 - 52,4731 - 54,2192

Senior Dairy Produce Officer44,516 - 46,388 - 48,256 - 50,127 - 51,989 - 53,860 -55,729 - 57,597 - 59,467 - 61,5521 - 63,6262

Department of Agriculture (Full PRSI)

Area Superintendent52,399 - 54,122 - 55,837 - 57,558 - 59,276 - 60,998 -62,718 - 64,8811 - 67,0092

District Superintendent36,859 - 39,696 - 42,530 - 45,337 - 48,154 - 50,977 -53,787 - 56,612 - 58,6761 - 60,7422

Supervisory Agricultural Officer AG&EE35,795 - 37,510 - 39,221 - 40,905 - 42,607 - 44,308 -45,995 - 47,683 - 49,362 - 51,1621 - 52,9662

Technical Agricultural Officer24,341 - 25,740 - 27,141 - 28,550 - 29,921 - 31,299 -32,675 - 34,058 - 35,449 - 36,838 - 38,230 - 39,578 -41,401 - 42,7881 - 44,1692

Dairy Produce Officer41,927 - 43,659 - 45,387 - 47,117 - 48,840 - 50,570 -52,299 - 54,027 - 55,757 - 57,6861 - 59,6042

Senior Dairy Produce Officer44,096 - 45,914 - 47,731 - 49,554 - 51,372 - 53,193 -55,014 - 56,830 - 58,649 - 60,6811 - 62,7012

Agricultural Inspector60,200 - 62,932 - 65,648 - 68,307 - 70,963 - 73,616 -76,270 - 79,319 - 82,1261 - 84,9352

Assistant Agricultural Inspector35,254 - 38,199 - 41,148 - 44,096 - 45,914 - 47,731 -49,554 - 51,372 - 53,193 - 55,014 - 56,830 - 58,655 -60,6811 - 62,7012

Chief Inspector/Agriculture Inspector160,082

Senior Inspector Higher Scale90,355 - 93,972 - 97,607 - 101 - 234 - 104,327 -107,5841 - 110,8442

Office of Public Works

District Inspector/Senior Clerk of Works40,481 - 41,886 - 43,299 - 44,713 - 46,140 - 47,559 -48,664 - 49,761

Engineering Technician Grade I40,060 - 40,941 - 41,915 - 42,967 - 44,045 - 45,244 -46,365 - 47,919 - 49,470

Architectural Assistant Grade II (weekly)528.52 - 548.48 - 568.03 - 587.61 - 607.23 - 626.93 -644.95 - 664.74 - 684.53 - 703.44 - 722.40 - 746.47 -770.58

Office of Public Works (Full PRSI)

District Inspector/Senior Clerk of Works42,575 - 44,049 - 45,538 - 47,023 - 48,526 - 50,026 -51,185 - 52,335

Engineering Technician Grade I42,135 - 43,054 - 44,083 - 45,192 - 46,326 - 47,587 -48,768 - 50,398 - 52,033

Architectural Assistant Grade II - (weekly)556.11 - 576.57 - 597.17 - 617.76 - 638.44 - 659.21 -678.18 - 698.96 - 719.79 - 739.69 - 759.66 - 785.02 -810.41

FGE

Head Servcies Officer (per week)536.22 - 554.24 - 571.97 - 589.80 - 607.56 - 625.33 -646.521 - 669.872

Service Officer (per week)398.74 - 414.29 - 430.08 - 446.27 - 457.84 - 471.71 -495.55 - 512.321 - 531.611

Service Attendant (per week)398.74 - 405.29 - 516.47 - 432.43 - 453.24 - 469.40 -489.28 - 505.571 - 524.651

Cleaner (per week)308.76 - 396.52 - 412.73 - 423.941 - 442.072

FGE (Full PRSI)Revised pay with effect from 1st September 2008 for es-tablished officers appointed on or after 6th April 1995paying the Class A rate of PRSI contribution and makingan employee contribution in respect of personal superan-nuation benefits for General Service Grades.

Head Services Officer (per week)579.67 - 599.40 - 619.11 - 638.86 - 658.57 - 678.31 -701.831 - 727.742

Services Officer (per week)427.72 - 447.38 - 464.92 - 482.47 - 494.96 - 509.93 -535.58 - 553.901 - 574.662

Services Attendant (per week)427.72 - 434.96 - 499.91 - 467.54 - 489.94 - 507.45 -528.94 - 546.491 - 567.132

Cleaner (per week)408.36 - 425.32 - 445.67 - 458.271 - 477.892





17Report 2009–2011

Appendix two - travel and subsistence rates

Motor Mileage Rates

Scale ARates per kilometre effective from 5th March 2009

Official travel Engine capacity Engine capacity Engine capacity in a calendar year up to 1200cc 1201 to 1500cc 1501cc and over

cent cent cent

Up to 6,437km 39.12 46.25 59.076,438km and over 21.22 23.62 28.46

Rates per mileOfficial travel Engine capacity Engine capacity Engine capacity in a calendar year up to 1200cc 1201 to 1500cc 1501cc and over

cent cent cent

Up to 4,000 miles 62.94 74.42 95.054,001miles and over 34.13 38.00 45.79

Reduced travel ratesRates per kilometre effective from 5th March 2009

Engine Engine Enginecapacity capacity 1201cc capacity 1501ccunder 1200cc to 1500cc and overcent cent cent

14.64 16.64 19.49

Rates per mile

Engine Engine Enginecapacity capacity 1201cc capacity 1501ccunder 1200cc to 1500cc and overcent cent cent

23.55 26.76 31.36

Domestic subsistence rates Effective 5th March 2009

Class of Allowances Night Allowances Day Allowances

Normal Reduced Detention 10 hours or 5 hours but lessRate Rate Rate more than10 hrs

A 108.99 100.48 54.48 33.61 13.71B 107.69 92.11 53.87 33.61 13.71

Loca

tion

Org

anis

atio

nTo

tal

To

tal

Pos

ts

Pos

ts

% m

oved

Pro

pert

y

Pos

tsP

osts

Mov

edye

t to

at e

nd

Sta

tus

defe

rred

Mov

eN

ov 2

01

0

Ark

low

NS

AI

12

41

24

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Ath

lone

Educ

atio

n &

Ski

lls8

88

81

00

%C

ompl

ete

Ath

lone

Hig

her

Educ

atio

n A

utho

rity

64

64

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Ath

yO

ffice

of t

he R

even

ue C

omm

issi

oner

s2

53

18

07

32

9%

Adv

ance

par

ty in

pla

ce -

to b

e re

view

ed in

20

11

Bal

lina

Roa

d S

afet

y A

utho

rity

62

62

10

0%

Com

plet

e

Bal

linas

loe

Nat

iona

l Roa

ds A

utho

rity

11

01

10

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Bir

rFÁ

S3

98

37

82

05

%A

dvan

ce p

arty

in p

lace

- to

be

revi

ewed

in 2

01

1

Bun

cran

aS

ocia

l Pro

tect

ion

10

21

00

29

8%

Com

plet

e

Car

low

Ente

rpri

se T

rade

& In

nova

tion

25

71

54

10

34

0%

Adv

ance

par

ty in

pla

ce -

to b

e re

view

ed in

20

11

Car

rick

on

Sha

nnon

Cen

tral

Fis

heri

es B

oard

54

54

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Car

rick

-on-

Sha

nnon

(Pha

se I)

Soc

ial P

rote

ctio

n1

59

15

91

00

%C

ompl

ete

Car

rick

on

Sha

nnon

(Pha

se II

)S

ocia

l Pro

tect

ion

90

90

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Car

rick

mac

ross

Soc

ial P

rote

ctio

n8

58

50

%D

efer

red

- to

be r

evie

wed

in 2

01

1

Cav

anC

omm

unic

atio

ns, E

nerg

y &

Nat

ural

Res

ourc

es3

01

24

45

71

9%

Adv

ance

par

ty in

pla

ce -

to b

e re

view

ed in

20

11

Cav

an/

Por

tlaoi

se/

Gal

way

HIQ

A8

08

00

%D

efer

red

- to

be r

evie

wed

in 2

01

1

Cha

rles

tow

nC

omm

unity

Equ

ality

& G

aelta

cht

Affa

irs

16

46

41

00

61

%A

dvan

ce p

arty

in p

lace

- to

be

revi

ewed

in 2

01

1

Cla

rem

orri

s (P

hase

I)O

ffice

of P

ublic

Wor

ks1

04

73

31

30

%A

dvan

ce p

arty

in p

lace

- to

be

revi

ewed

in 2

01

1

Cla

rem

orri

s (P

hase

II)

Offi

ce o

f Pub

lic W

orks

38

38

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Clif

den

Pob

al4

21

72

56

0%

Adv

ance

par

ty in

pla

ce -

to b

e re

view

ed in

20

11

Clo

naki

lty

Agr

icul

ture

Fis

heri

es &

Foo

d8

68

51

99

%C

ompl

ete

Clo

naki

lty

BIM

90

20

70

22

%C

ompl

ete

Clo

naki

lty

Sea

Fis

heri

es P

rote

ctio

n A

utho

rity

47

47

10

0%

Com

plet

e

Cor

kH

IQA

10

04

75

34

7%

Com

plet

e

Cur

ragh

Def

ence

For

ces

41

34

13

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Don

egal

Soc

ial P

rote

ctio

n2

58

25

80

%D

efer

red

- to

be r

evie

wed

in 2

01

1

Dro

ghed

aTr

ansp

ort

37

37

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Dro

ghed

aC

itize

ns In

form

atio

n B

oard

49

49

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Dro

ghed

aLo

cal G

over

nmen

t C

ompu

ter

Ser

vice

Boa

rd1

01

10

10

%D

efer

red

- to

be r

evie

wed

in 2

01

1

Dro

ghed

aR

ailw

ay S

afet

y C

omm

issi

on1

61

60

%D

efer

red

- to

be r

evie

wed

in 2

01

1

Dro

ghed

a S

ocia

l Pro

tect

ion

49

94

99

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Dun

dalk

Sus

tain

able

Ene

rgy

Irel

and

34

23

11

32

%A

dvan

ce p

arty

in p

lace

- to

be

revi

ewed

in 2

01

1

Dun

garv

anO

SI

20

62

06

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Eden

derr

yFE

TAC

44

44

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Eden

derr

yH

ETA

C3

43

40

%D

efer

red

- to

be r

evie

wed

in 2

01

1

Eden

derr

yN

QA

I1

81

80

%D

efer

red

- to

be r

evie

wed

in 2

01

1

Enni

scor

thy

Bor

d B

ia7

67

60

%D

efer

red

- to

be r

evie

wed

in 2

01

1

Ferm

oyA

gric

ultu

re F

ishe

ries

& F

ood

10

01

00

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Gao

th D

obha

ir (P

hase

I)Fo

ras

Na

Gae

ilge

55

10

0%

App

rove

d by

Gov

ernm

ent

to p

roce

ed


Appendix three – progress made under the Decentralisation Programme

Loca

tion

Org

anis

atio

nTo

tal

To

tal

Pos

ts

Pos

ts

% m

oved

Pro

pert

y

Pos

tsP

osts

Mov

edye

t to

at e

nd

Sta

tus

defe

rred

Mov

eN

ov 2

01

0

Gao

th D

obha

ir (P

hase

II)

Fora

s na

Gae

ilge

25

25

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Kan

turk

Offi

ce o

f Pub

lic W

orks

88

88

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Kild

are

Offi

ce o

f the

Rev

enue

Com

mis

sion

ers

38

03

80

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Kild

are

(Naa

s)Fi

nanc

e –

CM

OD

30

30

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Kilk

enny

Envi

ronm

ent

Her

itage

& L

ocal

Gov

ernm

ent

62

62

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Kilk

enny

Art

s C

ounc

il4

94

90

%D

efer

red

- to

be r

evie

wed

in 2

01

1

Kill

arne

yTo

uris

m C

ultu

re &

Spo

rt1

03

79

24

77

%C

ompl

ete

Kill

arne

yIr

ish

Spo

rts

Cou

ncil

31

31

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Kilr

ush

Offi

ce o

f the

Rev

enue

Com

mis

sion

ers

57

57

10

0%

Com

plet

e

Lim

eric

kFo

reig

n A

ffair

s1

34

13

41

00

%C

ompl

ete

List

owel

Offi

ce o

f the

Rev

enue

Com

mis

sion

ers

52

52

10

0%

Com

plet

e

Long

ford

Iris

h P

riso

n S

ervi

ce1

33

13

31

00

%C

ompl

ete

Loug

hrea

Roa

d S

afet

y A

utho

rity

40

40

10

0%

Com

plet

e

Loug

hrea

Tran

spor

t1

01

01

00

%C

ompl

ete

Mac

room

Agr

icul

ture

Fis

heri

es &

Foo

d1

00

10

00

%D

efer

red

- to

be r

evie

wed

in 2

01

1

Mal

low

Fáilt

e Ir

elan

d1

63

16

30

%D

efer

red

- to

be r

evie

wed

in 2

01

1

Mitc

hels

tow

nC

IÉ G

roup

20

02

00

0%

Def

erre

d - t

o be

rev

iew

ed in

20

11

Mon

agha

nC

omba

t P

over

ty A

genc

y2

52

50

%D

efer

red

- to

be r

evie

wed

in 2

01

1

Mul

linga

r

Educ

atio

n &

Sci

ence

29

72

90

72

%D

efer

red

- to

be r

evie

wed

in 2

01

1

Na

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Civil Servcie Divisional Report 09-11

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