OPW Action Plan 30 Oct 2012 · 2019. 11. 19. · Q4 2012 – 1797 Q4 2013 – 1785 Q4 2014 - 1770...

Revised on 30 October 2012Introduction to

The Office of Public Work's (OPW) Proposed Action Plan for Change

under the Public Service Agreement 2010 – 2014

The mission of the Office of Public Works is to use our experience and expertise in our mandated areas of operation to provide innovative, effective and sustainable shared services to the public and our clients.

The core functions of the Office of Public Works (OPW) relate to three areas of operation i.e.Flood Risk ManagementProcurement andEstate Portfolio Management

and these operational areas are supported by Corporate Services.

Estate Portfolio Management The OPW provides a shared service in the area of property management and property maintenance incorporating architectural, engineering, valuation, quantity surveying, project management and facilities management services to central Government Departments and Agencies. OPW is the leading agency in the country in the areas of conservation and the presentation of cultural and heritage properties. The Office is responsible for some 780 National Monuments and it also manages some of the most prestigious Historic Properties in Ireland.

Flood Risk ManagementThe OPW is the lead agency for the management of flood risk measures and coastal protection in Ireland. This role involves the national coordination of activities as well as developing, implementing and maintaining structural and non-structural flood risk management programmes and measures.

National Procurement Services (NPS)The NPS is a shared service provided by the OPW and its function is to achieve greater efficiencies and value for money in the procurement of common goods and services for the Irish public service.

Corporate ServicesThese comprise internal services such as Human Resource Management, Financial Services, ICT Services and other supports necessary for the day-to- day operations of the Office.

OPW Croke Park Action Plan - 30 October 2012 - Final 1

BenchmarkingThe OPW is a unique organisation where customer service is paramount and the acquisition and maintenance of ISO accreditation for each of the Business Units is a priority. Our services are benchmarked against national and international best practice in the private sector and other public sector organisations.

ISO provides an independent assurance that the services provided by the OPW conform to agreed high standards. The accreditation is independently certified by the National Standards Authority of Ireland (NSAI) and the business areas are audited by them annually to ensure that standards are maintained. ISO presents a challenge to all business units to maintain and enhance quality of service and product which are top priorities of the OPW. In addition, it provides a tool for the OPW to systematically and continuously improve all aspects of its operations. It is also a key management tool for running the various business units within the OPW.

The Office has developed and continuously refines construction cost norms for the complete range of building types it is responsible for constructing. The norms are generally below the industry norms for similar type buildings. Tight project management controls have been in place for many years and are reviewed on an ongoing basis, in part under ISO procedures, in order to achieve value for money.

Fixed Price Contracts Fixed Price Contracts have been developed for major contracts and are now the standard contract type for the Office. This is a major reform which will be of further assistance to the Office in providing clarity of roles and accountability and should reduce the scope for price variation and extras on major contracts. Conditions of engagement, for the provision of professional and technical services have been adopted. The major benefit will be greater price certainty.

Measured Term Contracts for Maintenance ServicesA Measured Term Contract for the provision of property maintenance services is in place in the Dublin area. This is a contract for a fixed period which requires contractors to undertake works within a fixed time and a defined geographical area. The work is measured and valued at rates contained in a pre-priced Schedule of Rates. It is proposed to roll out other similar drawdown contracts to the regions over the lifetime of this agreement. This will achieve greater price certainty and value for money.

Performance Management and Development SystemOPW attaches great importance to the fullest possible implementation of the Performance Management and Development System (PMDS), which is designed to monitor individual performance and provide direct support to staff to achieve project and programme targets. The Office’s principal asset in the delivery of quality service is the professionalism and expertise of its staff across a very wide skills spectrum. It is a prime objective of the Office that staff are trained to the highest levels and that they are familiar with best practice in the relevant business environment in activities such as the planning, appraisal, cost benefit analysis, budgeting and management of projects. Staff are facilitated and encouraged to acquire relevant professional training in areas such as procurement and property and estate management. A special emphasis is placed on the continuing professional development


of Professional and Technical staff. This Action Plan will cover the period of the implementation of the revised PMDS system and will see an even greater emphasis on the training of our staff than ever before.

Information and Communication Technology (ICT)The OPW employs ICT and avails of the most up to date, efficient and effective technologies in support of its day to day business. The provision of information to customer, clients and the public, data management, financial reporting and eGovernment initiatives are priorities for the Office. In the eGovernment arena the NPS manages the operations of the eTenders website which is designed to be a central facility for all public sector contracting authorities to advertise procurement opportunities and award notices. In addition the NPS manages the procurement.ie website which is designed to assist with the achievement of greater efficiencies and value for money in the procurement of goods and services across the Irish public service. The OPW also manages a suite of websites in the area of Flood Risk Management - flooding.ie providing information for citizens and businesses, floodmaps.ie providing historic information on flooding events and opw.ie/hydro collecting and disseminating water level flow data. OPW's Heritage Services manage the heritageireland.ie website which is designed to introduce visitors both foreign and domestic to some of the many rich and varied attractions of the Irish heritage.

Savings/efficienciesThe OPW has made significant savings and efficiencies in recent years on foot of service rationalisations and the latest estimated outturn on current expenditure of the OPW Vote has been reduced by €51m or 17% from an outturn of €302m in 2008 (excluding unitary payments). There has been a reduction of 46% on the overall outturn (current + capital) of the OPW Vote, reducing from €635m in 2008 to an estimated €342m in 2012 (excluding Unitary Payments (UPs)). UPs in 2012 will be €51.738m of which €20.3m is capital.

OPW Action Plan for ChangeThe pages following outline the OPW's proposed actions to implement the changes agreed in the Public Service Agreement 2010 – 2014. It is important to note that while many of the actions identified in the Action Plan are already being implemented as part of our day-to-day operations they have been included in order to ensure that the Implementation Group has a full picture of where the OPW is and will continue to effect savings going forward. These actions are also included in our Integrated Reform Delivery Plan as submitted to the Department of Public Expenditure and Reform.


Public Service (PS) Agreement 2010 – 2014OPW's Proposed Action Plan for Change

Terms of PS Agreement 2010 – 2014Clause Nos.

Action Timeframe Benefits Arising 2010 - 2014

Savings in 2013

1. Better human resource management Actions to include under this heading include reductions in numbers, redeployment, reconfiguration of service delivery, revisions in attendance arrangements, better attendance and absence management, etc.

1. 1.54.1

Operate within Government's Employment Control Framework

From 1893 in Q1 2011 to: Q4 2011 – 1857Q4 2012 – 1797Q4 2013 – 1785Q4 2014 - 1770

• Reduction of 446 in authorised numbers since 2009

2. 1.44.4

Elimination of certain allowances payable in the OPW to prospective new beneficiaries as per the Government decision of 18 September 2012 (S180/20/10/1160A).

Ongoing • Reduced Costs N/A

3 1.44.4

Review, in conjunction with D. of Public Expenditure & Reform, payment of allowances to existing beneficiaries with a view to ceasing payment as per the Government decision of 18 September 2012 (S180/20/10/1160A).

• Commencing with Committee Allowances

Ongoing

February 2013

• Reduced Costs

€8,000

4 1.44.4

Co-operate with D. Public Expenditure & Reform in the further review of certain common allowances.

Ongoing • Reduced Costs N/A




Savings in 2013

5. 1.11.74.34.4.6.3

Increase flexibility and mobility across sectoral, organisational and professional boundaries

• To progress discussions with unions/D.Public Expenditure & Reform and other interested parties to develop frameworks and structures to facilitate cross-stream reporting and promotions.

• Implement cross-stream promotions (where opportunities arise).

• Broaden the extent of cross-stream reporting across the Office

• The OPW will be amenable to accept staff on deployment from other Departments/Offices/Agencies/Bodies

Q1 2011 and ongoing

Q1 2012 and ongoing

Q1 2011 and ongoing

Q1 2012 and ongoing

• Greater flexibility in delivery of services

• Ability to assign staff to the area of most need in the context of falling ECF limits

• Enhancement of merit based opportunities for promotions for all grade equivalences.

• Greater administrative efficiencies

N/A




Savings in 2013

6. 1.10 1.114.34.44.136.3.16.3.3

Internal Flexibility & Sharing of Services• Regionalisation and/or centralisation of

common office activities to compensate for natural wastage and achieve increased efficiency.

• Rationalise the number of OPW offices throughout the country to the optimum distribution for continued service delivery by providing cross business unit shared services accommodation.

• Provide for reporting to work sites rather than depots

• Maintain or enhance front line staffing and service delivery while achieving the Government's target for reduction in staffing, through sharing of back office support activities.

• Reorganisation of Regional payroll mid-to Q4 2012.

• Staff in Government Publications Shop in Molesworth St., Dublin 2 to be relocated to 52 St Stephen's Green (due to surrender of lease) to take over the Government Publication (GP) functions from Claremorris

• Staff currently working on GP in Claremorris to be assigned to National Monument functions moving from Dublin.

• Transfer of Legal Services and FOI functions to regional office in Kilkenny by Q4 2012

• Staff in Quantity Surveying Services located in 4/5 Harcourt

• More efficient utilisation of staff, money, property and physical resources.

• Staff released for front line operations.

• Rationalisation will release OPW premises for sale or reassignment

• Increased specialisation will allow for improved performance and standardisation of operations (same procedures everywhere).

• ICT may be deployed on a cost effective basis to further improve efficiency, e.g. helpdesk / dispatcher.

• Surrender of leases• Vacated space assigned to

other Government Offices

N/A in 2013

€95,000 – closure of shop

N/A

N/A

Savings for 2013 not yet quantified




Savings in 2013

Road, Dublin 2 to move to 52 St Stephen's Green by end Q2 2013

• Relocate Limerick Regional Office and Workshop to Mungret – end 2011

• Amalgamation of workplaces of industrial staff of Furniture Branch, Publications and BMS/ CEW in Dublin by mid 2012.

7. 1.124.4

Utilise Partnership Structures to Develop Revised HR Strategy

End Q2 2013 • Improved HR management N/A

8. 1.134.12

OPW will continue to strengthen the Performance Management & Development System in operation in the Office

• Implement revised PMDS system

• Feedback to D/PER on the new system

• Complete Skills Gap Analysis • Use the PMDS Learning &

Development plans returned by staff to develop interim gap analysis

• Develop and up-to-date Skills &

Ongoing

Commencing Q1 2012

Commencing Q1 2012

End Apr 2012

Ongoing

• Improvements in performance management

• Improvements in skills base

N/A




Savings in 2013

Qualifications register

• Develop a Strategy for Training & Development of established staff

• Complete Management Training for industrial staff

End Q1 2013

End Q4 2012

9. 1.121.134.44.134.14

All staff on Time and Attendance System Completed by Q1 2013 for all administrative staff and end Q2 2013 for all professional and technical staff

• Compliance with the requirements of the Organisation of Working Time Act.

• Facilitate HR Shared Services Initiative.

• Improved Reporting arrangements

N/A

10. 1.11.134.44.11

To actively seek to Rationalise Grading Structures in consultation and collaboration with the Department of Public Expenditure & Reform and other Departments in similar grading structures.

• Set out grading bands and equivalences with a view to bringing forward proposals

2011-2014

Commencing Q2 2013

• Reduce administration costs

• Optimum deployment of resources

N/A in 2013

11. 4.18 Participation in FAS Work Placement Programmes

Q1. 2011 and ongoing - Up to 55 placements

• Provide work experience. N/A

12. 1.114.4

Actively pursue opportunities for shared services with other public service bodies

2011-2014 • Reduced administrative costs

N/A in 2013




Savings in 2013

4.15• Participate in HR Shared Services

Initiative• Baselining of back office and admin.

Functions complete • Complete transition to HR Shared

Service for the Civil Service • Baselining of Admin Payroll functions• Complete transition to payroll shared

service for the Civil Service • Complete transition to pensions shared

service for the Civil Service

Ongoing

End Q3 2012

End Q4 2014

End Q2 2012

End Q1 2014

End Q4 2014

• Access to public service expertise

• Staff resources released for other priority functions

13. 1.11.104.1

Utilisation of Workforce Planning

• Participation in the development of frameworks for Workforce Planning within the Civil Service

• Complete Phase 1 of Workforce Planning

• Advance Workforce Action Plans for the Civil Service

End Q1 2012

End 2012

End 2012

• Optimum deployment of resources

N/A

14. 1.104.74.84.9

Review atypical work patterns to ensure alignment with business needs

2011-2014 • Optimum deployment of resources

N/A

15. 1.13 Proactive Sick leave management Ongoing • Reduction in Absenteeism N/A




Savings in 2013

4.10• Contribute to achievement of the Civil

Service wide objective of reducing sick leave by 10%

• Provision of reports to Senior Managers in relation to Sick Leave

• Implement new sick leave regulations.

Commencing Q1 2012

Commencing 1 Nov. 2012 for self certified sick leave

• Better productivity• Improved Management

Reporting

16. 1.231.251.274.5

Provide for stable industrial relations through well developed communication

Ongoing • Improved productivity• Improved staff morale• Uninterrupted services • Increased public

confidence

N/A

17. 1.104.1Paragraph 4 - Appendix: Service delivery Options

Service delivery Options• Identify areas where potential exists for

in-sourcing/outsourcing opportunities for example in relation to

• Standard goods and services• Standards based or framework

arrangements for specialist services

• Extending existing outsourcing arrangements

• Enhance service through designated or one stop shop type service for clients

• Identify areas where technical solutions can be used to release staff for higher priority work.

2011-2014

• Replace manned outsourced security with automated or

• Reduced administrative overheads

• Staff released for other duties

• Reduced costs• Greater flexibility of

resources• Greater efficiency of

service for clients

N/A in 2013

N/A in 2013




Savings in 2013

• Closure of all OPW workplaces that do not have direct interaction with the public for a full week at Christmas – staff to use leave to cover this period.

remote security where appropriate by end 2014

• Closure of Government Publications shop and transition to sale by internet and mail-order by end 2012.

• Reallocation of general duties e.g. raising/ lowering of flags on public buildings – June 2012

• Christmas 2012 • Costs Savings €30,000

18. 1.41.91.104.13

Replace, on a phased basis, services provided by gauge readers (who currently assist Hydrometric Section in the collection of hydrometric data) through digital data collection.

2011-2014. • Cost Savings• More efficient data

collection

€105,000

19. 1.104.4

Identify Opportunities for External Service Delivery

End Q4 2012 • Identification of areas for cost containment/reduction

• Identification of opportunities for the release of staff for front line duties

N/A in 2013




Savings in 2013

2. Better Business Processes Actions under this heading would include efficiency measures including procurement, revisions to business process, reconfigurations and other changes to service delivery options, including sharing of service, revisions to regulatory/inspection actions, and so on.

20. 1.94.44.13

Management and Rationalisation of OPW Property Portfolio

• Assessment of the overall approach to the management of the property portfolio, e.g., centralised, regional, etc.

• Surrender of Leases due to expire• Disposal of surplus owned properties• Disposal and/or reassignment of

property released due to the reconfiguration of/reduction of office space by Government Departments and Offices

• Move to more energy efficient buildings • Convert higher cost leases to lower cost

leases where opportunities arise• Strategic Review of State-owned office

Buildings over 1,000sq.m.

Ongoing

Q1 2012 39 Garda Stations available for reuse or disposalFurther programmes anticipated

• More effective utilisation of property

• More effective use of staff resources

• Reduce Costs - Subhead F3 allocation reduced from €128m in 2010 to €116m in 2011, a further target of reduction to €112m in 2012 and €108m in 2013

• More efficient property portfolio management

€4m

21. 1.11.104.14.34.15

Subject to directive role being assigned to OPW by the Department of Public Expenditure & Reform seek to develop structures and procedures for greater co-operation with other State bodies on property matters.

• Chair the Steering Group on Property Asset Management

Dependent on implementation of the directive role for OPW

Commencing Q1 2012

• More effective use of State Property Assets.

• Allow better strategic planning of property portfolio

N/A




Savings in 2013

• Work with the Department of Public Expenditure & Reform on the Steering Group on Property Asset Management

• Establish an internal multi-disciplinary committee to develop design standards for Property Asset Management

• Define a map-based application for property data sharing across the public service

Establish committee by end Q2

End 2012

22. 1.94.44.13

Examine Space Allocations available to Civil Servants

• Review amount of space allocated per person

• Encourage greater use of 'open-plan' accommodation

Subject to directive role for OPW being granted

• Reduced Costs• More efficient property

portfolio management

N/A in 2013

23. 1.94.134.14

Input to review, amendment and updating Department of Public Expenditure & Reform circular 1/94 to formalise OPW's control and responsibility for building maintenance.

Revised Circular 1/94 published Q1 2012.

Revised Circular implemented end Q1 2013

Achievement of implementation target is dependent on circular issuing from the Department of Public Expenditure & Reform without delay

• Targeted (appropriately prioritised) preventative maintenance to obviate the need for more extensive and expensive interventions at a later date

• Reliable compliance with leasehold maintenance obligations obviating end lease reinstatement works.

€1.5m

This saving can only be achieved if revised circular 1/94 is issued mandating the centralisation of maintenance budgets in




Savings in 2013

the OPW24. 1.9

4.1Review the level of service charges paid to landlords of leased properties with a view to achieving reductions.

Ongoing • Direct savings to exchequer in property costs

€700,000

25. 1.91.104.14

Review and reform methods for estimating the valuation of land and buildings managed by the OPW.

End 2012/ Early 2013 • More meaningful and reliable information on the potential valuation of property held by OPW

N/A

26. 1.94.11.94.1

Implement Smarter Travel recommendations for a moratorium on provision of car parking spaces in urban areas.

• Carry out a review of car parking provision with the aim of not renewing licences and leases on car parking which is not part of leased buildings.

Ongoing as leases/rents become due for review or terminationOngoing

• Direct savings to exchequer in property costs

• Cost containment/reduction

• Maximisation of property resource

• Direct savings to exchequer in property costs

€500,000

27. 1.104.13

Publish core property information on-line End Sept 2012 • Information more readily available to client Departments and Agencies

N/A

28. 1.9 Promote further use of Government properties for the enhancement of existing private sector data networks

Ongoing • Income raising initiative €400,000Income Raising

29. 1.114.15

Provide Services to the Department of Education and Skills in the completion of its Schools Building Programme

Complete Phase 1 of Schools Building Programme – Aug 2013

• Assisting Department of E&S in delivering, on time and within budget, a

N/A




Savings in 2013

hugely demanding building programme.

• Maximisation of professional, technical and project management resources within the OPW

30. 1.114.15

Provide Services to An Garda Síochána in respect of their accommodation programme focussing on their 2012 priorities namely the Cell Refurbishment Programme and rationalisation of rural Garda Stations

Ongoing • Cost containment for the Department of Justice & Equality


N/A

31 1.114.15

Provide services to Department of Social Protection in relation to offices and alterations to facilitate the provision of the National Employment & Entitlements Service (Intreo) and the introduction of Public Service Card.

Ongoing • Maximisation of professional, technical and project management resources within the OPW

N/A

32. 1.91.124.1

Full implementation of the Optimising Power @ Work campaign across the Civil Service

Current Implementation Programme to 2012.Subsequent programme to follow.

• Financial Savings (Net after costs):• 2010 – €2.2m• 2011 - €2.4m• 2012 - €2.82m• 2013 - €3.25m• 2014 – €3.7m

• Total 2010-14, - €14.37m

€3,25mMost of this saving will be on non-OPW voted expenditure as this is a civil service wide




Savings in 2013

Extension of the Optimising Power @ Work project further across the Public Sector

2013 - 2014

• Reduction in Energy and CO2 usage

• Further savings on energy costs

campaign

Not yet quantified in 2013

33 1.124.34.44.14

Following consideration of performance and efficiency of existing contracts, roll out measured term maintenance contract (currently Dublin only) to rest of country.

2012 – 2014

Scoping for regional measured term maintenance contracts complete end Sept. 2012

• More efficient maintenance arrangements leading to lower admin costs for OPW and client Departments

N/A

34.

1.104.14.34.134.14

1.104.14.14

Customer and Supplier focused services:

• Standard based frameworks for rapid tendering of commodity and specialist goods and services - e.g Energy Frameworks, Stationery Contract, Office Machinery etc.

• Production of an agreed range of documents covering the creation of

Multiple Frameworks being established each year.

Uptake of central framework by client bodies in line with National Procurement Services performance indicators.

End Q2 2012

• Administrative savings in client bodies availing of central contracts

• Greater legal compliance through use of frameworks

• Reduction in once off tenders for contracts of low monetary value

• Reduction in single tender contracts

• Significant financial savings on administrative costs

See note at end Section 2 of table




Savings in 2013

1.104.14.34.134.14

1.104.14.34.134.14

Framework Agreements (single and multiple supplier frameworks)

• Accelerate the rate of roll-out of the energy frameworks across the Public Sector

• Accelerate the Roll-out of Managed Print Services (MPS) in the Public Sector

• MPS to be made mandatory for all central Government Departments and Agencies

• MPS to be made mandatory for all public service bodies

Ongoing

Ongoing

2013

• Significant reduction in State's legal exposure under the provision of EU Remedies Directive

• Significant saving on time required for entry to market and completion of contract

• Savings potential of up to €30 million per annum

• Savings in the region of 30% of total office printing costs.

• Administrative efficiencies by reducing the number of invoices to be processed (from hundreds to four per annum)

35. 1.10 1.114.14.15

NPS to assist the D. of Public Expenditure & Reform in drafting a plan, including targets and specific initiatives, to deliver on procurement reform. This plan will include a category management strategy.

End Q2 2012 • Increased value for money in the procurement of goods and services

• Cost containment• Avoidance of duplication





Savings in 2013

• Assist the D. of Public Expenditure & Reform with Procurement Capability Review

• Input into the D. of Public Expenditure & Reform's development of a Logistic Inventory Management Strategy

• NPS functions to be transitioned into the new National Procurement Office (NPO), under an implementation plan developed by the Chief Procurement Officer

End Q4 2012

End Q4 2012

End Q1 2013 • Increased value for money in the procurement of goods and services

• Cost Containment • Avoidance of duplication

36. 1.11.101.114.15

Provide the Senior Responsible Owner for Public Sector Procurement Reform

• Chair the Public Service Procurement Reform Steering Group

• Working with the D. of Public Expenditure& Reform on the Public Service Procurement Reform Steering Group

Ongoing • Increased efficiency and collaboration on procurement matters across the public sector

• Increased value for money in the procurement of goods and services

• Avoidance of duplication


37. 1.10 1.114.14.144.15

Maximising strategic sourcing in the procurement area

• Accelerate collaborative buying across the public service

Late 2010 and through 2011 & 2012

Ongoing

• Increased efficiency through avoidance of duplication across public service

• Increased value for money in procurement of goods and services





Savings in 2013

• Cost containment• Advancement of all

relevant Government policies during procurement activities e.g. Carbon emissions, Green procurement

• Facilitate Small and Medium Enterprise (SME) sector through rapid standards based procurement

38. 1.41.9

Negotiate savings from the top companies doing business with the public sector.

Late 2011 • Cost savings identified from on-going tender competitions


39. 1.10 1.124.13

1.104.13

Redesign and re-launch eTenders website

Consider, in consultation with the Chief Procurement Officer whether a charge for

Mid 2012

Commencing Jan 2013

• Considerable reduction in both time and cost for those doing business with the public service

• Provision of additional on-line facilities for clients

• Particular benefits accruing to SME's vis a vis ease of access, visibility of business opportunities

• Income raising initiative





Savings in 2013

1.91.104.13

registration on eTenders should be established.

Set Up a Market Intelligence Repository in the NPS

• Publish, where appropriate, market intelligence information on www.procurement.ie

End Q4 2012

End Q2 2012

40. 1.94.134.14

Establish the Irish national multi-stakeholder e-Invoicing forum. Report to the European forum on progress.

• NPS to tender for Service Providers that will support the roll our of PEPPOL for he acceptance and subsequent processing of electronic invoices.

Pilot e-Invoicing in place in OPW Mid 2012

First analysis of e-Invoicing carried out end May 2012

End Q1 2013

• Cost savings• Increased efficiency


41. 1.41.91.104.134.16

The NPS will progress the introduction of low value purchasing cards for use in the Irish Public Service.

• Establish a multi-supplier Framework Agreement for the supply of Purchasing Cards to the entire public sector

• Roll-out Purchasing Cards to the entire Public Service

• Targeted information seminars for

2012-2013

End 2012

Commencing Jan 2013

• Increased efficiency• Cost savings• Deliver transactional

savings in the region of €32.00 per transaction

• Greater transparency in the purchasing process

• Strengthen compliance with procurement



http://www.procurment.ie/



Savings in 2013

Framework Clients• Purchasing Cards to be made mandatory

for all purchases below €1,000

Commencing Jan 2013 procedures• Faster receipt of payments

for suppliers42. 1.4

1.91.114.154.16

The NPS to review cash balances of Public Sector bodies with a view to obtaining better overall value consequent on more intensive management of this cash resource.

Proposal for efficiencies will be submitted by MOS to NTMA/Dept of PER/ Central Bank by end 2011

• Increased efficiency in financial management


43. 1.41.94.15

Develop, with the participation of external expertise, a reliable method of base-lining the savings being achieved by the work of the NPS.

End Q4 2012 • Improvement of reporting on savings for Public Service Agreement 2010 – 2014 and Integrated Reform Delivery Plan


44. 1.1 Publish details of Purchase Orders over €20k on-line

End Q4 2012 • Timely and improved management information

N/A

45. 1.104.134.15

Payable Orders to be abolished for transactions with suppliers, contractors etc. where this is appropriate

End Q2 2013 • Cost savings• Increased efficiency in

financial management

N/A

46. 1.104.44.134.144.15

Enhance Electronic Information and Document Management Systems across the OPW including the creation and enforcement of standards for managing data and the review of business processes that relate to the management and communication of information both within the OPW and with clients and service providers.

2011-2014 • Increased efficiency in Data Management

• Increased resource efficiency in utilisation of staff and management of systems

• Improved management information

• Cost reductions in

N/A in 2013




Savings in 2013

This will be particularly important in the management of the property portfolio where access to accurate and relevant information is vitally important.

archiving

• More effective estate management, utilisation of space and cost controls.

47. 1.13 Greater utilisation of specialist expertise, beyond that routinely used in the OPW, to consider and advise on options across the range of the Office's functions for example financial appraisal, cost benefit analysis legal advice etc. This expertise to be sourced either in-house or out-sourced.

Ongoing • Greater clarity with regard to cost benefits

• Increased value for money

N/A

48. 1.104.144.15

Implement Policy in the OPW that electronic Systems and Communications be used in all dealings with suppliers, consultants and contractors

2011-2014 • Increased Efficiency• Cost reductions in post• More reliable data transfer

N/A in 2013

49 1.124.34.44.14

Continued development and refinement of Project Management systems and processes to improve effectiveness and efficiency specifically in relation to dealing with specialist contractors and abnormally low tenders.

Ongoing • More cost certainty and value for money in administration of works contracts

• Reduced likelihood of contract disputes and legal challenges

N/A

50. 1.41.104.14.13

Move to Open Source software in place of proprietary software, where practicable having regard to business needs.

2011-14 • Open standards• Reduced licensing costs• Free upgrades and

enhancements

€96,000Cost Avoidance




Savings in 2013

51. 1.9 Review ongoing maintenance by the OPW of field bridges on private property

2013-2014 • Enables savings • Estimated total savings

including labour of up to €1m.

• Staff release to other duties

€350,000

Note: A recent Government decision will establish a National Procurement Office from 1 January 2013. The Department of Public Expenditure and Reform's report that informed this Government decision in relation to a more centralised model of public

procurement identified savings in the first year of this Office to be at least €81m.

3. Delivering for the Citizen Actions under this heading would include efficiency measures and improvements to the processes by which your Department/body delivers its services to the public, including changes to the technology used, better data management, including around identity, and so on.

52. 1.104.134.15

eGovernment• Produce Project Plan for eGovernment

StrategyEnd Q3 2012

• Facilitate the further development of ICT and on-line technologies within the OPW and in the provision of services by the OPW

N/A

53. 1.104.14.134.14

Use of technologyBarcode/Tag all OPW assets and verify that they are included on the electronic asset register

Barcoding to commence Q3 2012 and to be completed by end 2013

• Improved security/ accounting facility

• Improved management information

N/A

54. 1.104.13

Service Delivery• Improved Partnership arrangements with

2011 – 2012 • Improved arrangements for/efficiency in delivery

N/A




Savings in 2013

Local Authorities for the delivery of Flood Risk Management Measures and both Major and Minor Capital Works Programmes

of capital works and for minor flood relief works programme.

• Increase of up to 50% in the number of Capital Works projects at both design and construction stage.

55.1.101.124.34.134.14

Customer focused service delivery in the area of Heritage Services

• Improved presentation, marketing and interpretation of Heritage Sites

• Introduction of online booking facility for Visitor Services

• Significant use of technologies such as apps, facebook and twitter for OPW and Heritage sites

• Piloting of programmes for engagement with volunteer and community groups

• Provide electronic sales facility at major heritage sites

End Q4 2012

End Q4 2012

Ongoing

Commencing July 2012

End 2012

• Improved customer focus.• Information and services

delivered to customers with reduced staff involvement.

• Staff released to front line activities.

• Facilitate development of online services by others

• Reduced Administration Costs

• Improved accounting facility

N/A

56. 4.4 Greater exploitation of Heritage Sites to generate revenue

• increased use for Concerts, Markets etc.• review various fees/ charges attaching to

Heritage Sites• Dublin Castle Conference facility post

EU Presidency

Ongoing Strategy devised end June 2012

• Improved customer focus• Reduced nett overhead

costs• Increased revenue

€300,000 income generating

Dependent on new Medium-




Savings in 2013

Term Expenditure Framework allowing the retention of a portion of A&A

57. 1.104.13

Customer focused service deliveryOnline provision/publication of:

• Archived hydrometric data

• Geographical Information Systems

• Historic Flood maps

• Modelled Flood maps

• Flood Risk Management Plans

• Flood Reports

• Payments over €20,000

• Open data

End Q4 2011

End Q1 2012

Ongoing

End Q4 2013

End Q4 2015

Ongoing.

End Q4 2012

Pilot ends 2013

• Improved customer focus.• 24/7/365 service delivery.• Information and services

delivered to customers with reduced staff involvement.



• Data available to the public for the development of apps etc.

N/A

58. 1.101.124.13

Guidance on services delivered by OPW

• Redesign and re-launch OPW websites

2011 – 2014 • Improved customer focus.• 24/7/365 service delivery.• Information and services

delivered instantaneously

N/A




Savings in 2013

to customers with no or less staff involvement.



• Utilisation of latest Internet communication tools to disseminate information

• Archive information on OPW made available to the public

59. 1.101.124.13

OPW Corporate Publications to be designed in-house and published in online format only to reduce costs and to ensure that information is provided to the public in as timely a manner as possible.

Ongoing • Reduction in costs• Speedier publication of

information for customers and the public

€11,000cost avoidance


Actions or Components of Actions Completed and Reported to the Implementation Body in Earlier Reports

Terms of the Public Service

Agreement 2010 – 2014

Paragraph Nos.


1. Better human resource management Actions to include under this heading include reductions in numbers, redeployment, reconfiguration of service delivery, revisions in attendance arrangements, better attendance and absence management, etc.

Action 6 above components completed and reported on

1.10 1.114.34.44.136.3.16.3.3

Internal Flexibility & Sharing of Services• Regionalisation and/or centralisation of

common office activities to compensate for natural wastage and achieve increased efficiency.

• Maintain or enhance front line staffing and service delivery while achieving the Government's target for reduction in staffing, through sharing of back office support activities.

• Rationalise the number of OPW offices throughout the country to the optimum distribution for continued service delivery.

• Provide for reporting to work sites rather than depots

• CEW integrated with BMS effective from Q4 2010.

• Reduction of Drainage Regional Centres from 4 to 3 by end Q1 2011 and further proposals to be developed

• Rationalisation of staffing structure in Hydrometric, Hydrology and Flood Response, and Coastal Protection Services resulting from vacancies at Engineer Grade I Engineer Grade II

• More efficient utilisation of staff, money, property and physical resources.

• Staff released for front line operations.

• Increased specialisation will allow for improved performance and standardisation of operations (same procedures everywhere).

• ICT may be deployed on a cost effective basis to further improve efficiency, e.g. helpdesk / dispatcher.




Paragraph Nos.


level.Action 8 above components completed and reported on

1.134.12

OPW will continue to strengthen the Performance Management & Development System in operation in the Office

• Provide Training in the area of Tackling under-performance to line managers

Competed by end Q1 2012

• Improvements in performance management

• Improvements in skills base


1.104.1Paragraph 4 - Appendix: Service delivery Options

Service delivery Options• Identify areas where potential exists for

in-sourcing/outsourcing opportunities for example in relation to

• Standard goods and services• Standards based or framework

arrangements for specialist services

• Extending existing outsourcing arrangements

• Enhance service through designated or one stop shop type service for clients

• Identify areas where technical solutions can be used to release staff for higher priority work.

• Closure of all OPW workplaces that do not have direct interaction with the public for a full week at Christmas – staff to use leave to cover this period.

• Automated control of building maintenance system in Áras Mhic Diarmada end 2011

• Automated gate control in Ely Place and Iveagh House by end Aug 2011

• Christmas 2011

• Reduced administrative overheads• Reduced costs• Greater flexibility of resources• Greater efficiency of service for

clients




Paragraph Nos.


2. Better Business Processes Actions under this heading would include efficiency measures including procurement, revisions to business process, reconfigurations and other changes to service delivery options, including sharing of service, revisions to regulatory/inspection actions, and so on.



Paragraph Nos.



1.94.34.44.134.14

Input to review, amendment and updating Department of Public Expenditure & Reform circular 1/94 to formalise OPW's control and responsibility for building maintenance.

Department of Public Expenditure & Reform have approved the proposal.

• Targeted (appropriately prioritised) preventative maintenance to obviate the need for more extensive and expensive interventions at a later date

• Reliable compliance with leasehold maintenance obligations obviating end lease reinstatement works.

Action 30 above components completed and reported on.

1.114.15

Provide Services to the Department of Education and Skills in the completion of its Schools Building Programme

Phase 1 of Schools Building Programme commenced Feb 2012

• Assisting Department of E&S in delivering, on time and within budget, a hugely demanding building programme.


Action 34 above components completed

1.104.14.14

Customer and Supplier focused services:

• Production of suite of standardised legal documents for use throughout the

January 2011 for central Government documents

• Significant financial savings on administrative costs

• Significant reduction in State's legal exposure under the provision 1.10




Paragraph Nos.


and reported on.

4.14.14

1.134.13

public service

• Production of suite of standardised legal documents for use throughout the public service

• Facilitation of procurement education and development programme for the public service

Mid-late 2011 for remaining public service sectors

• 3 ”Excellence in Public Procurement” seminars to be delivered to public sector buyers per year.

• 5 buyers' workshops to be delivered in 2011.

• 10 Supplier education interventions per year.

of EU Remedies Directive• Significant saving on time required

for entry to market and completion of contract

• Major up-skilling of procurement officials across public service

• Significant reduction in risk of legal exposure from non compliant procurement activity

• Reduction in cost of procurement activities

Action 37 above components completed and reported

1.101.124.13

Launch of National Procurement Service website

Q1 2011 and ongoing thereafter

• Major up-skilling of procurement officials across public service

• Significant reduction in risk of legal exposure from non compliant procurement activity

• Reduction in cost of procurement




Paragraph Nos.


on. activities• Provision of additional on-line

services and facilities for clients • Particular benefits accruing to

SME's vis a vis ease of access, visibility of business opportunities.


1.94.134.14

Establish the Irish national multi-stakeholder e-Invoicing forum. Report to the European forum on progress.

Forum established end May 2011

• Cost savings• Increased efficiency


1.13 Greater utilisation of specialist expertise, beyond that routinely used in the OPW, to consider and advise on options across the range of the Office's functions for example financial appraisal, cost benefit analysis legal advice etc. This expertise to be sourced either in-house or out-sourced.Recruit Procurement Managers for the NPS

Q1 2012 • Greater clarity with regard to cost benefits

• Increased value for money

Action fully completed and reported on

1.91.104.134.14

Pilot of new Revised Estimate format with the Finance Group of votes and the Department of Agriculture, Fisheries and Food.

February 2011 • Aligns programme resources with High Level Goals, Key Outputs and Impact Indicators of the organisation

Action fully completed

1.44.1

Ensure that mobile phones and Portable Digital Assistant devices are included on

Q3 2013 • Cost Savings




Paragraph Nos.


and reported on

4.4 centrally-negotiated Framework agreement contracts to achieve best value for money.


1.9 4.134.144.16

Roll-out of Purchase to Pay System P2P roll out Q4 2011. • Purchase to Pay (P2P) will reduce overhead in procurement of goods and service

• Identification of real-time contractual commitments as they occur

• Timely and improved management information


1.104.134.16

All remuneration, allowances and expenses to staff, both established and non-established to be paid by Electronic Fund Transfer

End 2011 • Cost Savings• Increased Efficiency in data and

financial management

3. Delivering for the Citizen Actions under this heading would include efficiency measures and improvements to the processes by which your Department/body delivers its services to the public, including changes to the technology used, better data management, including around identity, and so on.



Paragraph Nos.


Action 55 above components completed and

1.101.124.34.134.14

Customer focused service delivery in the area of Heritage Services

• Explore possibilities of the number of ways for visitors to experience Heritage

End 2012 • Improved customer focus.• Information and services delivered

to customers with reduced staff involvement.

• Staff released to front line




Paragraph Nos.


reported on.

Sites including self guiding and volunteer guides, where appropriate.

activities.• Reduced Administration Costs


Customer focused service deliveryOnline provision/publication of:

• Real time hydrometric data End Q4 2011

• Improved customer focus.• 24/7/365 service delivery.• Information and services delivered

to customers with reduced staff involvement.




OPW Action Plan 30 Oct 2012 · 2019. 11. 19. · Q4 2012 – 1797 Q4 2013 – 1785 Q4 2014 - 1770...

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Transcript of OPW Action Plan 30 Oct 2012 · 2019. 11. 19. · Q4 2012 – 1797 Q4 2013 – 1785 Q4 2014 - 1770...