Business Plan 2024

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 Mission, Strategic Goals and Values
of the Department of Public Expenditure, NDP Delivery and Reform

Mission: To drive the delivery of better public services, living

standards and infrastructure for the people of Ireland

Strategic Goals: Enhancing Governance

Building Capacity
Delivering Effectively

Values: Serving the public interest

Transparency, Accountability, Integrity, Fairness, and
Inclusiveness

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 Contents

Overview

Introduction by the Secretary General ........................................................... 5

Strategic Context ........................................................................................... 6
High Level Departmental Priorities for 2024................................................... 7
Business Plan Engagement ........................................................................... 10
Supporting the Minister and Department in delivering our priorities………….10
Risk Management ........................................................................................ 11
Key Inputs and Outputs: Revised Estimates 2024 ......................................... 11
Monitoring Implementation of the Business Plan 2024 ................................ 12
Climate Division ........................................................................................... 14
Expenditure Policy Division .......................................................................... 17
Office of the Government Chief Information Officer .................................... 22
Office of Government Procurement ............................................................. 25
Public Service Delivery Division.................................................................... 28
Public Service Resourcing Division ............................................................... 30
Public Service Transformation Division…………………………………………………….…32
Public Service Workforce Division…………. ..…………………………………………………38
Work and Pensions Division ......................................................................... 42
Corporate Functions .................................................................................... 45

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Overview

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Introduction by the Secretary General

Our Business Plan for 2024 sets out an ambitious range of actions to deliver on our 25 key
departmental priorities for the year. These priorities were agreed by the Management
Board in September 2023 and this was followed by a series of divisional discussions, to
which all staff were invited, on the actions to implement them by the relevant Divisions. I
found these meetings to be very valuable, not least the opportunity this provided to reflect
on our key achievements and lessons learned from 2023. Following these discussions, I
believe that we all have a good shared understanding of the priorities, the challenges, and
what we want to achieve in 2024.

As set out in our current Statement of Strategy 2023-25, our collective mission is to drive
the delivery of better public services, living standards and infrastructure for the people of
Ireland.

The context in which we seek to deliver this mission is always evolving. The changes in
recent years have been especially pronounced as the Department has continued to focus on
its mission and goals in the face of the series of challenges posed by Brexit, the Covid-19
pandemic, climate change, cost of living issues and an increasingly volatile international
environment, including war in Ukraine.

As a Department, we are continually challenging ourselves to maximise our effectiveness in

delivering on our business plans and to be innovative and inclusive in doing so, including by
implementing the new ways of working committed to in the first phase of our operating
model review in 2022.

Those ways of working were central to our discussions in developing this Business Plan and
will continue to be a key focus in 2024, with priorities including our ongoing commitment to
cultural change and a renewed focus on key areas such as use of technology, knowledge
management and L&D. During 2024, we will be making changes to the way our corporate
functions are organised as part of the second phase of our operating model review. This will
ensure that we have a strong corporate spine that delivers effective management of the
various corporate functions across the organisation including in the areas of Governance
and Compliance, Finance and HR.

I want pay tribute to the staff of the Department for their hard work and to the contribution
made to what the Department achieved in 2023 in challenging circumstances. I look
forward to working with all of our staff on the delivery of this Business Plan in 2024.

David Moloney
Secretary General

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Strategic Context
The preparation of Divisional Priorities for the 2024 Business Plan was informed by the
strategic context in which the Department operates, which has evolved continuously since
the Department was first established in 2011. This section briefly reflects on both the
external and internal context.

External
The changes in strategic context in recent years have been especially pronounced as the
Department has continued to focus on its core mission and strategic goals in the face of the
series of challenges posed by Brexit, the Covid-19 pandemic, climate change, the cost of
living and an increasingly volatile international environment, including war in Ukraine.

These factors continue to impact on the strategic context, which is also further shaped by
the ever-growing importance of areas such as climate action, energy security and the digital
and AI agenda. There is a strong need for active engagement with the European Union,
including in the context of the Recovery and Resilience Facility and the Brexit Adjustment
Reserve, and with other international organisations and partners on emerging priorities.

The Department must continue to have an effective relationship with the Department of
Finance to ensure sound public finances and an integrated fiscal policy. We must work with
all Departments to drive a culture of collaboration and evidence-informed policy making
and implementation and with the bodies under our aegis to support effective engagement
and delivery. Finally, we must also continue to engage effectively and constructively with
the Oireachtas and its Committees to facilitate their role in democratic accountability and
oversight.

Internal
The internal context for the Department’s work is also different as we look ahead to 2024.
The Department’s Statement of Strategy 2023-2025 was launched in June 2023 and focuses
on the importance of Enhancing Governance, Building Capacity and Delivering Effectively.
The blended working environment continues to evolve and the Department is still following
through on the new ways of working set out in the Operating Model Review, with a focus on
the enhanced use of technology and knowledge management being priorities in 2024.

These key contextual issues have informed the development of the Department’s over-
arching priorities for 2024, which are set out further below.

Communications
A new Communications Strategy was launched in December 2023 which will guide how the
Department will communicate with both internal and external stakeholders. The strategic
objective of the strategy is to enable the Department to communicate consistently and
effectively to support the delivery of its mission, the trust of the public and the engagement
of its staff. Its key messages are aligned to the strategic goals of the Statement of Strategy.

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Integrated Corporate Functions
As referenced in the Secretary General’s foreword, Phase Two of the Operating Model
Review will take place in 2024, with a focus on consolidating and aligning the various
corporate functions in the Department into a unified structure. This will involve an internal
transformation programme over 1 to 2 years to build a strong corporate function that
delivers effective management of the various corporate functions across the organisation,
including in the areas of Finance, Governance and Compliance and HR.

High Level Departmental Priorities for 2024

The Mission, Strategic Goals and Strategic Context in which the Department operates have
led to the development of 25 Departmental priorities for 2024. These are set out below
under four headings which are broadly aligned with the themes under which the
Management Board considers on a quarterly basis the high-level risks facing the
Department. The importance of the priorities are also reflected in the sub-group structure
of the Management Board, with five sub-groups dealing with Public Service Transformation,
Climate Action, Expenditure Oversight, People and Culture, and Governance and Risk.

Many of the priorities for 2024 are aligned with the three pillars which form the basis of the
Public Service Transformation Framework:

It is important to note that while the priorities are set out under the most relevant thematic
heading below, several of them span a number of the themes and their implementation will
involve a number (or even all) of the Divisions in the Department – this is particularly the
case in respect of priorities such as the expenditure sustainability, climate action agenda,
digital government and Public Service Transformation.

The divisional level business plans that have been prepared based on the 25 priorities are
set out in the latter part of this document (Page 13 onwards).

Key Themes for the Department’s 2024 Priorities

• Enhancing Governance;
• Building Capacity;
• Delivering Effectively; and
• Enabling Actions.
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Enhancing Governance
1. Develop and monitor expenditure policy in line with Government objectives and
agreed fiscal strategy, including the Medium Term Expenditure Framework, Spending
Review, the annual Estimates and Mid-Year Expenditure Report and sound
management of public expenditure;

2. Promote and support open, accountable and transparent government and public
administration in the Public Service;

3. Build public trust in our administration and reinforce democracy through fiscal
prudence and initiatives such as open data, open government and understanding and
addressing levels and drivers of trust;

4. Promote effective corporate governance and accountability frameworks by issuing

codes such as for the governance for state bodies and by setting Central Government
Accounting Standards;

5. Manage public service costs on a fiscally sustainable basis and support the effective
administration of the Single Pension Scheme;

6. Coordinate and oversee the implementation of a range of EU programmes and funds,

as well as contribute to EU policy;

7. Promote North-South co-operation, including through PEACE PLUS;

8. Engage collaboratively with other public bodies, with counterparts in other countries
and at EU and OECD level;

Building Capacity
9. Leverage our public expenditure, NDP delivery and reform mandate to further build
the resilience of our economy and society in order to meet the long-term needs of a
changing society and climate action requirements;

10. Enable a high performing and skilled workforce with progressive and sustainable HR
policies that promote flexibility, wellbeing and inclusion;

11. Work with and across the Public Service to strengthen its capability in deploying
Digital and Innovation products and techniques to better serve our people;

12. Strengthen the capacity for evidence-informed policy making, including through
further development of the Irish Government Economic Evaluation Service;

13. Lead performance budgeting to enhance transparency and accountability, and

strengthen the budgetary process through greater use of evidence and delivery of key
outputs and outcomes in climate action, wellbeing, equality and sustainable
development;

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14. Promote value for money in public investment though infrastructure Guidelines,
including greater autonomy in the delivery of major infrastructure projects and
enhanced assessment of climate impact;

15. Ensure of our tools and policies take appropriate account of statutory commitments
on climate change and the achievement of sectoral emission ceilings through the
development of a climate research function;

16. Continue to support the delivery of greater innovation and digital adoption in the
Construction Sector;

17. Revise public procurement infrastructure projects through the continuous refinement
of the Capital Works Management Framework;

Delivering Effectively
18. Support the delivery of Project Ireland 2040 and the National Development Plan by
working with public bodies and relevant stakeholders to assess and mitigate delivery
challenges, identifying system wide responses where appropriate;

19. Oversee progress and performance and communicate National Development Plan
delivery, through the Project Ireland 2040 Delivery Board and regular reporting to
Government;

20. Lead transformation across the Public Service through public expenditure
management and implementation of Better Public Services and Civil Service Renewal
2030 to scale innovation, develop workforce capability and promote evidence
informed policy and services;
21. Derive tangible user-focussed large scale transformation such as the life events portal
embedding user design, design thinking and strategic foresight;

22. Lead the implementation of Connecting Government 2030 which addresses the
government dimension of Harnessing Digital – the Digital Ireland Framework and the
EU Digital Decade;

23. Deliver effective and efficient digital and ICT services that public bodies can draw from
as part of the Build to Share programme;

24. Shape a future for public procurement that is transparent and socially,
environmentally and economically sustainable;

25. Deliver quality procurement solutions that meet the needs of the public service and
benefit society; and

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Enabling Actions
26. The wider enabling actions below will be essential in supporting the Department to
deliver on its mission and strategic goals:
• Providing quality service to the Minister and the Government;
• Implementing our agreed new ways of working;
• Supporting and investing in our people and culture;
• Achieving best practice in our policy and operational activities;
• Improving our data and knowledge management;
• Focusing on key long-term strategic priorities and risk management;
• Enhancing our internal governance and compliance framework;
• Communicating effectively and engaging constructively; and
• Implementing our Public Sector Duty and Climate Action Mandate.

Business Plan Engagement

The Department invests significant time on the process of engagement to discuss and
develop its Business Plan each year. This includes ‘townhall style’ meetings between the
Secretary General and each of the Department’s main Divisions. For the 2024 business plan,
those meetings took place in Q4 2023 (with one occurring in early Q1 2024) and focused on
(i) achievements from 2023; (ii) priorities for 2024; (iii) risks and challenges to delivery in
2024; and (iv) Organisational Culture.

The meetings reflected the critical behaviours which the Department is prioritising on foot
of the review of its organisational culture:
• Seek opportunities to innovate and collaborate with colleagues;
• Take pride in delivering on our goals and objectives;
• Treat others with respect and value all contributions; and
• Speak up and welcome challenge.

Supporting the Minister and Department in delivering our priorities

As noted already, the divisional business plans are set out from Page 13 onwards. In
addition to these plans, a number of other areas of the Department play a key role in
supporting the Minister, the Secretary General and the Department more generally.

The Minister’s Office provides executive support to the Minister for Public Expenditure,
NDP Delivery and Reform in his role as political head of the Department, assisting him to
fulfil his role as Minister and ensuring that the work of the Department that requires
Ministerial attention is processed efficiently, allowing it to achieve its high level goals. The
Minister’s Office ensures that the Minister is appropriately informed when making executive
decisions and attending Government meetings and other engagements; manages the
Minister’s and Department’s interaction with the Oireachtas and more generally ensures
that the Minister’s obligations to the Oireachtas are discharged; and supports the Minister’s
attendance at engagements within and outside of the State. The Minister of State’s Office
fulfils a similar role in respect of the Minister of State.

The role of the Press Office is to represent the vision, mission statement, values and work of
the Minister and the Department in order to communicate in a strategic and effective
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manner their messages and goals to all stakeholders. It organises all media engagements
and press conferences undertaken by the Minister and officials. It is the principal point of
contact for the media and prepares and coordinates all press releases and statements for
issue to the media; it maintains and updates the PENDR content on the [Link] website; it
manages the Department’s social media presence; and it responds to all media queries in
relation to the work of the Minister and the Department.

The Secretary General’s Office plays a key role in terms of providing support to the
Secretary General in the context of his responsibilities under the Public Service
Management Act, 1997. This broad role is essential to the effective functioning of the
Department and involves working closely with the Secretary General and with all Divisions
of the Department.

In addition, the Office of the Chief Medical Officer is also located in the Department. It
delivers an efficient and cost effective occupational health service, as well as policy advice
on occupational health matters to the Civil and Public Service.

Risk Management
In developing and agreeing its Divisional priority outputs for inclusion in the Department’s
Business Plan 2024, each Division undertakes an assessment of those key outputs from a
risk perspective as follows:

• identify risk events, including potential cross-divisional risks, that could impact on the
achievement of those outputs;
• quantify the likelihood of such risk events taking place; and
• describe the mitigating actions to be taken to manage the risk.

This risk assessment will form the basis of the Department’s Risk Register for 2024 and has
regard to the Management Board’s recently updated High Level Risks and also to the
Government’s 2023 National Risk Assessment.

Key Inputs and Outputs: Revised Estimates 2024

The Revised Estimates Volume for Public Services 2024 (REV 2024) provides additional
details and information in relation to the allocations contained in the 2024 Estimates. In
doing so, the 2024 Estimates for the Department of Public Expenditure and Reform have
been supplemented with key performance information regarding programme outputs and
impacts. This allows information about the spending estimates to be seen in conjunction
with relevant outputs and performance data.

The 2024 Estimate for the Office of the Minister for Public Expenditure and Reform (Vote
11) is €56.5 million (net). The detail provided includes Financial and Human Resource
Inputs for 2024 and Context / Impact Indicators.

REV 2024 also sets out similar information for the Office of Government Procurement (Vote
39), which has an Estimate of €21.8 million (net) in 2024 and for the Office of the
Government Chief Information Officer which has an Estimate of €52.8 million (net) in 2024.
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Monitoring Implementation of the Business Plan 2024
As in previous years, the implementation of the Business Plan is to be monitored at
divisional level throughout 2024. In addition, the Management Board will review progress
on the implementation of the Business Plan at end Q2 2024.

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 Divisional
Business Plans

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Climate Division has lead responsibility for the oversight of the funding of climate action, capital investment policies and the Department’s
climate research and evaluation. The Division drives the implementation of the NDP in the context of Project Ireland 2040 and has
responsibility for the management of the following Votes: Transport; Agriculture, Fisheries & the Marine; OPW; Communications, Climate and
the Environment; Foreign Affairs and Overseas Development.

Head of Division: John Conlon

Divisional headcount: 34

Relevant
Divisional Delivery by Responsible
Departmental Divisional Priority Output Description
Priority Quarter Principal Officer
Priority
1 8, 9, 13, 14, Tackling Climate Change and the need to decarbonise our economy by:
15, • Providing appropriate, timely and effective briefing/advice on
Climate Change and influence the development and updating of
climate and energy strategies such as the annual Climate Action Plan.
• Effectively manage the allocation of expenditure underpinned by Throughout
All
carbon tax funding. 2024
• Monitor climate change policy developments nationally and at EU
level to promote greater alignment and consistency across
Government, inform DPENDR policymaking and bring DPENDR’s
perspective to climate change policy development.
2 1, 14, 20 Expenditure Management and Monitoring of five Vote Groups:
• Transport
• Agriculture Food and the Marine
Ken Cleary
• Communications, Climate and the Environment Throughout
Patrick Moran
• Foreign Affairs and Overseas Development and; 2024
Ciara Morgan
• The Office of Public Works through:
o Effective monitoring and management of sectoral expenditure,
employment numbers and performance output throughout
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 2024, in line with approved budget allocations, sectoral policy,
the National Development Plan and the Climate Action Plan.
o Driving the delivery of budgetary process including settlement
of estimates underpinning Budget 2025.
o Monitoring the performance of Commercial and Non-
Commercial State Bodies, provision of advice on governance
and funding issues, and reinforcing planned new Dividend Policy
circular.
3 16, 18, 19, Manage the delivery of the National Development Plan and Project
Ireland 2040 by:
• Support the Project Ireland 2040 Delivery Board through timely
reporting on actions to mitigate NDP delivery constraint;
• Agree with Departments the sectoral allocations of 2025 and 2026,
including additional windfall capital in the SES;
• Support the “visible delivery” of the NDP including Annual and
Regional Reports, Prospects and MyProjectIreland map/tracker;
• Updating Government on NDP delivery and capital spend through a
Throughout
quarterly memorandum; Kevin Meaney
2024
• Continue to deliver and report on the six priority actions to boost
NDP delivery;
• Engagement with the construction sector on the work of
Construction Sector Group, including the Build report and
supporting the Build Digital Project to promote BIM adoption; and
• Supporting VFM through ongoing EAP and MPAG process, in
addition to implementing and raising awareness of new
Infrastructure Guidelines. Capital appraisal enhancements to focus
on further guidelines around cost forecasting in major projects.

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4 2, 13, 15 Improve transparency, efficiency and strategic alignment of public
expenditure through the development and implementation of a
performance budgeting framework:
• Enhance cohesion and integration across all performance budgeting
work streams.
• Publish performance and equality metrics in Revised Estimates for
Public Services, and Public Service Performance Report.
• Continued implementation and development of budget tagging Throughout
Patrick Moran
capabilities to track expenditure on priority areas such as Well-being 2024
dimensions, climate and environmental outcomes, and equality
outcomes.
• Facilitate increased utilisation of the well-being framework through
ongoing dialogue and engagement with relevant stakeholders.
• Develop approaches to Sustainable Development Goals budgeting
that integrate with and further develop the performance
framework.
5 1, 12, 13 Research and Policy Development
• Contribute to the evidence based approach to expenditure policy
formation through the Spending Review process in sectoral areas
and key expenditure themes.
• Further develop research on the fiscal impacts of climate change Throughout
All
and climate action, including the development of appropriate 2024
modelling tools and metrics.
• Effectively input into policy development on cross-government and
sectoral issues through representations at interdepartmental groups
and wider stakeholder engagement.

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Expenditure Policy Division: Supports the Department’s strategic goals of enhancing governance, building capacity and delivering effectively.
This includes: developing and monitoring overall expenditure policy in line with Government objectives and agreed fiscal strategy including the
annual Estimates, the medium-term expenditure framework, spending review; promoting and supporting open, accountable and transparent
government and public administration in the Public Service; building trust in our administration and reinforcing democracy; promoting
effective corporate governance and accountability frameworks; coordinating and overseeing the implementation of a range of EU programmes
and funds and contributing to EU policy; promoting North-South cooperation including through PEACE PLUS; engaging collaboratively with
other public bodies, with counterparts in other countries and at EU and OECD level; leveraging our public expenditure to build the resilience of
our economy and society; and supporting transformation across the public service through public expenditure management.

Head of Division: John Kinnane

Divisional Headcount: 72

Relevant
Divisional Delivery by Responsible
Departmental Divisional Priority Output Description
Priority Quarter Principal Officer
Priority
1 2, 3, 26 Government Reform
• Support implementation of Protected Disclosures (Amendment) Q1 to Q4
Act including with new annual reporting exercise, ongoing review
of designation of prescribed persons, and review of TI funding
model, verification of transposition of Directive.
• Publication of General Scheme of Ethics Bill and thereafter PLS and Q2 to Q4
legal drafting.
Anne O’Mahony
• Publish FOI Review, bringing recommendations to Government in Q1 to Q4
relation to proposed changes. Commence drafting process for
amending legislation if required.
• Support SIPO in implementation of Lobbying Act and undertake Q1 to Q4
one-year post enactment review of the 2023 Act. Deliver the
programme for Government commitment on expanding the cohort
of designated public officials.
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2 1, 2, 3, 6, 8, 9, Budgetary Strategy Coordination
12, 26 • Development of Budget 2025 Strategy including input to Stability
Programme Update, coordination of National Economic Dialogue, Q1-Q3
achieving agreement on fiscal parameters in Summer Economic
Statement, and publication of Mid-Year Expenditure Report.
• Delivery of whole of year budgetary process including monthly Q1-Q4
expenditure profiles, expenditure reporting, budget negotiations
and budget documents, REV, Appropriations Bill.
• Deliver analysis to support fiscal strategy development including in Q1-Q2
relation to ELS and expenditure risks. Niamh
• Continue engagement with EOG, IGEES, Vote Network to support Callaghan
whole of year budget (including in relation to monitoring of Q1-Q4
expenditure by Vote sections and agreement of Vote Estimates
within agreed fiscal parameters), knowledge sharing alongside
learning and development, and increased impact for Spending
Review.
3 2, 4, 11, 26 Government Accounting – Governance/Financial Accounting and
Reporting
• Public Financial Reporting Reform – Continue development of the Q1-Q4
Central Government Accounting Standards and Manuals.
• Provide further training and development to support Q1-Q4
implementation of first set of priority standards for Appropriation
Accounts 2024. Kevin O’Brien
• Review and update Public Financial Procedures to reflect changes Q4
in the governance environment.
• Update Guidelines for appointments to State Boards (2012) to Q2
reflect present environment.
• Consolidate Code of Practice for Governance of State Bodies into
one document to include developments since 2016. Q3
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 • Review Grants Circular 13/2014 Q4
4 6, 7, 8, 26 EU Funds - Cohesion Policy
• Closure of 2014-2020 ERDF funding round with full drawdown of Q1-Q4
allocation.
• Implement management and control procedures and guidance for Q1-Q4
bodies implementing ERDF in the 2021-2027 funding round with
complete rollout of new IT system.
• Support implementation of 2021-2027 PEACEPLUS and manage Q1-Q4
closure of 2014-2020 INTERREG VA and PEACE IV.
• Joint governance of and operational support to SEUPB, including
implementation of organisational review and addressing Q1-Q4
Andrew Condon
governance, operational issues in North South Bodies.
• Oversee the Irish implementation of three 2021-2027 ETC
Programmes and two EU-wide cooperation programmes. Q1-Q4
• Manage the negotiation, coordination and support political
engagement in Cohesion Policy matters, including attendance at Q1-Q3
GAC, Ministerial and DG level meetings.
• Coordinate a national dialogue on future of cohesion policy post
2027 to assist with preparations for next legislative package. Q1-Q4
• Coordination and expansion of national communications strategy
for all Cohesion Policy Funds. Q1-Q4
5 6, 8, 26 EU Funds – BAR
• Finalise total spend figure with supporting data on ePPM system Q1-Q3
• Verification checklists and rationale to support inclusion of
measure in BAR claim completed and uploaded to system. Q1-Q3
Fergal Costello
• Work through and resolve any issues following audits by
Independent Audit Authority. Q1-Q3
• Submit BAR claim including implementation report to Commission.
Q3
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 • Ongoing oversight of Rosslare port and associated work in the Q1-Q4
Brexit Infrastructure Group
• Continued liaision with BAR desks in other MS to share learning on Q1-Q4
issues arising in BAR claim preparation and audit findings
• Support for Minister and senior officials in relation to Oireachtas Q1-Q4
scrutiny of management of BAR claim
• Monitoring developments at EU level in relation to potential Q1-Q4
further flexibility.
6 6, 8, 26 EU Funds – NRRP and EU and International Co-ordination
• Continue to progress implementation of NRRP. Q1-Q4
• Submission and negotiation of REPowerEU Chapter and
agreement of new CID and Operational Arrangements. Q1-Q2
• Submission of second payment request. Q4
• Manage NRRP Governance structures including coordination of
work with D/Taoiseach and D/Finance and engagement with Q1-Q4
Commission.
• Strengthen oversight and monitoring arrangements, track
progress on projects and associated milestones and targets, and Q1-Q4
meet Government and EU reporting requirements. Jim Deane
• Continue work with OGCIO and TSI consultants on enhancements
to IT system. Continue with capacity building activities and Q1-Q4
provision of training material.
• Progressing work and co-ordinating the DPENDR input on EU
and International matters, including the EU Semester process, ID Q1-Q4
Groups and EU careers to increase Irish representation in EU
institutions.
• Enhance structures to support a coordinated Departmental
approach in relation to EU and International matters and to plan Q1-Q4
for the Irish EU Presidency in 2026.
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7 2, 3, 26 Internal Audit
• Continue to implement multi-annual strategic plan for IA based Q1-Q4
on key risks.
• Preparation for next iteration of IA External Quality Assessment. Q4
Olubusola
• Agree agile annual IA plans with Management Boards & Audit
Q1 Laiyemo
Committees. (DPER & DFIN)
• Extend use of the capabilities of audit software to enhance the
efficiency and quality of audit delivery. Q1-Q4
• Continue to advise the Management Board on emerging risk. Q1-Q4
8 2, 3, 6, 8, 26 EU Audit
• Submission of ACR for 2022/23 to EU Commission. Q1
• Complete a programme of audits under the BAR regulation to
support submission of final report and opinion. Q1-Q3
• Update the RRF audit strategy and complete a programme of
audits in advance of second payment request. Q1-Q4
• Prepare audit strategies for ERDF, JTF and the ISF programmes
Q1-Q4 Olubusola
and complete operations and systems audits.
Laiyemo
• Put adequate procedures in place for closure of 2014/2020 ERDF
programmes. Q1-Q4
• Extend the use and capabilities of audit software and build
technical capacity. Q1-Q4
• Collaborate with the Managing Authorities, European
Commission and EU Policy Unit on simplification measures for Q1-Q4
2021/27.

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Office of the Government Chief Information Officer: The role of the Office of the Government CIO is to drive the Government’s digital
agenda, making Ireland an exemplar in the delivery of high quality digital public services. As a core pillar of the Department’s transformation
agenda, OGCIO works in collaboration with Government Departments and agencies across the Civil and Public Service and is increasingly
involved in supporting sectoral digital development. OGCIO plays a leadership role in digital service delivery and innovation initiatives; has
oversight of digital and ICT-related initiatives proposed by Departments and agencies; is involved in digital-related policy and strategy
development; and represents Ireland at EU level in relation to public service ICT, digital and eGovernment, and at Government CIO working
groups and forums in other multilateral organisations.

Head of Division: Barry Lowry

Divisional Headcount: 140

Relevant
Divisional Delivery by Responsible
Departmental Divisional Priority Output Description
Priority Quarter Principal Officer
Priority
1 8, 9 Meet EU Digital Decade Obligations
• Implement the Single Digital Gateway Regulation including the Life
Events service for Driving, Birth, Employment
• eID initiatives including driving MyGovID adoption, notification to
Tony Shannon
EU, implementation of and EU compliant Digital Wallet and Ongoing
Mary
Postbox throughout
O’Donohue
• Implement the first iteration of the MyData Portal 2024
Vacancy
• Support DECC in the implementation of the EU Data Governance
Act through the development of a National Single Information
Point
• Monitor digital-related EU developments and Digital SOG
2 6, 26 Provision of ICT services to the Department including: Ongoing Mary
• Implementation of the report of the Maximising Use of Technology throughout O’Donohue
Working Group 2024 Janet Flynn

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 • Collaborate with the Corporate Office on continued
implementation of the ICT Governance Framework
• Implementation of the Department’s Annual ICT Plan
• Support adoption of EPPM solution
• Support BAR, RRF and ERDF configurations on EPPM
3 9, 23 Government as a Platform – Build to Share (BTS) Ongoing
• State Data Centre – continue the construction of the data centre throughout
and begin the fit out design and migration planning 2024
• Expand Government Cloud Network services and security analytics
Jim Leahy
including taking advantage of the capabilities of the National Low
Gary Masterson
Latency Platform
Ken Barclay
• Grow the BTS Managed Desktop client base and services
Tony Shannon
• Grow the BTS Applications client base and services in particular
upgrade/replace supporting platforms/applications
• Redevelop the [Link] service in line with direction agreed by
CSMB / PSLB
4 20, 22, 23 Harnessing Data Effectively
• Creation of Virtual Data Rooms in collaboration with the CSO
• Establishment of a Base Registry Ongoing
• Continue to implement the Data Sharing & Governance Act throughout Vacancy
through effective support of the Data Governance Board and 2024
supporting the development of new Data Sharing Agreements
between PSBs
5 23 Security: Tony Shannon
• Implementation of an Information and Security Management Ongoing Gary Masterson
Service (ISMS). throughout Janet Flynn
• Retention of ISO 27001 Accreditation for BTS Managed Desktop 2024 Ken Barclay
Jim Leahy

23
 • Attainment of ISO 27001 certification for BTS applications
platforms and ISO 9001 supporting internal governance and quality
management
• Continue to enhance Cyber Security measures in line with National
Cyber Security Strategy and the NIS and NIS2 directives
6 1, 2, 5 Focusing on Governance and Leadership:
• Support DETE Enterprise Digital Advisory Forum with the GovTech
Advisory Board element of its role
• Adopt EPPM to support OGCIO project and programme delivery,
contract and financial management Ongoing Mary
• Maintain and enhance Build to Share client engagements including throughout O’Donohue
updating MOU/charging model as appropriate 2024 Janet Flynn
• Further embed the Department’s culture and values in the division
• Review and revise corporate governance documentation with
insights gained over recent events, enhance the use of playbooks
to support quick response
7 10,11 Strengthening Digital Skills
Ongoing
• Progress ICT Professionalisation, Apprenticeship & Retraining Mary
throughout
Schemes for the Public Service O’Donohue
2024

24
Office of Government Procurement, as a division of the Department of Expenditure National Development Plan Delivery and Reform, seeks to
support the achievement of the Department’s strategic objectives by:
• shaping the future of public procurement, that is transparent, socially, environmentally, and economically sustainable
• delivering quality procurement solutions that meet the needs of the public service and benefit society.

Head of Division: David O’Sullivan and Anne Stewart

Divisional Headcount: 273

Relevant
Divisional Delivery by Responsible
Departmental Divisional Priority Output Description
Priority Quarter Principal Officer
Priority
1 1, 2, 3 To deliver Government Policy through our Procurement Solutions
– influencing and impacting more spend from clients

By establishing central procurement solutions, supporting clients Anne Lannon

with their sourcing projects and enabling clients to avail of these Andrew Bogie
solutions. Dermot Callaghan
John Cummings
• In 2024, deliver €3b in procurement competitions
Q4 2024 Fergal Ryan
• Continue to support clients in availing of Central Solutions
Bridget Keenan
• Roll out a consultancy model to influence more strategic
sourcing projects
• Publish a Circular on Reporting on the Use of Central
Arrangements
• Strengthen the governance structure on the monitoring and
progress of Procurement Reform
2 2, 3 To make doing business with the OGP easy, through lean process
Declan McCormack
and digital solutions: Q4 2024
Mags O’Callaghan
• Develop a Digital Strategy and Implementation Road Map

25
 • Digitise the CWMF and deliver a linked pre-qualification
portal to support the delivery of the construction reform
programme (SAQ)
• Develop and enhance the functionality of eTenders
• Implement eForms Phase II
• Enhance Business Intelligence Reporting capabilities
• Enhance the functionality of D365
3 1, 2 Deliver the construction reform programme to support the
National Development Plan:
• Deliver changes in scope and fee indexation clauses in
Q4 2024 David O’Brien
Consultancy Engagement agreements
• Implementation of BIM requirements into consultancy and
works contracts
4 2 Improve Commercial Skills & Competencies across the Public
Service and in support of NDP
• Agree an OGP specific procurement competency framework
• Develop and implement operational supports to strengthen
OGP professional practice.
• Lead on the adoption of procurement competency
frameworks across the civil and public service Q4 2024 Róisín Killeen
• Commence work on the future entry routes for
procurement specialist grades
• Develop a 2024 – 2026 strategic plan for the CSA to further
support the NDP
• Grow communities of practice for knowledge sharing to
improve delivery of NDP projects
5 1, 3 Deliver public procurement policy that supports Government
Q4 2024 Edwina Steele
priorities and societal needs:

26
 • Develop a National Public Procurement Policy Strategy
Statement
• Continue to strengthen our engagement with the EU
Commission and our presence at the right working groups
• Policy Implementation of eForms Phase II
• In collaboration with DECC finalise the Green Public
Procurement Strategy Action Plan
6 2, 3 Continue to strengthen our organisational capability through an
empowered workforce with a strong leadership culture
• Rollout Year 2 of the Leader 360 programme to support
leadership skill development across the OGP aligned with
Q4 2024 Ger Healy
the OGP Leadership Model
• Coordination of OGP P&C policies and practices to ensure
alignment with the Department e.g. in Learning and
Development, policy development and engagement
7 1, 2, 3 Continue to ensure strong corporate governance, financial
management and communications to the benefit of our internal
and external stakeholders
Q4 2024 Cormac Grundy
• Review of OGP governance policies to ensure that OGP is
covered by the wider Department’s policy or that OGP’s
policies are aligned with the Department’s.

27
Public Service Delivery Division has responsibility for the Department’s input into policy development for the delivery of healthcare and housing.
This work has a particular focus on health care services and their reform, as well as housing delivery, local government funding and Irish Water.
The Division is responsible for effective oversight of expenditure for the Housing, Local Government, and Heritage Vote, and the Health Vote.

Head of Division: Eoin Dorgan

Divisional Headcount: 17

Relevant Responsible
Divisional Delivery by
Departmental Divisional Priority Output Description Principal
Priority Quarter
Priority Officer
1 1, 4, 13, 14 Cross cutting priority: Drive greater Accountability in terms of actions and
policies that:
• Monitor and manage Health and Housing expenditure in line with Q4 2024
agreed fiscal strategy and NDP priorities including settlement of 2025
Estimates.
• Empower Departmental Finance Units to prioritise within their Votes to Q2 2024
ensure (i) policy proposals are focused on Government objectives; and
Eoin Dormer,
(ii) create space for the Division to undertake proactive research /
Evan Coady,
analysis
Q2 2024 Jenny
• Utilise sanctions, annual review letters, expenditure review structures
Connors
to follow up on policy conditions so as to focus Departments on
improved governance and compliance
• Ensure delineation and phasing out of non-core expenditure Q4 2024
• Provide evidence-informed, effectively communicated and timely Q4 2024
advice to the Minister on policy matters arising
• Ensure expenditure is aligned with reform objectives, including
evidence informed policy making, digitalisation, and climate Q1 2024
2 9, 13, 16, 18 Cross cutting priority: Focus Departments on the Delivery of Government Eoin Dormer,
priorities in terms of policies that: Evan Coady,
28
 • Increase the supply of social and affordable housing units in a Q4 2024 Jenny
sustainable manner, through the use of improved delivery structures, Connors
sharing of best practice, and greater standardisation
• Ensure D/Health and HSE are focused on effective productivity
measures to ensure Hospital Group comparisons drive system wide Q2 2024
improvements
• Support and engage on longer term structural changes that utilise
innovation, particularly in eHealth, primary and community care, and in Q1 2024
modern methods of construction for housing
3 13, 14, 26 Cross cutting priority: Ambitious Programme of Research and Analysis for
the Division, which is structured to:
• Support Budget 2025 discussions through identification of and analysis Q2 2024
of expenditure pressures
Eoin Dormer,
• Build a series of reviews of the Health and Housing sectors over time (in Q4 2024
Evan Coady,
terms of objectives and sustainability)
Jenny
• Influence a wider understanding of Housing and Health policies and Q4 2024
Connors
assist in the development of a more shared understanding of policy
issues
• Support engagement with stakeholders, such as analysts, academics, Q2 2024
etc., which could lead to collaborative research projects
4 11, 20, 26 Collaboration priority: Identify innovation projects in the Health and Q4 2024
Eoin Dormer,
Housing (particularly Local Government sector) that can improve public
Evan Coady,
service delivery and free up resources for wider Government priorities. Drive
Jenny
and support the expansion and learnings from these projects across the wider
Connors
Health, Housing and Local Government sectors, and other public service areas.
5 1, 10, 13 Health: Oversight and monitoring: Focus on D/Health and HSE pay and staffing Q1 2024 Eoin Dormer,
controls at HBOG and at wider meetings Evan Coady

29
Public Service Resourcing Division is responsible for public service pay policy. The Division is also responsible for managing the Enterprise
Trade and Employment and Children, Equality, Disability, Integration and Youth Votes. The remit of the Division includes numbers policy and
other terms and conditions including leave policies, employment conditions for EU officials, Board fees and Travel and Subsistence policy. The
Division is responsible for matters relating to the pay and pensions of Officeholders, Oireachtas, Judiciary and senior post holders. The
Division leads on the management of industrial relations issues across the Civil and Public Service. The Division is responsible for managing
for civil service recruitment policy, including top level appointments.
Head of Division: Barry O’Brien
Divisional headcount: 53

Relevant Responsible
Divisional Delivery by
Departmental Divisional Priority Output Description Principal
Priority Quarter
Priority Officer
1 5, 12 Provide a high quality and timely service to the Minister, the Government and
the Oireachtas in relation to public service pay, numbers policy, industrial Throughout All
relations and expenditure policy and management. 2024
2 12 Provide input into the development of Government policy matters through:
• Engagement with relevant Departments and groups Throughout
All
• The progression of relevant research such as spending reviews and policy 2024
papers
3 1, 5,12, 20 Implement the new Public Service Agreement 2024-2026 by: Throughout
• Working proactively within the framework of the agreement and in 2024
conjunction with sectoral management and union counterparts to
Renée
manage the Agreement
O’Reilly
• Addressing industrial relations challenges that may emerge over 2024.
Linda Walsh
• Managing the new Local Bargaining process in the Public Service
Vacancy
Agreement 2024-2026.
• Reviewing Section 4(2) of the Financial Emergency Measures in the
Public Interest No. 2 Act 2009 with a view to repeal.
30
4 5 Establish the Senior Post Remuneration Committee (SPRC) and support its work Throughout
through the year, and to progress the legislation in relation to the SPRC and 2024 John Howlin
related policies.
5 1, 12 Continued oversight of Vote expenditure trends and management of the Throughout
Estimates process with a particular focus on: 2024
• One-off cost of living business support Jessica
• Ukraine and IPAS expenditure Lawless
• Pay and staffing allocations for D/ETE and D/CEDIY
• Disability services spending following the transfer of functions in 2023
6 5, 12 Continue to manage, review and update where required, Divisional Policies Throughout
including: 2024
• Top level recruitment and appointments policies and operations,
reflecting the Report of the Independent Review Panel for Senior Public
Service Recruitment and Pay Determination Processes
• Ongoing assessment of CS recruitment policy, particularly general service
grades competitions
• Domestic overnight and subsistence rates in line with agreed procedure. [All]
• Review of interview, per diem and board fees.
• Civil Service C&A Scheme which is currently under review by a General
Council Sub Committee.
• Matters relating to the pay and pensions of Officeholders, Oireachtas,
Judiciary and senior post holders.
• Progressing relevant legislative amendments as provided for in the
Legislation Programme.
7 12 Review and develop public service numbers and related policies to support Throughout
John Howlin
analysis of the public service paybill. 2024

31
Public Service Transformation Division is responsible for developing, driving, co-ordinating, delivering and evaluating the Government’s
programme of Public Service Transformation and Innovation. This includes driving public service transformation through the delivery of
flagship initiatives under Better Public Service and the Civil Service Renewal Programme in partnership with Pillar Leads (in OGCIO, Workforce
of the Future and Work & Pensions/IGEES), and with the support of the Public Service Transformation Subcommittee of the Management
Board. The Division is also responsible for leading and supporting the Department’s Communications Unit and Press Office Unit, including the
implementation of the Department’s external Communications Strategy, and for the ongoing formulation and implementation of the
Department’s internal communications strategy and frameworks. An important part of the work of the Division also involves managing and
overseeing expenditures for the bodies under the aegis of the Department of Public Expenditure, NDP Delivery & Reform, Central Votes
(D/Taoiseach and D/Finance), Rural and Community Development Vote, and Tourism, Culture, Arts, Gaeltacht, Sport and Media Vote. The
Division also provides advice on sectoral policy issues and issues related to State Property and Houses of the Oireachtas Commission.
Head of Division: Marianne Cassidy
Divisional headcount: 43

Relevant
Divisional
Department Responsible
Priority Delivery
Priority Divisional Priority Output Description Principal
Output by
Output Officer
Number
Number
1 1, 2, 3, 4, 26 Deliver the Budget 2025 across 17 votes in line with Government fiscal policy and
expenditure priority areas AND Ongoing monitoring, governance and
management of public expenditure and related policy across relevant Votes
Budget 2024
To deliver the budget estimate process requirements in accordance with the
Dermot
parameters for sustainable public expenditure laid down by Government in respect
Nolan
of the Departments of TCAGSM, DRCD, Finance and the Taoiseach (plus, in respect
of the last two Depts, the subordinate bodies with their own Votes)
Ongoing Expenditure Oversight
To provide ongoing expenditure oversight during the year of Departments of
TCAGSM, DRCD, Finance and the Taoiseach (plus, in respect of the last two
32
 Departments, the subordinate bodies with their own Votes), ensuring that the
necessary memos, sanction requests, FOI, PQs, briefings, eCorrespondence,
Dept/colleague related queries are completed to the required standard in a timely
manner; reviewing/approving monthly issues/returns and reviewing/approving the
quarterly non-core expenditure and public service numbers.
2 2, 3, 4, 26 To support and manage effective departmental oversight of the Department’s
corporate bodies and to effectively manage issues arising under and develop
policy relating to the State Property brief
Corporate Bodies Oversight
To provide effective oversight of the corporate bodies under the aegis of DPENDR
in cooperation with all relevant divisions within DPENDR: NSSO, PAS, State
Laboratory, ESRI, IPA and to engage as appropriate and necessary with the National
Lottery Regulator and the Ombudsman’s Office:
• agreeing Performance Delivery Agreements for bodies by end Q1;
• engagement with the bodies on financial and operational issues;
• set annual estimates in the Budget and REV and deal with supplementary
estimates;
• instituting a new regime for assessing laboratory expenditure proposals;
rolling out the Lottery Review recommendations.
Manage issues arising under and develop policy relating to the State Property brief
• To manage property of dissolved companies and intestate estates and deal
with issues and dossiers as they arise
• Use powers of Part III to greatest extent while reviewing if amendment is
necessary and what the amendments might be.
• To process the Houses of the Oireachtas Commission (Amendment) Bill
covering the 2025-2027 budget to conclusion
3 All Provide and Drive effective Communication across the Department to internal &
external audiences
Implementation of new Communications Strategy
33
 • Promote and cultivate key messages to DPENDR personnel
• Produce materials to support strategy including a new standard PowerPoint
• Delivery of Strategy via communications action plans
• Support and assist IGEES and HR with new strategies implementation
• Digital Government Communications with OGCIO – raise awareness of
digital pillar in BPS
• Actions identified and collated to provide annual plan highlighting expected
comms activity Ongoing Dermot
Provide targeted & specific Comms on the Achievements & Activities of the Dept 2023 Sellars
internally & to the public
• Internal Communications will be delivered through events – town halls,
lunch and learns, Dispatch
• New internal intranet platform will be delivered with OGCIO
• Migration of IGEES website onto [Link]
• Work closely with IGEES and Central Section to communicate key
expenditure activities to the public
• Develop a social media strategy to diversify away from X/Twitter and to
identify new platforms to connect with a wider public audience
4 11, 20, 21, 26 Provide enablers and supports to Public Service Organisations to drive PST and
scale up innovation
Philip
• Identification and selection of transformation initiatives under the 2024
McGrath
Public Service Digital Transformation Fund and programme management of
In close
same
Ongoing collaboration
• Planning and coordination of 2025 initiatives under PSDTF
2024 with 3 Pillar
• Deliver the 2024 Innovation Fund
leads and
• Coordinate and deliver the 2024 Technical Support Instrument
their team
• Embed policy and further develop supports and upskilling for emerging
technology

34
 • Deliver technological transformation through the second Future Tech
Challenge
• Deliver the Civil Service Excellence and Innovation Awards and start 2025
process
• Deliver the results of the 3rd Civil Service Employee Engagement Survey
• Deliver a circular on embedding enhanced Quality Customer Service
5 11, 20, 21, 26 Drive tangible, citizen-focussed transformation in close collaboration with BPS Ongoing
Pillar leads: Embed service design across the Public Service to provide better across
services to our public 2024
• Lead the design element of the Life Events programme of work including
the selection and on-boarding of new life events
Philip
• Programme manage the Life Events work programme and develop, with
McGrath
Communications Unit, an intuitive communications plan
In close
• Provide the service design element of the digital credentials and the Digital
collaboration
Government Wallet
with 3 Pillar
• Deliver the 2024 actions in the Action Plan on Designing Better Services
leads and
• Identify, agree and prioritise high value/volume public services to be
their team
reengineered using a design approach
• Develop an agile governance and resourcing model for transformation
projects
• Lead the programme/change management and service design function for
Life Events in cooperation with OGCIO
6 7, 8, 9, 10, Policy and Strategy: Position the Public Service to better address the key issues
Sarah Glavey
12, 13, 21, 22 facing our Country and our Government
In close
Better Public Services Policy (BPS)
collaboration
Support the implementation of BPS particularly in relation to Pillar 3
with 3 Pillar
• Support and develop data related projects to support policy development
leads and
and service delivery
their team
• Explore methods and develop framework for measuring the impact of BPS
35
 Test and embed new approaches to strengthen policy development and service
delivery Ongoing
• Further test and embed strategic foresight capacity internally and across 2024
the Public Service building on the Strategic Foresight TSI project
• Establish a baseline and workstream to explore and embed behavioural
insights and systems thinking approaches
• Collaborate with the D/Taoiseach to strengthen policy development
methods
• Delivery of user friendly practical resource on public consultation
• Capture and protect innovative ways of working developed during COVID
through the delivery of a Post Covid review of the PS and CS
• Assess the value of new methods and tools to support evidence informed
policy
7 2, 3, 9 Build trust in our administration and reinforce democracy through open data, Ongoing
open government and understanding and addressing levels and drivers of trust 2024
Open Data programme
• Build awareness across the PS and promote implementation of the new
Open Data Strategy
• Maintain the Government’s open data portal Sarah Glavey
• Provide the secretariat to the Open Data Governance Board in close
• Facilitate compliance with the Open Data (OD) Directive and the first collaboration
Implementing Act on High Value Datasets with 3 Pillar
• Grow capability and usage of OD by providing OD training for the PS leads and
• Support networks of ODLOs and ODAGs across the Public Service their teams
• Share information on Open Data approach nationally and internationally
Open Government programme
• Launch the Open Government Partnership National Action Plan 4
• Coordinate and deliver DPENDR commitments outlined in NAP4
• Review and develop the Round Table on Open Government
36
 • Deepen awareness of activities supporting the open government agenda
across the system, and supports to these activities
• Engage with the Open Government Partnership to support the review of
the NAP3
Trust programme
• Develop an action plan to address the findings of the OECD Trust Survey
• Support ASec participation as Chair of the OECD Trust Advisory Group
8 7, 8, 9, 11, Embed new ways of working under new operating model, demonstrate critical
20, 21, 26 behaviours identified in cultural review, and champion transformation agenda
nationally and internationally
Internal
• Continue internal communication network and support EU/International
network
• Support PST Subcommittee of the Management Board
• Seek opportunities to collaborate with other divisions
• Establish or participate in ad’hoc working groups
External All POs in
• Support strong governance and engagement around transformation agenda Ongoing collaboration
• Build and extend network of key relationships with contacts in the CS and 2024 with other
PS divisions
• Engage collaboratively with other public bodies
• Harness learnings from OECD and EU Member States through
representation at the OECD Public Governance Committee and EU DG
Reform Expert Group
• Promote North-South co-operation in policy development, through PEACE
PLUS
• Share information and provide inputs to international surveys on open
data, open government, innovative public administration and other related
issues
37
Public Service Workforce Division has lead responsibility for designing and delivering innovative and sustainable HR policies and frameworks
that provide guidance to civil and public service organisations on a range of employment issues; designing and delivering strategic learning
and development supports to build the knowledge, skills and behaviours of a future focussed workforce; delivering proactive and responsive
health and wellbeing initiatives and supports, including through the Civil Service Employee Assistance Service; overseeing a programme of
Organisation Capability Reviews to assess and strengthen performance and capacity across Departments; and effective oversight of
expenditure management for the Justice and Defence Sectors.

Head of Division: Shirley Comerford

Divisional headcount: 68

Relevant Responsible
Divisional Delivery by
Departmental Divisional Priority Output Description Principal
Priority Quarter
Priority Officer
1 19 • Establish an inclusive and collaborative working culture with internal and Q1 – Q4 All POs
external stakeholders across the Public Service to deliver on our
commitments to enhance governance, build capacity and deliver
effectively.
2 • Deliver policy that enables better workplace diversity, inclusion &
10, 11, 12, 20 wellbeing and prioritises the development of workforce capability to Róisín
support organisations to embrace the future of work: Walsh
o Development and expansion of EDI & Wellbeing policies, programmes and
structures that support a culture of accessibility and inclusion across the Q1 – Q4
Civil Service with diverse pathways to employment focussing on the areas
of career returners, ethnic minorities, gender and disability inclusion,
women’s health and trauma support policies. Q1 – Q4
o Prioritise the development of workforce capability by enabling agile
structures and upskilling and reskilling for the future of work through the
roll-out of the Public Service Apprenticeship plan and in line with the
expansion of the IPA Public Service L&D Centre of Excellence.
38
 Q2
o Baseline and build HR capability in the Civil Service through a professional
partnership with the CIPD to enable HR to work as a strategic partner to
organisations adapting to rapidly changing work environments. Q1 – Q4
o Further grow the capacity of the CSEAS to embed a culture of workplace
wellbeing across the Civil Service with a focus on enhanced digital
services, centralised wellbeing awareness programmes and ongoing
specialist professional development for Employee Assistance Officers.
4 10, 20, 26 • Accelerate the delivery of progressive and sustainable workforce relations Q1-Q4 Ann Travers
policies and frameworks that provide guidance to civil and public service
organisations on a range of employment issues. The key policy areas of
focus for the civil and public service in 2024 are:
o to develop a Probation policy for the Civil Service and update all
associated guidelines for managers and staff
o to provide access to part-time working on entry to and on promotion
within the civil service
o to review the Blended working Policy Framework in line with the WRC
Code of Practice for Employers and Employees on the Right to Request
Flexible Working and Right to Request Remote Working
o to develop a Right to Disconnect policy in line with the WRC Code of
Practice for Employers and Employees on the Right to Disconnect
o to review and update the Dignity at Work Policy (2015) in line with the
WRC Code of Practice for Employers and Employees on the Prevention
and Resolution of Bullying at Work and the Code of Practice on Sexual
Harassment and Harassment at Work (IHREC)
o to conduct an audit of all HR policy (in conjunction with CIPD) in order to
review, develop/update and implement progressive HR policy

39
 o to manage the HR policy advisory service to local HRs and relevant
stakeholders and also provide secretariat support to the Civil Service
Appeal Board
3 10 • Implement the actions arising from the Scoping Paper on the Development Q1-Q4 Maeve
of the Organisational Capability Review Programme Brett
• Introduction of the Public Service Secondment Model as a resourcing
strategy to drive the scaling-up of the programme in 2024.
• Revision of the OCR methodology to ensure closer alignment with the core
themes in the Public Service Transformation and Civil Service Renewal
Strategies (Digital and innovation at scale; Workforce, workplace and
organisation of the future; Evidence-informed policy and services designed
for and with the public), while complementing other reform and
development strategies and incorporating delivery capability across key
government delivery priorities such as the National Development Plan;
Climate Action Plans etc.
• Revision of the OCR Programme structures (External Review Panel and OCR
Steering Group) to deliver a more streamlined programme framework.
• Introduction of a sequencing schedule for OCR reviews based on length of
Secretary General tenure (12 months).
• Development of the Action Plan component of the review to extend to a 4-
year timeframe with a mid-term progress review by the OCR Team, together
with the Action Plans forming a component of the Secretary General
performance review process.
• Scale up the outputs of the OCR Programme to build to 4 reviews per annum.
5 1, 5 Justice Vote
• Effective oversight and monitoring of expenditure management in the Justice Q1 – Q4 Daniel
Vote Group O’Callaghan
• Settlement of Budget and Rev 2025

40
 • Provision of evidence-informed, effectively communicated and timely advice
to the Minister on policy matters arising in the Justice Sector.
• Active engagement with policing policy and initiatives including continued
implementation of key areas where relevant to DPENDR incl. reform
initiatives, financial capability, workforce planning.
• Continued use of an evidence-based and data-driven approach to support
the achievement of objectives.
• Intensified, structured engagement to support reform and modernisation
incl. Justice Department, Garda Resourcing Group, Courts Service and
Prisons.
6 1, 5 Defence Vote
• Effective oversight and monitoring of expenditure management in the Q1 – Q4 Daniel
Defence Vote Group O’Callaghan
• Settlement of Budget and Rev 2025
• Providing evidence-informed, effectively communicated and timely advice to
the Minister on policy matters arising in the Defence Sector
• Active engagement with DoD on key policy issues and reform
implementation linked to the Strategic Framework and the Commission on
the Defence Forces Implementation Plan where relevant to DPENDR incl. key
enablers to deliver reform.
• Continued use of an evidence-based and data-driven approach to support
the achievement of objectives.
• Intensified, structured engagement to support reform and modernisation
incl. Department of Defence, High Level Steering and Implementation Groups
and Defence Forces.

41
Work and Pensions Division has lead responsibility for Public Service pension policy development and the Department’s contribution to the
labour market and skills policy agenda together with the promotion of evidence-based policy-making across the Public Service. The Division
is responsible for the development of the Irish Government Economic and Evaluation Service (IGEES) and management of the DPENDPR
IGEES Unit alongside oversight, development and implementation of Public Service pension policy through the Single Public Service Pension
scheme, Actuarial Service and Pensions Policy units. The Division monitors expenditure and provides policy advice through its IGEES unit,
Votes and pensions policy units and has responsibility for the management of the following Votes – Superannuation and Retired Allowances
(Vote 12); Social Protection; Education; Further and Higher Education, Research, Innovation and Science (FHERIS).

Head of Division: Jasmina Behan

Divisional Headcount: 54

Relevant Delivery
Divisional Responsible
Departmental Divisional Priority Output Description by
Priority Principal Officer
Priority Quarter
1 1, 2, 3 Expenditure Management and Monitoring of four Vote Groups – (i) Education Through
(ii) Further and Higher Education, Research, Innovation and Science Vote (iii) out 2024
Social Protection and (iv) Superannuation votes focusing on:
• keeping expenditure in line with agreed fiscal strategy and NDP parameters
• ensuring delineation and phasing out of non-core expenditure, as required Georgina
• settlement of 2025 Estimates Hughes-Elders
• embedding evidence-based approach to expenditure management Robert Scott
• influencing policy development through engagement with Depts. and Rowena Dwyer
relevant groups John Pender
• providing evidence-informed, effectively communicated and timely advice to Deirdre O’Neill
the Minister on policy matters arising
• ensuring expenditure is aligned with reform objectives, including evidence
informed policy making, digitalisation and climate
• Review of treatment of Single Scheme Receipts Q3 2024

42
2 5 • Provide actuarial services Through John Pender
out 2024
3 5 • Developing Public Service pensions policy and tightening policy guidelines to Through
strengthen pensions governance in order to effectively manage pensions out 2024 Claire O’Reilly
costs. John Pender
• Significant policy considerations include the implementation of Fast Deirdre O’Neill
Accrual/MRA policy and finalisation of the transition of AVC schemes to
Master trusts in compliance with EU regulatory requirements.
• Providing high quality advice to the Minister regarding Public Service pension
policy issues
4 5, 8, 11 • Commence design for the future administration solution for the Single Q2 2024
Pension Scheme in collaboration with Department of Social Protection,
Revenue and OGCIO Deirdre O’Neill
• Maintain momentum in engagement with Relevant Authorities to ensure Through
high levels of compliance out 2024
5 5, 11, 21 Harness digital technology:
• Progress a digital solution with a view to streamlining the process for the
payment of occupational supplementary pensions Q4 2024 Claire O’Reilly
• Increasing efficiency by building pensions capacity and capability across the
public service through continued development of the new Public Service Q4 2024 Claire O’Reilly
Pensions website for pre-existing Public Service Pension Schemes and
through the Public Service Pensions Network Forum.
• Improve the Single Scheme helpdesk through use of AI Q4 2024 Deirdre O’Neill
• Delivery of a model for a technologically-enabled solution for future
administration of the Single Pensions Scheme Q1 2024 Deirdre O’Neill
• Conduct a lean review of the Professional Added Years (PAY) processing
• Progress and deliver IGEES website Q2 2024 Rowena Dwyer
6 12,20 • Delivery and launch of the IGEES Medium Term Strategy Q2 2024 Rowena Dwyer

43
7 12, 20 • Lead on the Evidence informed Policy and Services pillar (Pillar 3) of the
Public Service Transformation Strategy, through progressing agreed work 2024
Rowena Dwyer
streams under this pillar (Knowledge Brokerage, E-health, Data for Policy,
Legitimacy) and working with the Public Service Transformation division.
8 2, 12, 20 • Through IGEES, enhance the knowledge base on public policy in DPENDPR 2024
and across the CS by producing and publishing analytical output, generating
policy insights, as well as facilitating public policy debate and engaging with
Rowena Dwyer
broader public policy research community.
• Utilise the Spending Review platform and develop new platform(s) for
dissemination and use of policy insights.
9 10, 12 • Review and update IGEES Learning and Development and Recruitment Q4 2024
(internship) programmes to ensure policy development and implementation Rowena Dwyer
in the Civil Service is underpinned by appropriate analytical skills.

44
As noted earlier in the Business Plan, a second phase of the Operating Model Review is underway focused on consolidating a range of
Corporate Functions across the Department – this will result in a wider Corporate Division with a focus on Corporate Governance and
Support, HR and Finance – this work will be led by the Chief Operations Officer and a more detailed Business Plan will be prepared as the
review progresses during 2024 – for now, some key actions are set out below, with more detailed ‘Unit-level’ activities and outputs listed
over the following pages.
Head of Division: David Feeney, Chief Operations Officer

Relevant
Divisional
Department Responsible
Priority Delivery by
Priority Divisional Priority Output Description Principal
Output date
Output Officer
Number
Number
1 26 Corporate Governance and Support: Throughout PO Corporate
• Operate and continually enhance our governance, risk management and 2024 Governance
compliance framework and provide a high quality of corporate support to the and Support
Secretary General and Management Board
• Implement actions to further consolidate corporate governance and support
activities within the Department over time
2 26 Human Resources: Throughout PO Head of
• Provide a comprehensive range of professional internal HR services including 2024 HR
Recruitment, Workforce Planning, Learning and Development, HR
Consultancy, Performance Management, Employee/Industrial Relations,
Health and Wellbeing and Change Management.
• Implement actions to optimally align HR activities within the Department over
time
3 26 Financial Management: Throughout PO Head of
• Consolidate the finance functions for the internal Votes within the 2024 Finance
Department into a single integrated financial management function

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Corporate Governance and Support is comprised of five Units – the Corporate Support Unit, the Corporate Governance Unit, the Data
Protection Unit, the Finance Unit / Election Unit and the Legal Adviser. Its role is to operate and continually enhance DPENDR’s governance,
risk management and compliance framework and provide a high quality of corporate support, to implement effective financial management
and procurement arrangements for the Department and provide high quality and timely legal advice.
Head of Division: David Feeney, Chief Operations Officer
Divisional Headcount: 14.6

Relevant
Divisional
Departmental Responsible
Priority Delivery by
Priority Divisional Priority Output Description Principal
Output date
Output Officer
Number
Number
1 26 Governance: Provide high quality briefing, analysis and support to facilitate the Throughout PO Corporate
effective functioning of DPENDR’s governance structures 2024 Governance
and Support

2 26 Planning and Reporting: Facilitate effective Business Planning and Risk Throughout PO Corporate
Management in DPENDR by coordinating the production of the Annual Business 2024 Governance
Plan, Annual Report and Risk Management reporting and Support
3 26 Operational: Support DPENDR in ensuring accountability and transparency in its Throughout PO Corporate
operations through the coordination of responses and inputs on Parliamentary 2024 Governance
Questions, FOI Requests, Memoranda for Government, Legislative updates to and Support
Whip’s Office, Support for Secretary General’s Oireachtas Committee
appearances, Statutory Instruments, Secretariat to the Management Board and
Principal Officer Forum and ICT Service Delivery engagement with OGCIO
4 26 Compliance: Support DPENDR in ensuring compliance with its obligations Throughout PO Corporate
through oversight and implementation in relation to the DPENDR Governance 2024 Governance
Framework and a broad range of compliance obligations. and Support

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5 26 Data Protection: Support DPENDR in ensuring compliance with its Data Throughout Alison King,
Protection obligations 2024 DPO
6 26 Knowledge Management: Supporting the next phase of knowledge Q1-Q2 PO Corporate
management in the Department by reviewing the Department’s approach to Governance
Knowledge Management, including resourcing, and re-establishing the and Support
Knowledge Management Implementation Group
7 26 Financial Management: Support DPENDPDR in ensuring compliance with its Throughout PO Corporate
financial management and control obligations through the Estimates and 2024 Governance
Revised Estimates processes, Preparing Appropriation Accounts for Votes 11 and Support
(DPENDPDR) and 15 (SS), Ongoing financial management and reporting duties,
including coordinating monthly management reports, Value for Money reports
and performance information for Estimates and Public Service Performance
Report, Supporting DPENDR staff using the new Financial Shared Service (FSS)
system, processing payments and a range of other activities
Election Unit: Support DPENDR’s oversight of Returning Officers’ spending
through Monitoring payments to Returning Officers, Preparing the ongoing
expenses accounts of the ROs in house, Auditing Returning Officers’ ongoing
expenses accounts and Migrating Returning Officers to FSS and PSSC platforms,
and a range of other activities
8 26 Public Procurement: Support DPENDR in ensuring compliance with its public Throughout PO Corporate
procurement obligations through an extensive range of activities. 2024 Governance
and Support
10 26 Legal Advice: Provide timely, high quality legal advice to whole of Department, Throughout Catherine
through Reviewing and providing advices on draft legislative proposals including 2024 Thuillier
providing options on policy proposals based on legal implications or legal (Legal
constraints, Advising on the implementation of new legislation, Reviewing the Adviser)
application of legislation to particular cases and providing solution-oriented
advice, Carrying out legal research on complex legal issues arising across the
Department and Assisting officials in the running of litigation

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The HR Strategy Unit operates across three functional areas: HR Operations, Organisational Development and HR Business Partnering.
Headed by Amy Burke in an Acting Capacity, the HRSU provides a comprehensive range of professional HR services to the Department
including Recruitment, Workforce Planning, Learning and Development, HR Consultancy, Performance Management, Employee/Industrial
Relations, Health and Wellbeing and Change Management.
Head of Division: Amy Burke
Approved headcount: 13

Relevant Responsible
Divisional Delivery by
Departmental Divisional Priority Output Description Principal
Priority Quarter
Priority Officer
1 26 Develop and implement the next iteration of HR Strategy for 2024 – 2026 which Q2 2024
continues to build on the work of the People@PER and the Health & Wellbeing
strategies, focussing on an employee life cycle approach including a
comprehensive on boarding process, a renewed, modern approach to diversity,
equity & inclusion and with a heightened emphasis on Learning and
Amy Burke
Development to nurture high performance. This strategy will also support and
embed our commitment to culture, the foundation of which has been laid by
the culture implementation plan. Consideration is required to the development
of a strategy which sits against the background of a maturing blended working
environment and a contemporary workforce.
2 26 Strengthen our collective approach to strategic workforce planning for the Q2 2023
Organisation. Ensure alignment with all elements including budget
Amy Burke
management, resource allocation, talent management, succession planning and
mobility policies with Departmental objectives.
3 26 Continue to focus on Culture through our work on the culture implementation Q3 2023
project, working collaboratively with colleagues from across the Department to
Amy Burke
ensure the 4 critical behaviours are embedded into the Department.

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 Further embed the 4 critical behaviours in the Department to foster a working
environment of excellent results, respect, diversity of thought, innovation and
pride. Promoting and advocating for Culture throughout the year in
communications and collaborations with the business to achieve a motivated
and engaged workforce.

Build on our culture of Inclusion and Diversity across the Department through a
suite of programmes.
4 26 Continue to focus on empowering people managers, with a particular focus on Q1 & Q2
newly appointed Line Managers, to ensure these key roles are able to navigate 2023
Amy Burke
the challenges and opportunities of their teams in a manner which optimises
performance and nurtures the cultural aspirations of the Department.
5 26 Continue our commitment to the ongoing enhancement of learning and Q4 2024
development resources and supports to promote an environment that develops
and supports staff at all levels to continuously grow and be effective and
Amy Burke
accountable leaders and team members, equipped with the requisite skills and
competencies that embody our values and desired culture, in addition to
technical and professional knowledge and expertise required to deliver on roles.
6 26 Evolving work landscape – continue with an agile, collaborative HR approach in Q2 2023
order to support staff and managers in adapting to a continually evolving
Amy Burke
working environment with a focus on further embedding the Department’s
blended working policy and any required supports.
7 26 Continue to develop and deliver on the actions generated by the Department’s Q1-4 2023
Health and Wellbeing strategy across the Department and deliver on our
objectives in creating an inclusive and positive culture, working with colleagues
Amy Burke
across the Department to ensure a holistic offering of health and wellbeing
supports.

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