Transforming systems and services in the Department of Social Protection Ireland NIAMH O’DONOGHUE SECRETARY GENERAL, DSP 1
• Island nation • Population: 4.6 million Ireland • Area 84,000km 2 • Western Europe • Large diaspora 2
Department of Social Protection Income me S Suppo port Big Big Bu Business All stages of lifecycle Payments • Children and Family Claim processing • In work/out of work supports Appeals process • Disability/Illness payments • Pensions Life event registration 10 centralised/60 local Public Service identity set offices History of delivery Approx 5,000 staff History of transformation 3
The Transformation Imperative • 350,000 jobs lost between 2008 – 2010 • 440,000 people signing on for unemployment related payments • Experience of prior recessions – long term unemployment can persist even after economic recovery • Increased reliance on disability/illness supports • Demography – trend of increasing demand for pension supports • Large sums being spent on child support (EU rules re attachment to labour force) • All income support accounting for 40% of current Gov. expenditure 4
Transforming the Organisation 2011/2012 FÁS Employment and Community Services CWOs/SWA Redundancy and Insolvency Rural Social & Community Development Schemes 5
Leadership Challenge Developin ing a a new organ anisat atio ion Logistics Infrastructure People Culture and values Vision Public Ser Service Ref eform Agen genda Driving efficiency and accountability / Reducing cost and scale Linkages External partnering “Simplifications” Reality Increased demand; pay cuts; longer hours; changed T&Cs 14
Risks! Scale! Limited investment Multiple and competing priorities Organisation capacity ‘Core’ business stabilised at very ‘high’ levels Negative environment re public service Economic and social uncertainty “Changing the wiring with the lights on.......!” 7
Transformation Vis isio ion Al Alig ignment Embedding Em ng c chang nge Clar arif ifyin ing an and Alig Al igning t the e entir ire Emb mbedding d deep eep arti ticulating ng a a clear organisation w n with th th the chang nge i in n work vis ision, rat atio ionale trans tr nsformation n prac actic ices, c culture and nd str trategy y for programme mme and b behavi viours rs trans tr nsformation n 8
Transf sfor ormati tion Overa rarchi hing v vision on – en engag agem emen ent w with ith jo jobseek eeker ers provide a ‘one stop shop’ service for jobseekers where income and activation supports are available in one place “Put simply, no-one who loses his/her job should be allowed to drift, with no support, into long term unemployment .” Pathways to Work Paragraph 4, page 7. 9
Launch of integrated service... Oct 2013 10
A chan ange t e that at i is as focused sed o on em employers as as it is s on u unem employed peo eople… 11
Alignmen ent Systems, s , staffing, s , skills lls a and stru ructure res New integrated Intreo delivery Merger and integration of three organisations and staff Development of administration centres Change management teams New supports for employer engagement New models of delivery (external partnering) New integrated IT infrastructure 12
Buil ildin ing organis nisatio tiona nal l capabili ility ty A new learning and development strategy A new HR strategy aligned to business goals A review of the culture and values An internal and external communications strategy An IT capability building programme Organisation wide staff attitudinal surveys An staff engagement and innovation programme Cultu ture & e & Valu lues s Review 13
Embedding g change ge shared ed values c cultu ture e 14
Vision of added value....... Employment Income Supports Training/Upskilling Medical Cards Access to public DSP services (PPSN) Education Datasets/ Grants Services Housing Life Events Services Customer
Reflections and Lessons Learned Be Courageous Keep focus on long term goals Ensure shared ownership and empowerment Adapt as required Build Trust Celebrate achievements! COMMUNICATE, COMMUNICATE, COMMUNICATE 16
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