I launched the new accelerating infrastructure task force on Friday 16 May. At the task force's first meeting, the terms of reference were agreed and there was a discussion of the work plan of the Department's newly established infrastructure division over the coming months. Primarily, the role of the task force is to provide its members' expertise and guidance to assist my Department's work programme of identifying and addressing barriers to the delivery of infrastructure in order to accelerate the development of critical infrastructure. This work programme focuses on the energy, transport and water sectors. This focus has been adopted because all three of these elements are required to underpin the development of all economic and social infrastructure, whether in healthcare, housing or childcare, and to support our economy's competitiveness. As noted, the terms of reference for the task force have been established and agreed with the members. These specifically set out that the role of the task force is to: provide strategic guidance and expert input to policy proposals to speed up infrastructure delivery; provide guidance and advice to officials to ensure that barriers to infrastructure delivery are identified accurately and represent the most significant barriers that are impeding timely and effective delivery; provide guidance and advice on the development of a small number of high-impact reform actions that are robust, achievable and timebound that will be rigorously focused on addressing the challenges identified - these actions will be brought to Government for approval; and oversee the subsequent implementation of these reform actions, supported by the Department’s infrastructure division and the Departments and agencies responsible for implementation. There are 12 members of the task force. Six are independent experts experienced in infrastructure delivery and the other six are ex-officio members taken from commercial semi-State entities at the front line of infrastructure development and the local government sector. I will chair meetings of the task force. I anticipate that it will meet monthly. The first task my Department is progressing, and, hence, the first task the task force will oversee, is a systematic assessment of the barriers impeding the development of critical infrastructure. This task will be undertaken through a combination of research work, direct stakeholder engagement and a process of public engagement which will be launched shortly. I expect to bring a report on these barriers to Government in July, incorporating feedback from the task force. Thereafter, the focus will be on identifying actions that can overcome these barriers, seeking Government approval of these actions and ensuring they are implemented.
Sentiment score: 0.20
The construction sector group has a distinct and separate mandate. It continues to do excellent work. We have identified, and the Deputy will have seen this in her broad engagement with people in south Conamara or, indeed, with stakeholders across the economy, that there are many barriers impeding delivery. The task force’s central mandate is to have a short period to identify these barriers, develop significant reforms to cut through some of the processes involved and the barriers to delivery and ensure that we oversee the implementation. That is responding to the genuine concerns around the level and pace of delivery. That has not been the central focus of the construction sector group, which, as stated, has a distinct and separate mandate. The new task force is seeking to accelerate delivery of the basic infrastructure that is lacking in parts of our country. It is looking at impediments, at why projects are taking too long in terms of the design and concept phases and at how project lifecycles can be shortened in order to drive delivery. That will improve the basic infrastructure in the Deputy’s constituency and many other parts of the country.
Sentiment score: 0.20
I do not disagree with much of what the Deputy said. There are often too many reports which contain endless recommendations. We have tried to change our approach to how this process is working. It is how we can identify high-impact reforms that are implementable and timebound that will make an objective difference. That has been the central mandate of the task force. That is why there will be a report by the summer. The outworking of it, and the core remit of the task force, is to oversee, with me chairing it, the implementation of this across government. That is the mandate it has been given. Having hundreds of recommendations in hundreds of pages of a particular report means that the specific actions are lost. That is why we are taking a focused approach to how we develop the work programme of both the infrastructure task force and the infrastructure division. The task force is also tasked with examining international best practice in the context of how we can measure Ireland against that. We know we have a significant infrastructure deficit. Some of that is in our delivery systems and in the processes that have developed over many years. All of that will fit within the recommendations that will come by the summer. It is about trying to move the dial on infrastructure delivery.
Sentiment score: 0.08
The programme for Government significantly expanded my Department’s work on infrastructure and included the establishment of a new infrastructure division. The division's specific responsibilities and deliverables are being progressed as part of the Department's forthcoming statement of strategy, which will go to Government in advance of the summer. To be of assistance to the Deputy, the key Government commitments that the infrastructure division will be responsible for delivering in the short term are: an early review of the national development plan by July; expanding the Department’s infrastructure expertise to assist delivery through the redeployment of sectoral experts to the Department; the establishment and provision of support to the newly established accelerating infrastructure task force; and preparing a report to Government to identify the barriers to delivery and subsequent actions in order to accelerate the completion of infrastructure across our economy. This report will be prepared on the basis of broad stakeholder engagement, public engagement and a review of international best practice in order to construct a detailed evidential assessment for subsequent action. This infrastructure delivery work is in addition to the infrastructure division’s ongoing work across its national investment office functions, construction procurement and overseeing certain departmental Votes. The establishment of the division has seen a significant increase in its constituent units' staffing levels. It is led by a deputy Secretary General and comprises an assistant secretary and five units, each of which is led by a principal officer. On the current breakdown of grades, including vacancies up to an including principal officer, there are five principal officers, 20 assistant principal officers, 18 administrative officers, four higher executive officers, two executive officers and six clerical officers. In addition, five individuals with key sectoral expertise in the delivery of strategic infrastructure and the planning process have been deployed to support the work of division from EirGrid, ESB Networks, Transport Infrastructure Ireland, Uisce Éireann and An Bord Pleanála. Staff from the Department's communications unit are being made available to support the public engagement of the division in delivering its key outputs. This brings the current total headcount for the infrastructure division to 62.
Sentiment score: 0.31
I make the point that it is all too slow and that is the basis of the reform process happening in parallel with the work of the review of the national development plan. That is why additionality by itself will not move the dial and why the report on the barriers to infrastructure delivery will be finalised in July. That will work in parallel with the updated review of the national development plan, whether they are published on the same day or not is something we have to sequence. However, the plan is to have both prepared to set out the issues in the area of reforms. As I have said, the acid test will be how we forensically examine the project life cycle. There are countless examples that everyone in this House is aware of, where it is simply taking too long. We are systematically examining all aspects of the project life cycle to try to truncate timelines and do that on a systematic basis to accelerate delivery. As part of the international metric, we are looking at best practice in terms of the World Bank, the IMF and the OECD. We are also interested in looking at common law jurisdictions where there is a lot of commonality on infrastructure delivery, like New Zealand, Australia and the UK. What is also really interesting are the different timelines that exist in many US states that have taken different approaches to infrastructure delivery, many of which are confined by constraints and cannot get things done, and others which have unlocked delivery. Providing that international comparison with the evidence base from published research will help complement the systematic exercise happening domestically around the project life cycle.
Sentiment score: 0.21
There are countless projects in the national development plan that are caught in endless delays. This is not about the work I am doing at the centre of Government. It is not about one particular project or pet project that the Deputy or anyone else might have. It is about how we change the life cycle of projects universally, so we accelerate for priorities set out in the national development plan. We are taking the international experience as a key evidence base for how we bring about the reforms that need to be stood up. Whether in housing, energy, transport, or water infrastructure, too many projects are in endless processes where the public have seen indicative allocations many years ago and they have still not seen delivery. It is to give confidence and momentum and show there is a pipeline to the construction sector that can be commenced. This systematic exercise is required. Of course, there are people and different State agencies, bodies or Departments that have been involved in parts of the delays contributing to this. That is why we have a blank canvas in how we change that for the better. That is the measurement and metric of the outworking of the reforms that will advance.
Sentiment score: 0.11
My Department works to serve the country, its people and the Government by delivering well-managed and well-targeted public spending, delivered through modernised, effective and accountable public services. The process around outsourcing set out in the public service pay agreement states that where outsourcing is being considered in respect of an existing service, both official and staff sides will consult on the development of a service plan which evaluates and compares the in-house service and the outsourcing option. The public service pay agreement 2024-2026 reaffirms the commitment to the above and states that where a dispute arises through the application of this process, parties will seek to resolve it through direct dialogue. Where this fails to resolve the dispute, parties will use the dispute resolution mechanism set out in chapter 5 of the agreement. Accordingly, where a dispute arises, it will be subject to a six-week period of initial bilateral engagement at local level between the parties. Where agreement cannot be reached, the dispute will be referred to the WRC or, if necessary, the Labour Court. Where a conciliation or arbitration scheme applies, the issue will be referred within six weeks to the conciliation machinery under the scheme and, if unresolved, to the arbitration board. The Labour Court or arbitration mechanism is the final stage in the dispute resolution service. My Department has been responsible for a number of recent reform initiatives, including the Better Public Services strategy, which aims to deliver inclusive, high-quality and integrated public service provision. Better Public Services is aligned with the ten-year strategy for the Civil Service, Civil Service Renewal 2030, which is built on three core themes: digital first and embedding innovation; workforce, workplace and organisation of the future; and evidence-informed policy and services. It is also aligned with Connecting Government 2030: A Digital and ICT Strategy for Ireland’s public service. There are no functions, roles or services within my Department that were outsourced to the private sector which were previously carried out by civil servants. To speak more generally on the scale of recruitment of public servants, over the past five years we have seen an extensive and positive expansion in the numbers of public servants across many areas of remit, and rightly so. If there are any changes, there is a process under the public pay agreement to manage them.
Sentiment score: 0.30
All public bodies are obliged to treat public funds with care and to ensure the best value for money is obtained wherever public money is spent or invested. It is the responsibility of the relevant Department to ensure procedures are in place for compliance with all required procedures within the Department or office or the bodies under its aegis. It is a matter for each Accounting Officer with the associated agencies to ensure compliance with the Public Spending Code, public financial procedures and relevant circulars and to ensure value for money and appropriate consideration of alternative options. They also need to take account of the requirement 8.25 of the 2016 code of practice for the governance of State bodies, which requires an annual report on adherence to the relevant procedures and the Public Spending Code. On the leasing of services generally through service level agreements and State provision of services, the issue of external service delivery was covered in Building Momentum, the public service agreement. In that agreement, the parties reaffirmed their commitment to the appropriate use of direct labour, where consistent with efficient and effective public service delivery. The provisions of recent public service agreements relating to external service delivery will continue to apply. I cannot speak to the specific examples the Deputy referenced except to say the trend of public service recruitment in the past five years has been significant across many front-line areas of public services and we are committed to continuing to drive increased provision of public services in how we frame the budgets in the future.
Sentiment score: 0.57
Some of the examples the Deputy references are shocking. Where there is maltreatment or misuse of public funds, it should be reported to the Accounting Officer, Department and line Minister involved. There are often service level agreements that underpin the money put forward for the service to be provided. If it is not being provided or the public good is being undermined or not followed through in the context of the service level agreement, that should be reported and there should be full accountability through the relevant Department or Accounting Officer. The objective in the development of many services is good public services, led by increased recruitment across the public sector. There are instances where a particular Department or agency, because of an issue that might arise, requires a service level agreement to be stood up but that should be complied with. The dignity and protection of vulnerable people is essential within that. Any instances of people not being treated appropriately should be reported and the service level agreement adhered to in full in the context of what was meant to be provided to the individuals involved.
Sentiment score: 0.25
I thank the Deputy. As she is aware, a broad range of factors influence staff recruitment and retention. As a result of Ireland's significant economic growth, unemployment is low and labour market conditions remain tight. Labour and skills shortages are presenting recruitment and retention challenges for employers across the labour market, including the civil and public service, as the Deputy mentioned. Despite this, staff numbers in the public sector have continued to grow significantly. Between 2015 and quarter 1 of 2025, which is the most recent data available to my Department, overall estimated public service numbers in full-time equivalent terms increased by over 36% from 302,000 to over 411,000. The public service is a good employer and continues to offer competitive pay and other terms and conditions to attract and retain staff, including flexible working arrangements, opportunities for continuous professional development, pension provision and secure employment. In the case of recruitment policy in the Civil Service, for which I have policy responsibility, my Department works closely with the Public Appointments Service and other Departments to achieve the objectives set out by the 2024 plan for Civil Service renewal and to ensure that the State remains an employer of choice. The Deputy referenced remuneration. As she is aware, pay in the public service has been governed by a system of collective agreements since the negotiation of the Croke Park agreement in 2010. These agreements have enabled the Government to increase pay for our public servants in a fair, sustainable and affordable way. The current agreement runs for two and a half years from 2024 to mid-2026 and the total cost amounts to €3.6 billion. The agreement provides for increases of 10.25% over a two-and-a-half-year period. This is made up of general round increases totalling 9.25%, as well as a provision for a local bargaining mechanism equivalent to 1% of the basic pay cost. Under the current agreement to date, public servants have benefited from pay increases totalling 6.25%. There is one further general round of 1% for all public servants due on 1 August. This will be followed by two further general round increases in 2026, with an increase of 1% in February 2026 and an increase of 1% in June 2026. The agreement also contains a local bargaining provision, which allows management-----
Sentiment score: 0.31
I will follow up in the next round.
Sentiment score: 0.00
As I was going to say before I had to conclude, there is a local bargaining provision that allows management and unions to negotiate changes to pay and terms and conditions up to a maximum of 3% of pay costs for the relevant grade. The first instalment under this provision, equivalent to 1% of pay costs, is due to be implemented from 1 September 2025 and negotiations are commencing at local level across the public service. This agreement, like its predecessor, is weighted towards lower paid public servants. Over the lifetime of the agreement, the lowest paid public servants will see cumulative benefits of up to 17.3%, inclusive of the local bargaining provision, compared with the standard benefits of 10.25%. The Deputy asked about housing. This is why the State's overall investment in housing as part of the national development plan is critical. Last year during the budgetary process, we advanced the expansion of the renter's tax credit to respond to the relative price of rent in the economy. That will be a continued focus for the Government in the national development plan and through the budgetary process.
Sentiment score: 0.15
Many public servants working here are involved in the bargaining process, which the trade unions were centrally involved in for the current public pay agreement. That collective pay agreement has brought industrial peace to our country relative to many other countries in Europe and elsewhere. It is important for that collaboration to continue. The emphasis of the current public sector agreement is on lower paid workers, including teachers, nurses and others as they exit college. There are significant other supports that we are trying to ramp up in the context of the budget we set out last year, including the renter's tax credit. The local bargaining mechanism is also an opportunity for trade unions to involve themselves in that process and the additionality that is available through it. The outworking of this pay agreement is providing significant increases to core pay when we consider the overall increases over a two-and-a-half year period. We want to continue that collective approach when it comes to pay and industrial policy.
Sentiment score: 0.40