In drafting the accelerating infrastructure report, there was extensive engagement with ministerial and official level colleagues to ensure clear ownership of actions and the expectations for delivery of these actions. On publication, Departments were required to set out how they will implement the series of actions under their remit and ensure individuals know what they are accountable for. My Department will be managing the monitoring and reporting on delivery of the actions in the report and action plan, which will be led by my infrastructure division. It details 30 headline actions for delivery by quarter and sets out target outputs and outcomes to be achieved. All lead Departments have been engaged with over January and this month to provide an update on the delivery of quarter 4 of 2025 and quarter 1 of 2026 actions and the relevant structural changes within their sectors to aid the delivery of the 30 actions. All actions required for delivery in 2025 have been completed as of January 2026. Some of the key deliverables include the publication of the national development plan review in 2025 and the subsequent publication of all national development plan sectoral plans. As committed to in the programme for Government and the accelerating infrastructure task force, a step-change in investment for the energy, water and transport sectors has been approved. The sectoral plans detail over 200 specific projects that are being prioritised, with a particular focus on those projects going to tender or construction within 2026 and 2027. This is with the specific aim of providing certainty to the construction on the pipeline. With regard to the Government’s consultation on the scale of fees for environmental judicial reviews by the Department of climate, we will publish the consultation on fees for environmental legal costs, which will, in effect, limit the cost the State pays in environmental judicial reviews. We have had the first meeting of new joint utilities and transport clearing house, which will ensure shared understanding and collaboration between the utilities and transport sectors and greater co-operation in infrastructure delivery. I chaired the first meeting at which there was a wider discussion about its terms of reference and work plan over the coming weeks and months. The Minister for justice, Deputy O’Callaghan, also brought heads of Bill to Government to place the judicial review process on a statutory footing, which were published on 6 January 2026. These give a wider indication of some what is being implemented. At this point, there are no significant indicators for actions that are off track, and good progress is noted for actions required for delivery in quarters 1 and 2 of 2026. I will go into the wider piece in my second contribution.

Sentiment score: 0.27

The task force is continuing to ensure we have challenge meetings and continued oversight of delivery. We have a Cabinet committee on infrastructure and the critical infrastructure Bill, and we will bring the scheme to the Government in the coming weeks. That will place clear obligations around the prioritisation of infrastructure across regulatory bodies and agencies when it comes to trying to speed up infrastructure delivery across the State. I have also said in my role in terms of sanctioning respective Departments and agencies that co-operation and delivery of infrastructure is something that will be central to wider requests that are received through the year and the budgetary process. The accountability structure is there in terms of Cabinet committees and the utilisation of the wider sanctioning position I have. The critical infrastructure Bill will prioritise infrastructure delivery and place obligations on those involved in the infrastructure lifecycle around what they are expected to do and in what time. All of that will yield improved delivery and better accountability as through the year.

Sentiment score: 0.19

There are variety of mechanisms in that regard. It is about trying to drive compliance. There are obviously sanctions and requests received relating to staffing. For example, if a particular agency is not delivering in line with what we have set out in the infrastructure report, a request for additional staffing might be a consideration or how we restructure or reform a particular agency if it is not contributing to wider delivery. That is an example of it. If things are escalated and we do not see delivery and change, then sanction plays a role in terms of driving progress and reforming. We cannot allow drift to occur. I acknowledge support of the Deputy and indeed that of many in the Opposition who wish to co-operate with this. It is fundamental for the wider future and long-term progress of the economy that we drive better delivery and reform. These are pragmatic steps that will make a difference. They have a good evidence base. Accountability is key and that is why the majority of the actions sit within my Department and the infrastructure division, so that we can drive that co-ordination piece over the next number of months.

Sentiment score: 0.19

Each year the expenditure report seeks to improve on previous iterations to refine and improve the approach used to present budget day figures. The expenditure report for 2026 provides a more detailed description of the budget package components than in previous years, in the table set out on page 12. There have been many alternative approaches in the past and work on the best way to present each year's budget will be an iterative process. The approach taken to the budget 2026 differs from previous years and therefore cannot be compared on a like-for-like basis. The information is no longer available in the format used in recent years as the budget estimates for 2026 have been constructed in a different way to previous years' budgets. This was undertaken to better reflect the totality of expenditure, where this funding is being invested and what is being delivered for our growing population. This approach placed a greater emphasis on reform, efficiency and placing value for money at the centre of government decision-making. It allows for more focus on the total size of the overall expenditure ceiling. The 2026 expenditure report provides a more detailed breakdown of the budget package than in previous years, as shown in the reconciliation table provided on page 12. The overall uplift for 2026 is allocated across the following categories: €900 million for increased recipients of public services in social protection, childcare, disability and housing; €2.2 billion for key policy adjustments and expansion of services, including welfare measures, education and youth reforms, increased apprenticeship places and supports for public transport; €1.1 billion to meet the 2026 cost of decisions taken in 2025, such as the roll-out of pay-related benefit, auto-enrolment and additional PSO transport supports; €1.2 billion for the cost of the public sector pay agreement; €1.4 billion reflecting ongoing scheme costs, additional staff recruitment and programme-specific funding across a number of areas; €2.1 billion; and €300 million unallocated, to be assigned later as required, consistent with previous years. A range of sources of information relating to the budget are published throughout the year. The expenditure report on budget day summarises the programmes. The Revised Estimates Volume follows the budget and provides additional details and information on spending plans. The fiscal monitor each month provides year-to-date spending figures for each Vote group. This compares them against the profiles set out by Departments and against the previous year. The public service performance report details how Departments performed against targets set in the Revised Estimates process. I have more I can set out.

Sentiment score: 0.19

To take the Deputy's business model analogy, businesses do not do ELS as he has sought in his question. Businesses look at the totality of expenditure and to drive better delivery, better outputs and better efficiency in terms of the totality of spend. That is exactly what we are seeking to do in how we framed and delivered budget 2026. That is where the weaknesses of existing levels of service are identified and we now focus on the totality of expenditure rather than only the incremental budget package, which has been the nature of it in previous years. That places reform, efficiency and value for money at the centre of decisions we make and shifts the emphasis from the expenditure level towards what policies are being advanced, what services are being delivered and how funding supports a growing population. That is where, in terms of the ELS, there is an inconsistency across Votes. Just sitting additional expenditure above a system that might be inefficient in a particular expenditure area does not address the need to better link output. What we are trying to do and how we have changed the expenditure approach is to extract better outputs around how we manage the totality of expenditure, aligned with the point the Deputy has made.

Sentiment score: 0.28

That is obviously a separate issue to the existing levels of service in the Deputy's question. What we have set out is a new national development plan and a new way of delivering infrastructure in the economy. We have a series of reforms we are advancing through 2026 which are about accelerating wider delivery but also responding to the evidence, which is there, that too many of the systems are cumbersome, slow and duplicative in many instances. This has impacted delivery on water, energy, transport and the wider social and economic infrastructure of the State. Of course we have had reports published on overspends and the children's hospital and there have been learnings from that for the Department of Health. Reforms have been made to mitigate the risk of such an example arising in future. Obviously that is a separate and distinct issue from the existing levels of service, but we are seeking to deliver more infrastructure and to speed that up because the time spent in a process-driven approach has a cost and we are trying to bring a broader rebalancing to get projects moving.

Sentiment score: 0.00