Dáil Éireann Debate, Tuesday - 17 February 2026
544. Deputy Donna McGettigan asked the Minister for Public Expenditure, Infrastructure, Public Service Reform and Digitalisation the number of OPW projects completed between 2020 and 2025 inclusive, including budgeted costings, in tabular form; and if he will make a statement on the matter. [12828/26]
Amharc ar fhreagra545. Deputy Donna McGettigan asked the Minister for Public Expenditure, Infrastructure, Public Service Reform and Digitalisation the number of OPW projects between 2020 and 2025 inclusive came in at, or under, budget, with costings and possible overruns, in tabular form; and if he will make a statement on the matter. [12829/26]
Amharc ar fhreagra546. Deputy Donna McGettigan asked the Minister for Public Expenditure, Infrastructure, Public Service Reform and Digitalisation the number of OPW projects between 2020 and 2025 inclusive that came in over budget, with costings, in tabular form; and if he will make a statement on the matter. [12830/26]
Amharc ar fhreagra547. Deputy Donna McGettigan asked the Minister for Public Expenditure, Infrastructure, Public Service Reform and Digitalisation the number of OPW projects between 2020 and 2025 inclusive that overran their expected completion dates, with associated costings, in tabular form; and if he will make a statement on the matter. [12831/26]
Amharc ar fhreagra548. Deputy Donna McGettigan asked the Minister for Public Expenditure, Infrastructure, Public Service Reform and Digitalisation the processes in place to review decision-making at the OPW where projects are either over budget, or over on delivery date; and if he will make a statement on the matter. [12832/26]
Amharc ar fhreagraI propose to take Questions Nos. 544, 545, 546, 547 and 548 together.
The OPW manages a diverse and extensive portfolio of approximately 2,500 properties, including office accommodation, Garda properties, heritage sites, visitor centres, national monuments, and flood relief schemes. Projects are prioritised and sequenced to maximise value for money, enable timely completion, and support effective capacity planning. The OPW has a strong track record in delivering complex projects such as the Science Laboratory for Forensic Science Ireland, Rosslare Europort infrastructure, and national flood relief schemes.
To ensure robust project delivery and accountability, the OPW has implemented a comprehensive governance framework with clear roles for project sponsors, managers, and oversight bodies, as well as formalised project initiation, monitoring, and closure procedures. The OPW Management Board provides strategic oversight and direction for all major projects. There is an internal Project Oversight Group established for all capital projects with a value exceeding €500,000 and this group ensures multidisciplinary review, risk assessment, and escalation of issues as required. Oversight and approval procedures are also in place for smaller capital works projects.
The OPW operates in compliance with national and EU procurement regulations. All projects are managed in accordance with the Infrastructure Guidelines/ Public Spending Code (PSC), which sets out the rules and procedures for evaluating, planning, and managing public investment and expenditure. The Capital Works Management Framework (CWMF) governs the delivery of public capital projects, focusing on cost certainty, risk management, and value for money. The OPW ensures all projects comply with relevant Statutory Compliance, including building regulations, fire safety, and health and safety requirements. There is also Sectoral Guidance and Technical Notes for specific project types, such as for flood relief schemes, the OPW applies sectoral guidance and technical methodologies, including economic appraisal and milestone-based approval gates.
The OPW has established structured processes to identify, review, and address project overruns and delays. Project managers provide scheduled updates on progress, costs, and timelines. Variances from original plans are promptly flagged using standardised reporting templates. Projects experiencing significant overruns or delays are escalated to senior management for formal review, including root cause analysis and multidisciplinary input. Where necessary, corrective action plans are developed and implemented, with major changes requiring higher-level approval. Periodic internal audits and external reviews ensure adherence to governance standards and support continuous improvement.
The OPW is committed to transparency, accountability, and fiscal responsibility in managing public infrastructure and services. Each year the OPW publishes an Annual Report and this is made available on the OPW website and through public information portals. The OPW engages with relevant stakeholders, including industry bodies, to promote best practice and market competition. Staff receive regular training in procurement and project management best practices.
Due to the breadth and diversity of the OPW’s project portfolio, it is not possible to provide the specific examples or detailed lists requested within the timeframe available. However, should you require information on a more specific subset of projects—such as those exceeding particular financial thresholds, within a defined project category, and over a specific timeframe—the OPW would be happy to provide tailored data accordingly.
