Dáil Éireann Debate, Tuesday - 26 May 2026
500. Deputy Grace Boland asked the Minister for Public Expenditure, Infrastructure, Public Service Reform and Digitalisation if he has considered introducing formal performance management frameworks for Secretaries General and senior civil servants linked to the timely delivery of legislation, infrastructure projects and European Union directive transposition; and if he will make a statement on the matter. [39461/26]
Amharc ar fhreagra502. Deputy Grace Boland asked the Minister for Public Expenditure, Infrastructure, Public Service Reform and Digitalisation if his Department has examined performance management and delivery accountability systems used in other European Union member states including Denmark and Estonia; if any reforms are under consideration arising from same; and if he will make a statement on the matter. [39464/26]
Amharc ar fhreagra504. Deputy Grace Boland asked the Minister for Public Expenditure, Infrastructure, Public Service Reform and Digitalisation if a review has been undertaken of the effectiveness of current civil service performance management frameworks in driving delivery, accountability and project execution; the findings of any such review; and if he will make a statement on the matter. [39466/26]
Amharc ar fhreagraI propose to take Questions Nos. 500, 502 and 504 together.
My Department keeps the effectiveness of Civil Service performance management frameworks under ongoing consideration in the context of supporting delivery, strengthening accountability and aligning individual performance with Government priorities. The current system provides a structured approach to objective setting, performance review and assessment at Department and Office level.
The Civil Service Performance Management and Development System (PMDS) supports employees up to and including Principal Officer level, as well as managers, in managing and improving individual performance in support of ongoing Civil Service reform. The process operates on an annual cycle comprising goal setting, mid-year review and end-of-year review, all of which are managed at department or office level. The end-of-year review includes a final performance evaluation.
Performance arrangements are also in place for senior civil servants. The Senior Civil Service performance review process for Assistant Secretary level and equivalent, known as LEADS, operates in line with the principles of PMDS, and the Secretaries General Performance Review Group is conducted on an annual basis. These processes operate within established governance frameworks and support accountability for the delivery of Government priorities.
The extent to which performance management systems can further strengthen the linkage between roles at all levels, including senior levels, and the timely delivery of legislation, infrastructure and European Union obligations is kept under ongoing review in the context of broader public service reform.
While no standalone review has been undertaken specifically focused on delivery outcomes or project execution, recent reforms, including the alignment of the Civil Service Capability Framework with performance management arrangements from January 2026, are intended to ensure that these systems remain fit for purpose and responsive to evolving organisational needs.
My Department is informed by engagement at European and international level on public administration matters, including through European Union, OECD and EUPAN networks, which support the analysis and sharing of international workforce insights and best practice. No formal comparative assessment or benchmarking exercise has been undertaken, and no specific reforms are currently under consideration arising directly from these systems.
My Department will continue to keep these matters under review to ensure that Civil Service performance management frameworks support effective delivery, accountability and continuous improvement.
