Civilservicereport2013 by Roisin nolan

IMPACT Civil Service Division

Report 2011-2013

Front cover photo Clare Heardman, conservation ranger in the Glengarriff nature reserve in West Cork. Photo: Dominic Walsh

IMPACT Civil Service Division Report 2011-2013

IMPACT Civil Service Division

Civil Service Divisional Executive Committee

Back row (left to right): Tom Ryder, Kieran Sheehan, Judy Price, Eamonn Donnelly (National Secretary), Benny Conaty, Chris Cully, Pól O’Gaibhin and John Muldowney. Front row (left to right): Sheila Smith, Carol Foster (staff), Andy Walsh, Eugene Dunne, Siobhan Ni Ghriofa, Alan Duffy, Marian Cody and Ellen Brennan.

Report 2011-2013

Contents ORGANISATION ..........................................................................................................................................4 Divisional Executive Committee ..........................................................................................................4 IMPACT staff................................................................................................................................................4 Civil Service Staff Panel ..........................................................................................................................4 New benefits for IMPACT members ................................................................................................4 Branch information ..................................................................................................................................4 Training ..........................................................................................................................................................4

PAY AND PENSIONS................................................................................................................................5 Croke Park agreement ..........................................................................................................................5 Croke Park: Civil service action plans ..............................................................................................5 Allowances ....................................................................................................................................................6 Pensions ........................................................................................................................................................6 Travel and subsistence ..........................................................................................................................6

WORKING CONDITIONS ........................................................................................................................7 Annual leave ................................................................................................................................................7 Sick leave ......................................................................................................................................................7 Cross-stream promotions ....................................................................................................................7 Redeployment..............................................................................................................................................7 Performance management and development system............................................................8 Shared services..........................................................................................................................................8 Equal opportunities ..................................................................................................................................8 Disability ........................................................................................................................................................8 JobBridge scheme....................................................................................................................................8

SECTORS AND BRANCHES..................................................................................................................9 Agriculture, Fisheries, Food and Marine ........................................................................................9 FGE branch ..................................................................................................................................................9 Government Valuation Office................................................................................................................9 Probation and Welfare Service ..........................................................................................................9 Property Registration Authority of Ireland ................................................................................10

APPENDICES ............................................................................................................................................11 Appendix one: Salary scales ..............................................................................................................12 Appendix two: Travel and subsistence ........................................................................................16

IMPACT Civil Service Division

Organisation Divisional Executive Committee The following were elected to IMPACT’s Civil Service Divisional Executive Committee (DEC) at the 2011 Civil Service division conference: Eugene Dunne (Cathaoirleach), Andy Walsh (Leas Cathaoirleach), Bobby Carty (third divisional representative on IMPACT’s Central Executive Committee), Marian Cody, Benny Conaty, Alan Duffy, Debbie Ivers, Denis McQuaid, Siobhan Ni Ghriofa, John O’Flanagan, Pól O Gaibhin, Judy Price, Tom Ryder, Philip Slattery and Sheila Smith. Following the resignation of Debbie Ivers, Philip Slattery and Denis McQuaid, one nomination was received to fill the three DEC vacancies. Kieran Sheehan was deemed elected to the DEC at the July 2012 Civil Service Divisional Council meeting. Pól O Gaibhin and John Muldowney were subsequently elected to the DEC at the November 2012 Divisional Council meeting.

IMPACT staff Eamonn Donnelly has been national secretary for the Civil Service division since August 2010. Assistant general secretaries Christine Cully, Tom Hoare, Michael Landers, Philip Mullen and Ray Ryan have assignments in the division. Eugene Dunne and Thomas Cowman have civil service release arrangements to service the FGE branch on a full-time basis. On the administrative side, Mary O’Neill started a career break in September 2012 and was replaced by Carol Foster as Eamonn Donnelly’s personal assistant.

Civil Service Staff Panel IMPACT is represented on the General Council Staff Panel in proportion to the size of its membership within the civil service. IMPACT is also represented at General Council and relevant departmental councils and staff panels.

New benefits for IMPACT members In January 2012 IMPACT launched a new range of benefits for members, which includes €4,000 critical illness or death-in-service cover, a free legal advice helpline, a free confidential counselling helpline, and free legal representation in bodily injury cases. The union took the initiative because it wanted to reflect the fall in members’ incomes following the introduction of the so-called ‘pension levy.’ Full details of these and other membership benefits are available on the IMPACT website.

Branch information IMPACT launched a new handbook for branch officers in September 2011 and it was subsequently rolled out to branches. BACK UP! Your IMPACT branch handbook contains information on the role of branch officers, AGMs, union conferences, ballots, members’ entitlements, communications, IMPACT structures, industrial action, employment law and the Croke Park agreement.

Training A large number of civil service activists paricipated in a new training programme for branch representatives, which was introduced in October 2011 with the objective of training around 60 emerging activists in four regions in its first phase. Demand for places outstripped these expectations and additional courses were scheduled. More basic training courses were run in the autumn-winter of 2012, when a second level modular training course was also launched. The new training complements existing branch and activist training, including the ongoing programme of nationallyprovided courses for branch officers. Other training courses provided centrally in the past two years included employment law, leadership, conflict resolution, communication skills, public speaking, equal opportunities and health and safety.

Report 2011-2013

Pay and pensions Croke Park agreement The second annual report of the Croke Park implementation body, published in June 2012, reported that total payroll and non-pay savings of almost €163 million were delivered by civil servants and non-commercial state agency staff in the second year of the Croke Park agreement. The figure was expected to rise to over €184 million a year when 2012 non-payroll initiatives were fully implemented. Payroll savings in the civil service reached €58 million, largely due to staff reductions of around 1,000 in the year to the end of March 2012. The number of civil servants has fallen by 8%, or over 3,100 staff, since 2008. Non-pay savings in the civil service and non-commercial semi-state sector are aggregated in the implementation body’s report, which identified €891 million in annualised payroll and non-pay savings delivered across the entire public service in the second year of the agreement. This is in addition to savings of €597 million achieved in the first year, giving a total of almost €1.5 billion in ongoing annual savings so far. The implementation body’s third report is expected to be published in the first half of 2013. Uniquely among the public service unions, IMPACT maintained a sustained communications programme to defend the Croke Park agreement from attacks from the media, politicians and others. This included meetings with key spokespeople from all the main political parties and members of all Dáil political groups, presenting written and oral evidence to the Joint Oireachtas Committee on Finance, Public Expenditure and Reform, a regular information bulletin for Oireachtas members and councillors, information stands at all the major 2012 party conferences, and sustained media work including meetings with key opinion-forming journalists and editors. In November 2012, the Minister for Public Expenditure and Reform invited unions to negotiations, saying that the Government would extend the agreement into 2016 if it could achieve more savings in 2013 and 2014 than envisaged in the original agreement. Before entering talks, IMPACT sought economic advice, which confirmed that the budgetary figures for 2013 and 2014 were substantially worse than originally envisaged because of lower than expected growth. It also confirmed that the biggest single reduction in the Government deficit was planned for 2014 – the year the agreement is due to expire. In these circumstances, the union decided it was better to try to seek an extension of the protections and, as far as possible, shape Government and management proposals for an

extra €1 billion in cost-saving measures. The union’s objective going into the talks was to protect pay, pensions and working conditions as far as possible within these constraints. But it warned from the outset that it would be a difficult negotiation. The negotiations began in earnest in January 2013 when IMPACT rejected management’s opening positions, which included the introduction of compulsory redundancies, five extra working hours each week, a three year increment freeze for all, the introduction of flat-rate overtime, severely limited access to flexitime, permanent pay reductions, and an increase in redeployment limits from 45 to 100 kilometres. The negotiations were brokered by the Labour Relations Commission and concluded at the end of February 2013. By this time, IMPACT and other unions had reduced the severity of management proposals in every important respect and had also made important gains in areas like measures to end the two-tier pay system introduced in 2011, strengthened protections on outsourcing, and a small but significant reduction in the socalled ‘pension levy.’ On 28th February 2013, the union’s Central Executive Committee overwhelmingly recommended acceptance of the proposals. An information campaign got underway and a national ballot commenced at the end of March with a 15th April deadline for voting.

Croke Park: Civil service action plans Under the Croke Park agreement, each sector is required to establish an implementation body to produce action plans for the implementation of the agreed modernisation measures. IMPACT national secretary Eamonn Donnelly is among trade union representatives on the civil service implementation group, which has an independent chair and representation from unions and management. Action plans produced by the Department of Public Expenditure and Reform contain elaborations on the various change requirements set out in the original agreement. The civil service met all employment control targets identified during the period of this report.

IMPACT Civil Service Division Allowances

Travel and subsistence

In October 2012, departments and offices were instructed to open talks with unions about the abolition of some allowances currently paid to existing public servants. The 88 named allowances were drawn from a list of over 100 which were abolished for new entrants when the Government announced the outcome of its review of allowances in September 2012.

Civil service general council reports 1504 and 1505 set out agreed travel and subsistence rates for the civil service. In 2009, the rates were reduced by 25% through legislation. No formal review of the rates has taken place since June 2008 when unions lodged a claim to the civil service conciliation and arbitration scheme for the implementation of the agreed rates. The claim was processed as far as the arbitration stage. However, the unions judged that the arbitrator was unlikely to find in their favour in the current climate, particularly as the Government had imposed the cuts through legislation. Therefore, the unions proposed a joint informal review of travel and subsistence rates in accordance with the normal criteria, which take account of motoring costs, hotel costs and foreign travel. The first informal review concluded that there should be no increase in the travel and subsistence rates but it is anticipated that a further informal review will take place.

Because of the way their pay is structured, the review of allowances will have a significant negative impact on the take-home pay of FGE grades. In the talks on a possible successor to the Croke Park agreement, IMPACT won a review aimed at protecting FGE grades from the negative effects of increased hours, the allowance review and changes in overtime rates. Management said it would agree to this review of service officer pay structures if the Croke Park extension was ratified. The IMPACT civil service division is consulting with branches on the review of allowances. Full details and documentation on this issue are available on the IMPACT website.

Pensions A new and less favourable pension scheme for new entrants to the public service, which will mostly impact on those earning over €45,000 a year throughout their careers, was introduced in January 2011. The change will see new entrants’ pensions calculated on the basis of career average earnings instead of earnings at the time of retirement. Other changes will see pension increases linked to inflation rather than the pay of the grade from which pensioners retire, and a minimum retirement age of 68 for most new entrants. Unions sought and secured more favourable terms for those earning less than €45,000 when the original proposals were subjected to a Labour Relations Commission process in 2010. This will substantially reduce the impact of the changes for those who spend a sizable part of their career earning less than €45,000. Unions also achieved other important changes to the original proposals. The Act that gave effect to the new scheme included a provision that would allow the minister to change the method of pension indexation for serving staff and current pensioners, although it was confirmed that there were no plans to implement this, at least during the lifetime of the Croke Park agreement. IMPACT and other unions have set out their strong opposition to any such change.

Report 2011-2013

Working conditions

Annual leave

Cross-stream promotions

Standardised annual civil and public service leave arrangements were introduced under the Croke Park agreement. Although they protect the great majority of staff from cuts in annual leave, no existing public servant has more than 32 days leave with effect from 2012. The cap falls to 30 days for new entrants and promoted staff. The change followed a Government initiative after controversy over employers’ plans to slash leave for all staff in local authorities. The local government proposal, which was successfully resisted by IMPACT, led to huge public controversy over high leave entitlements for some public servants.

IMPACT referred the issue of civil service cross-stream promotion to arbitration after management refused to fully comply with the findings of a Commission for Public Service Appointments (CPSA) investigation into an individual complaint about an Office of Public Works (OPW) worker’s exclusion from a promotion competition. The CPSA said qualification for promotion should be based on the skills and experience of an individual rather than their pay grade.

Under the new arrangements leave allowances did not change for staff who had between 22 and 32 days leave a year. However, the 32-day ceiling comprises all leave including annual leave and ‘privilege days.’ Staff whose total leave exceeded 32 days saw their entitlement reduced to 32 days from 2012. Those who lost leave received a oneoff ‘compensation’ of 1.5 times the leave lost. Where privilege days existed, they were subsumed into annual leave.

Sick leave Significant cross-sectoral initiatives under the Croke Park agreement, which impacted on civil servants, included the standardisation of sick leave. A binding Labour Court recommendation under Croke Park said that civil servants who suffer long-term critical illness or serious physical injury would still be able to take six months paid sick leave, followed by six months on half pay, over a four-year period. IMPACT and other unions successfully argued against management proposals to cut this to six months full pay followed by three months half pay. Unions also successfully resisted management plans to limit the arrangement to a single critical illness or serious injury in a civil servant’s career. But the new arrangements halved paid sick leave limits for non-critical illnesses to three months on full pay, followed by three months on half pay in any four-year period. There were also changes to uncertified sick leave arrangements. The full details are available on the IMPACT website.

IMPACT then lobbied strongly to have the CPSA finding implemented in full. As a result, the civil service General Council, where management and unions discuss industrial relations issues, established a cross-stream promotions sub-group. Subsequently, civil service management tabled a proposal which, while opening up promotional opportunities to general service grades for professional and technical staff, imposed a ‘salary banding’ system. This effectively restricted the numbers of those eligible to compete by restricting promotion to similar pay grades. Civil service unions rejected this and made a counter proposal that would see the salary banding system in place for one year only to accommodate a transition to the full CPSA finding. IMPACT believes the permanent imposition of salary banding contradicts the finding of the CPSA. When management rejected the staff panel proposal as an “excessive administrative burden,” unions took the case to arbitration.

Redeployment Public service-wide procedures for dealing with redeployment situations are set out in the Croke Park agreement. Details of an agreed civil service ‘redeployment toolkit’ are available on the Department of Public Expenditure and Reform website. By December 2012, 341 staff, including almost 100 civil servants, had been earmarked for redeployment and placed on the PAS resource panel. Almost 370 staff had been redeployed through the panel (see box on page eight).

IMPACT Civil Service Division

Redeployed From Civil Service Civil Service Civil Service Civil Service NCSSB NCSSB NCSSB Local Government Education Education Health Local Government Local Government

Redeployed To

Total Number

Civil Service NCSSBs Health Sector Local Government Civil Service NCSSB Local Government NCSSB Civil Service Education Civil Service Civil Service Local Government

225 9 22 2 51 37 7 1 1 4 6 1 3

Performance management and development system The civil service Croke Park action plans requires further reform of the performance management and development system (PMDS) and talks on this are continuing. A General Council PMDS sub-committee, with representatives of unions and management, met a number of times to discuss a draft management document under the consultation process. The document addresses the competency framework, ratings (fairness and consistency), the rating scale, the role of reviewers, and supports. The PAS competencies have been adopted as the competency framework. Management’s proposal to introduce a system of ‘forced distribution of ratings,’ where a predetermined number of staff must receive poor performance ratings, was rejected. Instead, the system to be introduced will be based on calibrated assessments which will seek to ensure a fairness and consistency across the departments. The new ratings system will be based on a narrative for each category which will replace the numerical 1-5 rating system. The categories with the least favourable two descriptors are directly related to the withholding of increments. Agreement has been reached on the appointment of external assessors in cases where a PMDS rating is appealed. The method of selection of external assessors is still under discussion. The specifics of the calibrated assessment system also remain under discussion. It is intended to introduce electronic PMDS formats in the future, possibly in 2014. The new system has been piloted for some senior grades and issues arising from the pilot will be considered by the PMDS subcommittee.

Shared services Under the Croke Park agreement, management and unions are obliged to establish shared services within the civil service. Human resource and pensions functions have been prioritised. Premises have been established in Dublin and a schedule for transferring HR and pension functions from departments and offices is in place. Payroll functions will be the next priority for the development of shared services.

Equal opportunities The General Council equality sub-committee has not met since 2011. However, the General Council agreed that a review of bullying and harassment policy and procedures would be a priority in 2013. The first meeting of the committee, due in May 2013, will discuss bullying and harassment policy. It was agreed that the sub-committee should meet at least every quarter for now on. The Minister for Public Expenditure and Reform accepted the recommendations of a management review, which said the state should no longer subsidise or manage civil service crèches. Crèche operators were informed and given the option of continuing to operate in existing properties under new licence arrangements. All operators expressed an interest and the Office of Public Works is engaging with them on new licences.

Disability The disability sub-committee of General Council has not met since 2010 and unions are pressing for its reconstitution in 2013. The matter will be raised again at the equality subcommittee. It was agreed to schedule a date in the near future.

JobBridge scheme The Croke Park agreement committed civil service unions to support programmes and initiatives to support and assist the unemployed, including the rollout of the FÁS placement programme, which does not displace existing graduate placement programmes. A union-management working group, established to oversee the operation of these schemes, and to deal with any problems that arise, met several times in 2012.

Report 2011-2013

Sectors and branches

Agriculture, Fisheries, Food and Marine The programme to close 46 local agricultural offices, and enhance the remaining 16 into regional agricultural offices, is near completion. IMPACT engaged with the process and secured agreement on many issues including seniority criteria for those remaining in posts, e-working stations and hot desks, and retention of existing agriculture agreements for 18 months. Engagement with the union is ongoing. IMPACT has agreed to co-operate with the Lean Sigma Six review of the meat area, which was initiated by the agriculture minister. Any implementation of recommendations that affect IMPACT members will require consultation with the union. The recruitment moratorium and ever decreasing employment control framework numbers continue to cause gaps in the system. IMPACT is engaging with the department to ensure that no group of members is disproportionately affected by reduced staffing.

FGE branch The FGE branch has prioritised the issue of the outsourcing of core duties, specifically cleaning and security in government departments. The branch estimated that significant savings of around €5 million a year could be achieved and branch officials have engaged with various departments in an attempt to source this work in-house. Following long and protracted discussions with An Garda Siochana, the FGE branch has secured agreement to have the terms of employment of 35 temporary relief cleaners regularised. Many of them have accrued rights to employment and, following the conclusion of the process, they will have retrospective access to pension entitlements and increments. Following the review of allowances undertaken by the Department of Public Expenditure and Reform (DEPR) the branch has entered talks on the integration of some allowances into core pay. The union was told that five Government departments were consulted on the allowances and the nature of the work of FGE grades to get

an overview of current situation. Management also referred to a job and duty description, which was used as part of the 2002 benchmarking review. IMPACT has also raised vacancies and outsourcing as part of the discussion, which is ongoing. In October 2011, IMPACT called on the Irish Farmers’ Association to instruct any of its members who were involved in assaults on two Department of Agriculture staff to contact the Gardai. The assaults, which happened during an IFA protest in Wexford, resulted in one IMPACT member being treated in A&E for his injuries and another receiving first aid after receiving punches to the head. Both the IMPACT members made statements to the Gardai. IMPACT appeared on local media to deplore the violence on low paid security staff, and called on the IFA to instruct any of its members who were involved to contact the Gardai immediately. The IFA claimed the protest was over delays in subsidy payments to farmers.

Government Valuation Office There has been no engagement between management and IMPACT regarding the Government decision to merge the Government Valuation Office with Ordnance Survey Ireland and the Property Registration Authority. No date has been set for the merger. However, the branches and union officials representing members in the three organisations have set up a group to monitor developments and coordinate the union’s approach. The Valuation Office did not operate a departmental council for many years. IMPACT sought the re-establishment of the council and the first meeting of the new departmental council took place in October 2012.

Probation and Welfare Service IMPACT’s Probation and Welfare Officers’ branch issued a statement on criminal reoffending figures at the end of 2012. The branch said Ireland’s record stood up well to international comparisons and demonstrated the need for frontline services to be supported in delivering safer communities. Since 2007 probation service frontline staff numbers have fallen by 20% at a time when demands on

IMPACT Civil Service Division the service have increased along with the development of new responsibilities. The union urged the minister to ensure that the probation service is sufficiently resourced to maintain and improve its positive contribution to creating a safer Ireland. Earlier in the year, the branch welcomed the community return scheme announced by justice minister Alan Shatter, but warned that adequate resources were needed to make the scheme work.

Property Registration Authority of Ireland Following two years of discussions, management put forward final proposals for the assimilation of technical mapping grades into general service grades in order to develop a more effective and integrated registration and mapping service. IMPACT accepted the proposals in July 2012, but they were rejected by other unions. Management had insisted that assimilation will take place either by agreement or through an arbitration process under the Croke Park agreement. In October 2012 management announced that it was to discontinue its plan for assimilation following a Government announcement on the rationalisation of the PRAI, Ordinance Survey Ireland and the Government Valuation Office. IMPACT did not accept managementâ&#x20AC;&#x2122;s position as the proposed rationalisation of the three organisations had been known at all stages during the negotiations. IMPACT has now sought arbitration on the issue.

Appendices

IMPACT Civil Service Division

Appendix one: salary scales Figures current 1st January 2010 unless otherwise indicated

General Service Grades Secretary General 188,640 Deputy Secretary 168,000 Assistant Secretary 127,796 - 133,605 - 139,898 - 146,191 Principal (higher) 85,957 - 89,399 - 92,853 - 96,295 - 99,236 -102,3351 105,4292 Principal 80,051 - 83,337 - 86,604 - 89,898 - 92,672 - 95,5501 98,4242 Assistant Principal (higher) 67,913 - 70,403 - 72,903 - 75,390 - 77,884 - 79,337 81,8211 - 84,2962 Assistant Principal 61,966 - 64,257 - 66,519 - 68,748 - 70,978 - 72,268 74,5141 - 76,7682 AO Standard Scale 31,619 - 34,420 - 38,004 - 40,734 - 43,463 - 46,202 48,930 - 51,653 - 53,5321 - 55,4152 AO Higher Scale 40,734 - 43,463 - 46,202 - 48,930 - 51,653 - 53,532 55,392 - 57,251 HEO Standard Scale 43,816 - 45,125 - 46,426 - 47,730 - 49,035 - 50,347 51,653 - 53,5321 - 55,4152 HEO Higher Scale 46,426 - 47,730 - 49,035 - 50,347 - 51,653 - 53,532 54,766 - 56,007 - 57,251 EO Standard Scale 29,024 - 31,094 - 32,679 - 34,219 - 35,749 - 37,247 38,760 - 40,233 - 41,749 - 42,760 - 44,1871 - 45,6162

1 = After three years service at the maximum. 2 = After six years service at the maximum. 3 = After nine years service at the maximum.

EO Higher Scale 29,024 - 31,094 - 32,679 - 34,219 - 35,749 - 37,247 38,760 - 40,233 - 41,749 - 42,760 - 44,187 - 45,251 46,315 - 47,379

Civil Service General (Full PRSI) Revised pay with effect from 1st January 2010 for established officers appointed on or after 6th April 1995 paying the Class A rate of PRSI contribution and making an employee contribution in respect of personal superannuation benefits for General Service Grades. Secretary General 198,568 Deputy Secretary 176,800 Assistant Secretary 134,523 - 140,636 - 147,262 - 153,885 Principal (higher) 90,355 - 93,972 - 97,607 - 101,234 - 104,327 107,5841 - 110,8442 Principal 84,132 - 87,595 - 91,033 - 94,496 - 97,417 - 100,4461 - 103,4722 Assistant Principal (higher) 71,359 - 73,979 - 76,604 - 79,228 - 81,852 - 83,385 85,9881 - 88,5982 Assistant Principal 65,185 - 67,541 - 69,884 - 72,235 - 74,581 - 75,934 78,3021 - 80,6782 AO Standard Scale 33,247 - 36,194 - 39,967 - 42,838 - 45,711 - 48,593 51,466 - 54,329 - 56,3141 - 58,2942

These scales do not include the imposed â&#x20AC;&#x2DC;public serviceâ&#x20AC;&#x2122; levy introduced in 2009, but do reflect reduced pay rates introduced in 2010. Pay scales for new entrants to certain grades were reduced by a further 10% from 1st January 2011. See www.impact.ie for more information.

Report 2011-2013 AO Higher Scale 42,838 - 45,711 - 48,593 - 51,466 - 54,329 - 56,314 58,267 - 60,224 HEO Standard Scale 46,081 - 47,458 - 48,831 - 50,204 - 51,581 - 52,955 54,329 - 56,3141 - 58,2942 HEO Higher Scale 48,831 - 50,204 - 51,581 - 52,955 - 54,329 - 56,314 57,614 - 58,918 - 60,224 EO Standard Scale 30,516 - 32,687 - 34,360 - 35,977 - 37,588 - 39,166 40,760 - 42,311 - 43,909 - 44,967 - 46,4731 - 47,9752 EO Higher Scale 30,516 - 32,687 - 34,360 - 35,977 - 37,588 - 39,166 40,760 - 42,311 - 43,909 - 44,967 - 46,473 - 47,591 48,713 - 49,837

Mapping Draughtsperson (per week) 431.90 - 444.59 - 460.15 - 475.66 - 491.28 - 506.99 522.60 - 538.28 - 553.18 - 567.72 - 582.36 - 596.97 611.59 - 631.931 - 652.242 Architectural Assistant Grade II (per week) 528.52 - 548.48 - 568.03 - 587.61 - 607.23 - 626.93 644.95 - 664.74 - 684.53 - 703.44 - 722.40 - 746.471 770.582 Laboratory Analyst 32,780 - 33,731 - 34,636 - 36,780 - 38,166 - 39,562 40,986 - 42,406 - 43,828 - 45,265 - 46,709 - 48,173 49,592 - 50,5701

Common Grades Full PRSI

Common Grades

Revised pay with effect from 1st January 2010 for established officers appointed on or after 6st April 1995 paying the Class A rate of PRSI contribution and making an employee contribution in respect of personal superannuation benefits for General Service Grades.

Engineer Grade I and Professional Accountant Grade I 65,247 - 67,219 - 69,195 - 71,169 - 73,135 - 75,476 78,1461 - 80,8142

Engineer Grade II and Professional Accountant Grade II 55,863 - 57,165 - 58,456 - 59,757 - 61,054 - 62,351 63,644 - 64,956 - 67,0511 - 69,1322

Engineer Grade III and Professional Accountant Grade III 30,738 - 33,526 - 36,327 - 39,122 - 41,927 - 43,659 45,387 - 47,117 - 48,840 - 50,570 - 52,299 - 54,027 55,757 - 57,6861 - 59,6042

Law Clerk (per week) 486.57 - 508.28 - 543.10 - 560.80 - 578.43 - 596.05 613.71 - 631.37 - 649.06 - 667.271 - 685.422

Engineering Draughtsperson (per week) 528.52 - 548.48 - 568.03 - 587.61 - 607.23 - 626.93 646.70 - 665.62 - 684.53 - 703.44 - 722.40 - 746.471 770.582

Chief Superintendent Mapping 45,800 - 47,983 - 50,171 - 52,356 - 54,541 - 56,722 58,914 - 61,104 - 63,030 - 64,956 - 67,0511 - 69,1322

Superintendent Mapping 40,550 - 41,983 - 43,184 - 44,365 - 45,565 - 46,763 47,940 - 49,4271 - 50,9122

Examiner in Charge 35,086 - 35,863 - 36,631 - 37,408 - 38,188 - 38,970 40,550 - 41,8041 - 43,0602

Examiner of Maps (per week) 603.45 - 620.54 - 636.96 - 652.34 - 668.84 - 680.85 703.821 - 726.822 1 = After three years service at the maximum. 2 = After six years service at the maximum. 3 = After nine years service at the maximum.

IMPACT Civil Service Division Examiner of Maps (per week) 603.45 - 620.54 - 636.96 - 652.34 - 668.84 - 680.85 703.821 - 726.822

Supervisory Agricultural Officer AG&EE 35,795 - 37,510 - 39,221 - 40,905 - 42,607 - 44,308 45,995 - 47,683 - 49,362 - 51,1621 - 52,9662

Mapping Draughtsperson (per week) 431.90 - 444.59 - 460.15 - 475.66 - 491.28 - 506.99 522.60 - 538.28 - 553.18 - 567.72 - 582.36 - 596.97 611.59 - 631.931 - 652.242

Technical Agricultural Officer 24,341 - 25,740 - 27,141 - 28,550 - 29,921 - 31,299 32,675 - 34,058 - 35,449 - 36,838 - 38,230 - 39,578 41,401 - 42,7881 - 44,1692

Architectural Assistant Grade II (per week) 528.52 - 548.48 - 568.03 - 587.61 - 607.23 - 626.93 644.95 - 664.74 - 684.53 - 703.44 - 722.40 - 746.471 770.582

Dairy Produce Officer 41,927 - 43,659 - 45,387 - 47,117 - 48,840 - 50,570 52,299 - 54,027 - 55,757 - 57,6861 - 59,6042

Laboratory Analyst 32,780 - 33,731 - 34,636 - 36,780 - 38,166 - 39,562 40,986 - 42,406 - 43,828 - 45,265 - 46,709 - 48,173 49,592 - 50,5701

Department of Agriculture Area Superintendent 49,818 - 51,447 - 53,083 - 54,714 - 56,349 - 57,986 59,617 - 61,6771 - 63,7392 District Superintendent 35, 054 - 37,753 - 40,443 - 43,108 - 45,788 - 48,468 51,138 - 53,816 - 55,7821 - 57,7452 Supervisory Agricultural Officer 34,038 - 35,673 - 37,297 - 38,898 - 40,515 - 42,131 43,734 - 45,337 - 46,935 - 48,6411 - 50,3522 Technical Agricultural Officer 23,123 - 24,450 - 25,786 - 27,122 - 28,461 - 29,772 31,076 - 32,391 - 33,716 - 35,032 - 36,358 - 37,640 39,371 - 40,6811 - 41,9922

Agricultural Inspector 60,200 - 62,932 - 65,648 - 68,307 - 70,963 - 73,616 76,270 - 79,319 - 82,1261 - 84,9352 Assistant Agricultural Inspector 35,254 - 38,199 - 41,148 - 44,096 - 45,914 - 47,731 49,554 - 51,372 - 53,193 - 55,014 - 56,830 - 58,655 60,6811 - 62,7012 Chief Inspector/Agriculture Inspector 160,082 Senior Inspector Higher Scale 90,355 - 93,972 - 97,607 - 101 - 234 - 104,327 107,5841 - 110,8442

Office of Public Works District Inspector/Senior Clerk of Works 40,481 - 41,886 - 43,299 - 44,713 - 46,140 - 47,559 48,664 - 49,761

Dairy Produce Officer 40, 987 - 42,073 - 43,311 - 44,543 - 45,782 - 47,021 48,261 - 49,494 - 50,725 - 52,4731 - 54,2192

Engineering Technician Grade I 40,060 - 40,941 - 41,915 - 42,967 - 44,045 - 45,244 46,365 - 47,919 - 49,470

Senior Dairy Produce Officer 44,516 - 46,388 - 48,256 - 50,127 - 51,989 - 53,860 55,729 - 57,597 - 59,467 - 61,5521 - 63,6262

Architectural Assistant Grade II (weekly) 528.52 - 548.48 - 568.03 - 587.61 - 607.23 - 626.93 644.95 - 664.74 - 684.53 - 703.44 - 722.40 - 746.47 770.58

Department of Agriculture (Full PRSI) Area Superintendent 52,399 - 54,122 - 55,837 - 57,558 - 59,276 - 60,998 62,718 - 64,8811 - 67,0092 District Superintendent 36,859 - 39,696 - 42,530 - 45,337 - 48,154 - 50,977 53,787 - 56,612 - 58,6761 - 60,7422

1 = After three years service at the maximum. 2 = After six years service at the maximum. 3 = After nine years service at the maximum.

Senior Dairy Produce Officer 44,096 - 45,914 - 47,731 - 49,554 - 51,372 - 53,193 55,014 - 56,830 - 58,649 - 60,6811 - 62,7012

Office of Public Works (Full PRSI) District Inspector/Senior Clerk of Works 42,575 - 44,049 - 45,538 - 47,023 - 48,526 - 50,026 51,185 - 52,335 Engineering Technician Grade I 42,135 - 43,054 - 44,083 - 45,192 - 46,326 - 47,587 48,768 - 50,398 - 52,033

Report 2011-2013 Architectural Assistant Grade II - (weekly) 556.11 - 576.57 - 597.17 - 617.76 - 638.44 - 659.21 678.18 - 698.96 - 719.79 - 739.69 - 759.66 - 785.02 810.41

FGE Head Services Officer (per week) 536.22 - 554.24 - 571.97 - 589.80 - 607.56 - 625.33 646.521 - 669.872 Service Officer (per week) 398.74 - 414.29 - 430.08 - 446.27 - 457.84 - 471.71 495.55 - 512.321 - 531.611 Service Attendant (per week) 398.74 - 405.29 - 516.47 - 432.43 - 453.24 - 469.40 489.28 - 505.571 - 524.651 Cleaner (per week) 308.76 - 396.52 - 412.73 - 423.941 - 442.072

FGE (Full PRSI) Revised pay with effect from 1st September 2008 for established officers appointed on or after 6th April 1995 paying the Class A rate of PRSI contribution and making an employee contribution in respect of personal superannuation benefits for General Service Grades. Head Services Officer (per week) 579.67 - 599.40 - 619.11 - 638.86 - 658.57 - 678.31 701.831 - 727.742 Services Officer (per week) 427.72 - 447.38 - 464.92 - 482.47 - 494.96 - 509.93 535.58 - 553.901 - 574.662 Services Attendant (per week) 427.72 - 434.96 - 499.91 - 467.54 - 489.94 - 507.45 528.94 - 546.491 - 567.132 Cleaner (per week) 408.36 - 425.32 - 445.67 - 458.271 - 477.892

1 = After three years service at the maximum. 2 = After six years service at the maximum. 3 = After nine years service at the maximum.

IMPACT Civil Service Division

Appendix two: travel and subsistence rates Motor Mileage Rates Scale A Rates per kilometre effective from 5th March 2009 Official travel in a calendar year

Engine capacity up to 1200cc cent

Engine capacity 1201 to 1500cc cent

Engine capacity 1501cc and over cent

Up to 6,437km 6,438km and over

39.12 21.22

46.25 23.62

59.07 28.46

Engine capacity up to 1200cc cent

Engine capacity 1201 to 1500cc cent

Engine capacity 1501cc and over cent

62.94 34.13

74.42 38.00

95.05 45.79

Engine capacity under 1200cc cent

Engine capacity 1201cc to 1500cc cent

Engine capacity 1501cc and over cent

14.64

16.64

19.49

Engine capacity under 1200cc cent

Engine capacity 1201cc to 1500cc cent

Engine capacity 1501cc and over cent

23.55

26.76

31.36

Rates per mile Official travel in a calendar year Up to 4,000 miles 4,001miles and over

Reduced travel rates Rates per kilometre effective from 5th March 2009

Rates per mile

Domestic subsistence rates Effective 5th March 2009 Class of Allowances

A B

Night Allowances

Day Allowances

Normal Rate

Reduced Rate

Detention Rate

10 hours or more

5 hours but less than10 hrs

108.99 107.69

100.48 92.11

54.48 53.87

33.61 33.61

13.71 13.71

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