Civil Servcie Divisional Report 09-11 by Roisin nolan

IMPACT Civil Service Division Report 2009â&#x20AC;&#x201C;2011

www.qualitypublicservices.ie

Front cover photo FGE branch secretary Thomas Cowman opening a sealed box containing ballots on the Croke Park deal in June 2010. Photo by Conor Healy.

IMPACT Civil Service Division Report 2009-2011

www.qualitypublicservices.ie

CONTENTS

Organisation ............................................................................................................................5 Divisional executive committee....................................................................................................................................5 IMPACT staff ........................................................................................................................................................................5 Civil service staff panel ....................................................................................................................................................5 Conciliation and arbitration scheme ........................................................................................................................5 Grievance procedure........................................................................................................................................................5 Civil service employee assistance service..............................................................................................................5 Third world fund ..................................................................................................................................................................5 Civil service charities fund..............................................................................................................................................5

Pay and incomes ....................................................................................................................5 Croke Park agreement....................................................................................................................................................5 Background to Croke Park ............................................................................................................................................6 Minimum pay ........................................................................................................................................................................7 Pensions ................................................................................................................................................................................7 Travel and subsistence....................................................................................................................................................7

Modernisation and industrial relations ........................................................................8 Civil service employment levels....................................................................................................................................8 Croke park agreement: Modernisation ..................................................................................................................8 Performance management ..........................................................................................................................................8 Decentralisation..................................................................................................................................................................9 Cycle to work scheme......................................................................................................................................................9

Equal opportunities ..............................................................................................................9 Worksharing, parental and force majeure leave................................................................................................9 Shorter working year scheme ....................................................................................................................................9 CrĂ¨ches ..................................................................................................................................................................................9 McKenna judgement ........................................................................................................................................................9 Disabilities ..............................................................................................................................................................................9

Sectoral and vocational developments......................................................................10 Civil Service No.1 branch ............................................................................................................................................10 Department of Agriculture, Fisheries & Food ..................................................................................................10 Department of Education ............................................................................................................................................10 Department of Environment, Heritage & Local Government ....................................................................10 Forensic science..............................................................................................................................................................10 FGE branch ........................................................................................................................................................................10 Probation service ............................................................................................................................................................11 Property registration ....................................................................................................................................................11 Valuation office ................................................................................................................................................................11

Appendices............................................................................................................................13 Salary scales......................................................................................................................................................................14 Travel and subsistence ................................................................................................................................................17 Decentralisation locations ..........................................................................................................................................18

Photo: Conor Healy

Civil service divisional executive committee

Front row (left to right): Debbie Ivers, Eugene Dunne, Andy Walsh, Sheila Smith, Éamonn Donnelly (IMPACT National Secretary), 2nd Row (left to right): Mary O’Neill (staff), Bobby Carty, Judy Price, Marian Cody, Siobhán Ní Ghríofa, Geraldine O’Brien (staff), Back Row (left to right): Philip Slattery, Tom Ryder, John O’Flanagan, Edward Massey, Alan Duffy, Benny Conaty, Pól Ó Gaibhín.

Organisation

proposal to change systems, altered its position on the basis that the existing procedures were appropriate for dealing with disputes over Croke Park redeployments. An alternative approach may now need to be considered.

Divisional executive committee The following were elected to IMPACT’s Civil Service Divisional Executive Committee (CSDEC) at IMPACT’s 2009 civil service divisional 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, Pól Ó Gaibhín, John O’Flanagan, Judy Price, Philip Slattery and Ernan Tobin. There were four vacancies, which became five with Ernan Tobin’s retirement. There were five nominations to fill these positions at the first Divisional Council meeting in June 2009 and the following were deemed elected: Siobhán Ní Ghríofa, Debbie Ivers, Ted Massey, Tom Ryder and Sheila Smith.

IMPACT staff Éamonn Donnelly was appointed national secretary for the Civil Service division in August 2010 and replaced Louise O’Donnell who is now with the union’s Health and Welfare division. At the same time, assistant general secretaries Shay Clinton, Stephen Lyons and Brendan McKay were assigned to portfolios outside the Civil Service division. Assistant general secretaries Tom Hoare, Michael Landers, Geraldine O’Brien and Ray Ryan currently work in the division. Jim Fay continues to service the FGE branch on a full-time basis with Thomas Cowman on a part-time basis. As a result of internal reassignments, Mary O’Neill replaced Julie Healy as Éamonn Donnelly’s personal assistant in early 2011.

Grievance procedure No progress was made on a revised grievance procedure. It is expected that this issue will be addressed in 2011.

Civil service employee assistance service The Civil Service Employee Assistance Board has been established and comprises union representatives and representatives from various government departments.

Third world fund The third world fund’s management committee met quarterly and presented annual reports, which were adopted at staff panel meetings. The website for the fund is www.cstwf.ie.

Civil service charities fund The civil service charities fund committee held its annual general meeting in April 2010 where audited accounts for 2009 were adopted. The committee, which meets each quarter, is to examine the possibility of re-launching the fund in 2011 to celebrate its twentieth anniversary.

Civil service staff panel John O’Flanagan was elected and served as chair of the civil service staff panel in 2010 and is currently serving as vice-chair. IMPACT is represented on the staff panel, general council and relevant departmental staff panels and departmental councils.

Conciliation and arbitration scheme After the staff panel voted to support moving grievance procedures from the civil service conciliation and arbitration scheme to the Labour Relations Commission and Labour Court, a draft document was submitted to management following a meeting in October 2008. In June 2009 management indicated that legislative changes would be required to implement such a change. No further meetings took place until November 2010. In February 2011 the CPSU, which had supported IMPACT’s

Pay and incomes Croke Park agreement Public service unions voted to ratify the Croke Park public service agreement by a margin of almost two-thirds in June 2010 and more unions have ratified the agreement since. IMPACT members had earlier voted to accept the deal by a margin of 77% to 23% in a national ballot of the members concerned. The turnout was 57%. The agreement rules out compulsory redundancies or further cuts in public service pay. It also contains important safeguards on pensions and outsourcing and includes a process for the reversal of public service pay cuts if sufficient savings flow from the substantial reforms set out in the deal. Report 2009–2011

The number of public servants fell by around 16,000 between March 2009 and March 2011. This staffing reduction is now generating annual savings of €900 million and substantial additional savings will flow as Government plans for further large-scale staffing cuts are implemented between now and 2015. The Croke Park reform and redeployment measures are designed to maintain and, in some cases expand, services in the face of these huge staff reductions. The ongoing moratorium on public service recruitment and promotion accounts for most of the staffing reductions, although 2,000 left the health service through voluntary redundancy and early retirement schemes at the end of 2010. Between them, the so-called pension levy and pay cuts are also creating additional annual savings of €1.8 billion, while reforms in specific parts of the public service have delivered further significant savings. The website www.implementationbody.gov.ie sets out in detail the savings and reforms being delivered under the agreement. IMPACT has worked hard to ensure the full and rapid implementation of the agreement and to build and retain support among key opinion formers in Government and elsewhere. IMPACT general secretary Shay Cody and other union leaders met finance minister Brian Lenihan in advance of the IMF negotiations at the end of 2010 and the minister confirmed his Government’s commitment to the agreement. An Irish Congress of Trade Unions delegation met representatives of the IMF, European Central Bank and European Union and discussions also took place with the European Trade Union Confederation. Subsequently, the November 2010 deal agreed between the last Government and the IMF, European Central Bank and European Union specifically said that the Croke Park agreement remains in place. However, the IMF-ECB-EU memorandum of understanding includes a Government requirement to “consider an appropriate adjustment” in the public sector wage bill if the Croke Park agreement does not deliver sufficient savings. IMPACT has also maintained communications with the major political parties, including the new Government parties. In response to questions from IMPACT during the 2011 election, all the major political parties said they would honour the agreement on the understanding that it would deliver very substantial savings and a reconfiguration of public services. However, the agreement continues to attract vocal and generally ill-informed criticism from commentators in the media, business and a small minority of politicians, who support compulsory redundancies and more pay cuts in the public service. This presents a real danger that the political ground could shift unless the agreement is seen to deliver real savings and reforms. For this reason, union representatives on the Croke Park national implementation body have continued to press management for tangible proposals that produce savings, avoid future costs, bring service improvements, or deliver quantifiable efficiency improvements. IMPACT also developed detailed training modules for branch representatives to help them to ensure that the deal is being implemented on the ground and that staff get the protections included in the deal. This training has been delivered to branches in all regions and remains available.

IMPACT Civil Service Division

Background to the Croke Park deal The Government-imposed so-called ‘pension levy’ became effective on 1st March 2009. Just before this, IMPACT’s Central Executive Committee (CEC) confirmed that it had no basis to sanction participation in a planned one-day strike after its members voted in favour of industrial action by a margin of 65% in favour and 35% against, which was marginally short of the two-thirds majority required under the union’s rules. Following extensive consultation, which included a joint meeting of the CEC and all five divisional executive committees (DECs), a consultative council meeting, staff meetings, and the union’s 2009 divisional conferences, the CEC adopted a statement of campaign priorities, which covered pay, pensions, job security, working conditions, the protection of public services during the recession, and the pursuit of increased investment in public services as the economy recovers. The union then organised hundreds of workplace meetings over the summer of 2009, which were attended by over 10,000 members in total. As a result, a second ballot in September-October 2009 achieved a massive 86% endorsement for industrial action on a 69% turnout. Meanwhile, it became clear that the Government was planning a further public service pay cut. In October 2009 the union also launched a €450,000 advertising campaign, aimed at bolstering its defence of public services and the people who provide them. This included full-page newspaper adverts, nationwide billboard advertising, advertising inside buses and DART trains, a leaflet drop to over a million households, and a ‘viral’ campaign using Facebook, Twitter and the IMPACT website. A 24-hour public service strike took place on 24th November 2009 involving IMPACT and other public service unions. This led to resumed talks with Government representatives after unions received indications that the Government might negotiate an alternative to the imposition of pay cuts. IMPACT entered the talks on the basis of its agreed priorities, but recognised that any agreement would have to find alternative payroll savings. The unions said this could be done through a transformation of public services, which would generate huge savings while protecting services as budgets and staff numbers declined, plus agreed temporary measures to cut payroll costs in 2010 because the transformation was unlikely to generate the necessary savings before 2011. Between the end of November and early December 2009, sectoral negotiations about the transformation of public services had progressed so far that negotiators on both sides had finalised texts on transformation in health, local government, education, and the civil service and noncommercial semi-state bodies. These would have formed agreements in each sector subject to an overall deal being concluded. In addition, 12 days’ compulsory unpaid leave was to be introduced, on a once-off basis, to generate the required payroll savings in 2010. It was agreed that this would be implemented in ways that avoided any adverse

impact on services. It was accepted by both sides that the value of the unpaid leave would not be redeemable by staff at any time in the future, and that the measure would not have negatively impacted on those retiring from the public service. The cabinet discussed the proposal at its meeting of 1st December and, following that meeting, the employers’ side confirmed to unions that, although an overall agreement had not yet been reached, the Government accepted that the unpaid leave proposal could form the basis of a deal. As the agreement was being finalized, the ICTU Public Services Committee decided to suspend a second one-day strike planed for 3rd December. Agreement between unions and employers was subsequently reached on the application of the unpaid leave in ways that ensured no adverse impact on services. But at the final meeting between Government representatives and ICTU negotiators the employers said the Government had decided not to proceed to conclude an agreement. It had reneged on the proposed deal. The Government’s decision to reject the deal revealed its determination to drive down wages in the public and private sectors. The 2010 budget included pay cuts averaging 7% across the public service, although this was subsequently drastically reduced for a small number of senior civil and public service managers. IMPACT sought legal advice on the imposition of the pay cuts. Industrial action began at the end of January 2010. The action stopped cooperation with any new work practices or modernisation measures, introduced a ‘work to rule,’ and blocked work carried out on a voluntary basis outside of members’ formal contracts of employment. It also required members to refuse to cooperate with staff redeployment or take on work associated with newly vacant posts or unfilled promotional posts, and refuse to perform higher duties without the payment of appropriate allowances. On 8th March the ICTU Public Services Committee announced that there would be a second phase of the industrial action, which would include selective strikes and other forms of disruptive action. On foot of this, renewed discussions between public service management and unions got underway in Croke Park on 12th March. The talks were facilitated by Kieran Mulvey, Kevin Foley, Anna Perry and other senior Labour Relations Commission staff. At the request of Kieran Mulvey, the unions agreed not to escalate the industrial action while the talks were underway, but the work-to-rule remained in place. The talks concluded in the early hours of 30th March 2010. IMPACT subsequently sought and received clarifications on aspects of the proposals, which significantly clarified and strengthened its safeguards for workers. The union then put the proposals to a ballot of members concerned, who backed it by a large majority. The final budget of the outgoing Government imposed a further 10% pay cut for new entrants to public service recruitment grades. Staff who have previously been in temporary or permanent public service employment will not be subject to the % additional cut if they are recruited to the same grade or a grade analogous to their previous employment. This includes those who have previously been

on fixed-term contracts or who were on approved breaks in service like leave, temporary assignments or secondments. The additional pay cut, which comes on top of the so-called pension levy and the average 7% pay cut imposed last year, applies to new entrants appointed on or after 1st January 2011.

Minimum pay The new Government elected in February 2011 said it would reverse the €1 an hour cut in the statutory minimum wage. This was a priority campaign issue for IMPACT and ICTU after the cut in the pay floor was introduced by the outgoing Government in its last budget. However, the new administration is to press ahead with reform of the Joint Labour Committee (JLC) structure, which sets minimum pay and other conditions, above the statutory base, in certain sectors. Unions, who fear the declaration that “reform options will examine the rate of pay for atypical hours” could lead to a reduction in weekend and overtime rates set by JLCs, have vowed to keep up the pressure on the new Government.

Pensions Significant changes in pension arrangements for new entrants to the public service were announced in the 2010 budget. The Government also announced that it was considering significant proposals for an end to the current link between pay increases and pension increases and move to inflation-based pension increases for both existing and future pensioners. Neither was discussed with the unions and IMPACT has indicated its strong opposition to any change in pension terms including arrangements for indexation of pensions in retirement. The Government’s main proposed provisions for the new scheme for new entrants include raising the minimum public service pension age from 65 to 66 years (in line with changes to the old age pension), setting a maximum retirement age of 70 years and basing pensions on ‘career average’ earnings rather than final salary. Public service unions decided to engage with management in an industrial relations framework, as opposed to a consultative process, on the detail of the proposals and details of the scheme for new entrants. An outcome was concluded in the Labour Relations Commission, which was noted by the ICTU Public Services Committee. Legislation is required to give effect to the new scheme.

Travel and subsistence Civil service general council reports 1504 and 1505 set out agreed travel and subsistence rates for the civil service, which are generally applied across the public service. In 2009, the rates were reduced by 25% through legislation. No review of the rates has taken place since June 2008 when civil service unions lodged a claim to the Report 2009–2011

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 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 informal review will take account of figures gathered at the end of April 2011. Agreement to a joint informal review does not imply any change in the existing Government policy.

Modernisation and industrial relations Civil service employment levels The moratorium on civil service recruitment remains in place under the Croke Park agreement. Government, employers, unions and the IMF-EU-ECB ‘memorandum of understanding’ all acknowledge that the agreement will generate the most substantial savings through the reduction of staff numbers and the subsequent redeployment of staff to protect and, where possible, enhance service delivery in priority areas. The Croke Park national implementation body has estimated that the number of public servants fell by 16,000 between 2008 and 2010, which is now generating savings of €900 million a year. Civil service numbers are expected to fall to 2002 levels by the end of 2011. An incentivised scheme for early retirement was made available for a short period to facilitate a permanent reduction in civil and public service staff numbers. Details of the package are set out in circular 12/09.

Croke Park agreement: Modernisation Under the Croke Park agreement, each sector is required to establish an implementation body and produce action plans for the implementation of the agreed modernisation measures. A civil service Implementation Body, which works under the remit of the civil service General Council, was established in September 2010. An independent chair was appointed in January 2011 and there is equal representation from unions and employers. IMPACT national secretary Eamonn Donnelly a member of the body.

IMPACT Civil Service Division

The first civil service action plan, issued in October 2010, identified modernisation measures for immediate implementation, for implementation in 2011, as well as other measures that would be implemented over the lifetime of the agreement. The plan, which also provided for the required consultative processes, is available on the IMPACT website. The overriding commitment is to reduce civil service staff numbers by 7.3%, coupled with an effective redeployment programme within the civil and public service. The group of unions is in discussions with management in relation to a fair and transparent redeployment strategy, which takes account of the voluntary nature of redeployment, length of service, workers’ skills and resources, and options for skills development and retraining. The action plan sets out the requirement for reconfiguration of offices, better work organisation, performance management following the PMDS review, recruitment efficiencies, shared services, procurement initiatives and improved use of new technology. It also included a number of proposals about the management of attendance patterns, including the abolition of ‘bank time,’ which ceased in January 2011. Management also said it would abolish ‘privilege days’ but later amended this position to one where staff who currently have up to 24 days annual leave would get two extra days and staff with up to 29 days leave would one extra day once ‘privilege days’ were abolished. This was referred by the PSEU and AHCPS to the arbitration board and IMPACT took part in the hearing because the outcome affected some of its grades. The arbitration board found that management put forward “no clearly reasoned explanation” for its proposals to abolish privilege days. It said management had failed to show that significant savings would arise from its proposals, which would “create a sense of grievance disproportionate to any gains which might accrue.” The board said its finding would have been different if “it had been demonstrated that the reduction in leave days being proposed would lead to significant real savings that provided enhanced services to the public.” But it also called the distinction between privilege days and annual leave “entirely illogical” and said there was “no place for concepts such as privilege days.” It said its decision should not be interpreted as saying that annual leave entitlements were off the agenda. “In order to create a perception of fairness and to create a climate that is conducive to addressing the very challenging transformation agenda ahead it would seem more appropriate to address this issue on a public service wide basis, rather than dealing with it in a piecemeal fashion,” it said. The parties are now in discussions about the practical implications of the ruling.

Performance management In 2009 management sought to reconvene the performance management development system (PMDS) subcommittee. They wanted to discuss performance targets, while the staff side had major concerns about the appeals

process, particularly with regard to an independent review. The Croke Park agreement contains a commitment to review PMDS. The general council sub-committee was reconstituted toward the end of 2010 and met on 2nd December. Management is now drawing up proposals for the streamlining of the PMDS process and an initiative to tackle underperformance. Without agreement, management attempted to introduce amendments to the 2010 PMDS forms to alter assessment criteria and IMPACT instructed its members not to use the amended forms. Management pulled back from its position and new proposals are due to be received by the unions by April 2011.

Shorter working year scheme The shorter working year scheme replaced the term-time scheme in April 2009. The scheme generates exchequer savings while allowing civil servants to balance work with family and other commitments. Under the scheme, unpaid leave is available as a period of two, four, six, eight, ten or 13 consecutive weeks. It can be taken as a continuous period or as up to three separate periods of between two and 13 weeks. Full details are available in circular 14/2009.

Crèches Decentralisation There were five meetings of the decentralisation subcommittee during 2010 and three during 2009. A review of decentralisation is to take place in 2011. At the request of the unions, the official side produced lists of competed and deferred decentralised locations. The latest list, which shows the position at the end of November 2010, is attached as appendix three of this report.

Cycle to work scheme The cycle to work scheme was introduced in the civil service in May 2009. Full details of the scheme are set out in circular 16/2009.

Equal opportunities Worksharing, parental and force majeure leave

There are currently seven civil service crèches across the country. They are in Mahon (Cork), Mount Street and Marlborough Street (Dublin), Backweston (Celbridge), Athlone, Sligo and Ennis. The responsibility for the building and maintenance of the crèches lies with the Office of Public Works while the Department of Finance retains responsibility for policy matters and the allocation of licences to operators. Annual operational audits are carried out.

McKenna judgement Following the ruling of the European Court of Justice in the McKenna case, and a Labour Court determination, amendments were made to pregnancy-related sick leave arrangements in the civil service. The details are set out in circular 15/2009.

Disabilities The disabilities sub-committee and the disabilities network met on a number of occasions over the last two years. The code of practice remains on the agendas of both. Some new disability liaison officers (DLOs) were trained and an updated list of all DLOs issued in July 2010. Updates are regularly supplied to the website www.disabilites.gov.ie.

Following lengthy discussions, circular 11/2010 setting out the civil service worksharing scheme issued in September 2010. Amendments to parental leave arrangements, which saw the maximum age of a child in respect of whom employees can take parental leave increase from eight to 13 years, were agreed following negotiations. The amendments are set out in circular 13/2010. Civil servants’ statutory entitlements to force majeure leave are set out in circular 5/2010, which also covers non-statutory entitlements to other forms of leave for urgent family reasons. This superseded all previous circulars and instructions on these matters. Circular 22/09, which provides details of special leave with pay on the death of a relative, was issued in August 2009.

Report 2009–2011

Sectoral and vocational developments Civil Service No.1 branch The branch executive committee has improved its approach to service delivery by focusing strongly on representation in the different employments rather than relying solely on monthly executive meetings. Regular discussions have taken place in relation to community service supervisors, civilian staff at An Garda Síochána, finance department language teachers and other areas represented by the branch.

Department of Agriculture, Fisheries & Food A Government proposal to close 46 local agricultural offices had considerable implications for members of IMPACT’s Agricultural No.1 and Professional Agricultural Officers branches. Discussions with management, which started in late 2009, made progress in a number of areas including seniority, criteria for those remaining in posts and e-working stations in the remaining 16 enhanced agricultural offices. The negotiations also covered home office arrangements. IMPACT referred the matter to the Labour Relations Commission (LRC), which recommended that the existing agriculture agreement remain in place for 18 months, with redeployment based on the business case. It is anticipated that all the office closures will be completed within this timeframe. The Croke Park agreement’s redeployment limit of 45 kilometres would apply to any redeployments arising after 18 months. The Professional Agricultural Inspectors branch agreement also applied the general principles covered the LRC recommendations.

Department of Education The National Educational Psychological Service is one of the few civil service areas exempt from the moratorium on recruitment and promotions and there has been an increase in the number of psychologists. In late 2010, procedures were agreed to restructure the regions down from ten to eight.

Department of Environment, Heritage & Local Government Staffing shortfalls continued to have a major effect on IMPACT’s CLME and Meteorologists’ branches. Met Éireann, which requires 24-7 staffing, is increasingly dependent on staff goodwill to maintain its services. IMPACT has been in talks at local and departmental to seek additional staff, and over the automation of work. IMPACT had secured recognition rights with the private company SGS as part of the agreement with the Road Safety Authority that introduced private sector participation in driver-testing. The union pursued this when the work was outsourced to ensure that legal employment entitlements were applied to SGS staff. Recognition also allows the union to monitor the conditions and costs in this area. The outsourcing came to an end in 2009 as the driving test backlog was substantially reduced.

Forensic science A busy period for the Forensic Science branch involved local discussions on the Croke Park action plan for the laboratory and a number of local engagements with management that have ensured a relatively smooth passage so far. The 1% for management grades continues and resulted in some promotional positions being filled recently. Accommodation continues to be a problem and some staff were reluctantly relocated during the year. This is being done on a rotational basis in the interest of fairness but was a cause of disquiet for some staff.

FGE branch IMPACT has secured two days release each week for the branch secretary to undertake union duties. FGE grades have suffered an average loss of between 11% and 14% in basic pay, the so-called ‘pension levy’ and allowances for performing duties at a higher grade, as well as significant losses in overtime pay. The branch is still trying to address anomalies in relation to established and unestablished staff. The Croke Park modernisation action plans have impacted on FGE grades in a number of ways: l Reviews of the role, function, allowances and locations, some of which commenced without consultation with the branch l Changed work practices l Proposals for the introduction of flexible or shift work l Redeployment l Changed performance and attendance management with no meaningful training l Outsourcing l The ongoing competition embargo, which includes establishment competitions

IMPACT Civil Service Division

Although the 2009 Finance Act makes it difficult to successfully pursue claims that increase costs, the branch has been successful with claims regarding a head services officer competition in Revenue, a confined clerical officer competition in the Revenue print centre, a head services officer competition in the Department of Defence, and the filling of vacant posts in various departments. A new contract was secured for the supply of uniforms after a lengthy process involving FGE executive members and the OPW. The roll-out of this contract commenced in January 2011.

Probation service IMPACT’s Probation and Welfare Officers’ branch agreed to community service same-day assessments, conditional on protocols and procedures drawn up by the branch and agreed with management. The protocols include professional practice and safe and appropriate interview facilities. A reduced adjourned period of four weeks for all other community service reports was also agreed while other matters remain outstanding. The branch has agreed to a pilot on low-intensity supervision in cases with a lower score on actuarial risk instruments. The pilot has commenced in five teams across the country. The branch is also represented on a group finalising an assessment framework for clients at risk of causing serious harm to others. A health and safety review of working with high-risk clients is underway in a partnership approach involving the IMPACT branch, service management and the State claims agency. It arose out of a report on the safety of probation service work practices by the State claims body. The branch, which took safety concerns arising from increased referrals of high-risk offenders to the 2009 divisional conference, was consulted during the preparation of the report which made recommendations for 26 specific actions. The branch is represented on the implementation body.

Negotiations resulted in an agreed interim report on the current role and responsibilities of senior probation officers and prioritisation of their workloads. There are two outstanding issues related to the outcomes of the pilot on low risk and community service issues. Meanwhile, there are two branch representatives on the partnership group looking at workload assessment in all current work processes and procedures. The group hopes to produce an interim report in June 2011. The branch has a representative on a special interest group feeding into the registration body for the social work profession, and is commenting on draft proposals for a code of ethics focussing on the specific implications for probation officers and practice. IMPACT is preparing a discussion document about the review of security in Haymarket, which will be sent to management. The union is seeking a partnership approach to resolving the issues it has identified.

Property registration A joint management-union working group was established to consider the proposed integration of technical and general service grades within the PRA. IMPACT’s technical grades are amenable to the integration of duties in principle but a number of barriers remain to be overcome by management, particularly the proposed assimilation onto general service grade pay scales.

Valuation office The national revaluation programme is likely to be delivered following the long-awaited roll-out of the Rainey report implementation agreement and the establishment of 24 contract valuers.

IMPACT was represented on a partnership body which drew up a policy document on the management of partsuspended sentence supervision orders, which tend to apply to more serious risk offenders including gangland figures. The branch drew up an outline document proposing an interagency approach involving the court service, prison service, Gardaí and the probation service. This resulted in significant union influence on the guidance document for the probation service. The IMPACT branch is represented on an all-island body overseeing two pilot projects on the management of sex offenders. One is based on new risk instruments and a related model of assessment and management. The other centres on an interagency process focussed on information exchange and joint active management of sex offenders. A policy document on the management of sex offenders was also agreed in a partnership forum.

Report 2009–2011

Appendices

Appendix one - salary scales General Service Grades

Civil Service General (Full PRSI)

Figures current 1st January 2010 unless otherwise indicated

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 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 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

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 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

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

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.

Common 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 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 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 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 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

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

Engineer Grade I and Professional Accountant Grade I 65,247 - 67,219 - 69,195 - 71,169 - 73,135 - 75,476 78,1461 - 80,8142 1 = After three years service at the maximum. 2 = After six years service at the maximum. 3 = After nine years service at the maximum.

These scales do not include the imposed ‘public service’ 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 2009–2011

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 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

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

Office of Public Works (Full PRSI)

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

District Inspector/Senior Clerk of Works 42,575 - 44,049 - 45,538 - 47,023 - 48,526 - 50,026 51,185 - 52,335

Department of Agriculture (Full PRSI)

Engineering Technician Grade I 42,135 - 43,054 - 44,083 - 45,192 - 46,326 - 47,587 48,768 - 50,398 - 52,033

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 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

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 Servcies Officer (per week) 536.22 - 554.24 - 571.97 - 589.80 - 607.56 - 625.33 646.521 - 669.872

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

Service Officer (per week) 398.74 - 414.29 - 430.08 - 446.27 - 457.84 - 471.71 495.55 - 512.321 - 531.611

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

Service Attendant (per week) 398.74 - 405.29 - 516.47 - 432.43 - 453.24 - 469.40 489.28 - 505.571 - 524.651

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

Cleaner (per week) 308.76 - 396.52 - 412.73 - 423.941 - 442.072

Agricultural Inspector 60,200 - 62,932 - 65,648 - 68,307 - 70,963 - 73,616 76,270 - 79,319 - 82,1261 - 84,9352

FGE (Full PRSI)

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

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.

Chief Inspector/Agriculture Inspector 160,082

Head Services Officer (per week) 579.67 - 599.40 - 619.11 - 638.86 - 658.57 - 678.31 701.831 - 727.742

Senior Inspector Higher Scale 90,355 - 93,972 - 97,607 - 101 - 234 - 104,327 107,5841 - 110,8442

Services Officer (per week) 427.72 - 447.38 - 464.92 - 482.47 - 494.96 - 509.93 535.58 - 553.901 - 574.662

Office of Public Works

Services Attendant (per week) 427.72 - 434.96 - 499.91 - 467.54 - 489.94 - 507.45 528.94 - 546.491 - 567.132

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

Cleaner (per week) 408.36 - 425.32 - 445.67 - 458.271 - 477.892

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

Report 2009â&#x20AC;&#x201C;2011

IMPACT Civil Service Division

Social Protection

Sustainable Energy Ireland

Drogheda

Dundalk

Foras Na Gaeilge

Railway Safety Commission

Drogheda

Gaoth Dobhair (Phase I)

Local Government Computer Service Board

Drogheda

Agriculture Fisheries & Food

Citizens Information Board

Drogheda

Fermoy

Transport

Drogheda

Bord Bia

Social Protection

Donegal

Enniscorthy

Defence Forces

Curragh

NQAI

HIQA

Cork

HETAC

Sea Fisheries Protection Authority

Clonakilty

Edenderry

BIM

Clonakilty

Edenderry

Agriculture Fisheries & Food

Clonakilty

OSI

Pobal

Clifden

FETAC

Office of Public Works

Claremorris (Phase II)

Edenderry

Office of Public Works

Claremorris (Phase I)

Dungarvan

Community Equality & Gaeltacht Affairs

Charlestown

Social Protection

Carrickmacross

Communications, Energy & Natural Resources

Social Protection

Carrick on Shannon (Phase II)

HIQA

Social Protection

Carrick-on-Shannon (Phase I)

Cavan/Portlaoise/Galway

Central Fisheries Board

Carrick on Shannon

Cavan

Social Protection

Enterprise Trade & Innovation

FĂ S

Birr

Carlow

National Roads Authority

Ballinasloe

Buncrana

Office of the Revenue Commissioners

Road Safety Authority

Higher Education Authority

Athlone

Ballina

Education & Skills

Athlone

Athy

NSAI

Organisation

Arklow

Location

100

206

499

101

258

413

100

104

164

301

159

257

102

398

110

253

124

Total Posts

100

206

499

101

258

413

244

154

378

110

180

124

Total Posts deferred

100

159

103

100

Posts Moved

Posts yet to Move

100%

32%

47%

100%

22%

99%

60%

30%

61%

19%

100%

40%

98%

100%

29%

100%

% moved at end Nov 2010

Approved by Government to proceed

Deferred - to be reviewed in 2011

Advance party in place - to be reviewed in 2011

Deferred - to be reviewed in 2011

Complete

Advance party in place - to be reviewed in 2011

Deferred - to be reviewed in 2011

Advance party in place - to be reviewed in 2011

Deferred - to be reviewed in 2011

Advance party in place - to be reviewed in 2011

Deferred - to be reviewed in 2011

Complete

Deferred - to be reviewed in 2011

Advance party in place - to be reviewed in 2011

Complete

Advance party in place - to be reviewed in 2011

Deferred - to be reviewed in 2011

Complete

Advance party in place - to be reviewed in 2011

Deferred - to be reviewed in 2011

Complete

Deferred - to be reviewed in 2011

Property Status

Appendix three â&#x20AC;&#x201C; progress made under the Decentralisation Programme

Report 2009–2011

Property Registration Authority

NCCA (civil service)

Portarlington (advance party in Portlaoise)

Roscommon

Equality Tribunal (civil service)

Portarlington (advance party in Portlaoise)

NEWB

Data Protection Commissioner

Portarlington

Agriculture Fisheries & Food

Office of the Revenue Commissioners

Newcastlewest

Portlaoise

Defence Forces HQ*

Newbridge*

Portarlington

Environment Heritage & Local Government

Defence

Newbridge

Office of the Revenue Commissioners

New Ross

Office of the Director of Probation Service

Navan

Naas

Navan

IAASA

Na Forbacha

National Property Services Regulatory Authority

Community Equality & Gaeltacht Affairs

Mullingar

Navan

Education & Science

Monaghan

Garda Civilian HR Division

Combat Poverty Agency

Mitchelstown

Navan

CIÉ Group

Mallow

Health Service Executive

Fáilte Ireland

Macroom

Coroners Service

Agriculture Fisheries & Food

Loughrea

Navan

Transport

Loughrea

Naas

Irish Prison Service

Road Safety Authority

Longford

Office of the Revenue Commissioners

Tourism Culture & Sport

Killarney

Foreign Affairs

Arts Council

Kilkenny

Listowel

Environment Heritage & Local Government

Kilkenny

Limerick

Finance – CMOD

Kildare (Naas)

Irish Sports Council

Office of the Revenue Commissioners

Kildare

Office of the Revenue Commissioners

Office of Public Works

Kanturk

Kilrush

Foras na Gaeilge

Gaoth Dobhair (Phase II)

Killarney

Organisation

Location

230

595

201

125

100

300

297

200

163

100

133

134

103

380

Total Posts

125

300

290

200

163

100

380

Total Posts deferred

317

162

100

133

134

Posts Moved

153

278

Posts yet to Move

33%

53%

32%

19%

100%

81%

100%

92%

100%

77%

% moved at end Nov 2010

Approved by Government to proceed

Deferred - to be reviewed in 2011

Advance party in place - to be reviewed in 2011

Complete

Deferred - to be reviewed in 2011

Complete

Deferred - to be reviewed in 2011

Complete

Deferred - to be reviewed in 2011

Complete

Deferred - to be reviewed in 2011

Complete

Deferred - to be reviewed in 2011

Property Status

Health and Safety Authority

Garda HQ - Fixed Charge Processing Section

Garda HQ - Garda Central Vetting Office

Private Security Authority

Justice & Law Reform

Office of Public Works

Finance

Environment Heritage & Local Government

National Building Agency

Environment, Heritage & Local Government

Public Appointments Service

Valuation Office

Thomastown

Thurles

Tipperary Town

Trim

Tullamore

Waterford

Wexford

Youghal

100 6,583

####

100

225

102

226

Total Posts deferred

100

270

225

130

334

186

132

116

102

292

Total Posts

1 Includes 40 Shannon Development posts absorbed into EI. Implementation of Deferred Locations will take account of the Rationalisation of State Agencies

* The Defence Forces have moved an extra 12 staff to Newbridge

Irish Aviation Authority

Social Protection

Enterprise Ireland 1

Shannon

Sligo

Garda Ombudsman Commission

Roscrea

IMPACT Civil Service Division

Shannon

Equality Authority

Roscrea

Organisation

Location

20 3,407

189

122

240

Posts Moved

944

123

Posts yet to Move

31%

70%

94%

72%

34%

100%

50%

28%

82%

23%

39%

% moved at end Nov 2010

Deferred - to be reviewed in 2011

Complete

Deferred - to be reviewed in 2011

Complete

Approved by Government to proceed

Complete

Advance party in place - to be reviewed in 2011

Complete

Deferred - to be reviewed in 2011

Advance party in place - to be reviewed in 2011

Deferred - to be reviewed in 2011

Advance party in place - to be reviewed in 2011

Property Status

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CORK Father Matthew Quay, Cork. Phone: 021-425-5210 Fax: 021-494-4682. Email: impactcork@impact.ie

GALWAY Unit 23, Sean Mulvoy Business Park, Sean Mulvoy Road, Galway. Phone: 091-778-031 Fax: 091-778-026. Email: impactgalway@impact.ie

SLIGO 51 John Street, Sligo. Phone: 071-914-2400 Fax: 071-914-1365. Email: impactsligo@impact.ie