OPW Annual Report 2013 by Office of Public Works

Annual Report 2013

2013 OPW Annual Report

Table of Contents Foreword by Minister...........................................................................................................................3 Foreword from the Chairman...............................................................................................................4 2013 Highlights....................................................................................................................................5 Strategic Review 2013..........................................................................................................................6 1. Estate Portfolio Management ..............................................................................................7 2. Flood Risk Policy & Management ....................................................................................14 3. National Procurement Service............................................................................................17 4. Cross Organisational Objectives........................................................................................20 What We Do ......................................................................................................................................26 OPW Mission Statement....................................................................................................................26 Estate Portfolio Management.............................................................................................................26 1. Property.................................................................................................................................26 2. Heritage.................................................................................................................................28 Featured EPM Programmes: ....................................................................................................30 1. Intreo Programme .......................................................................................................30 2. Property Asset Management........................................................................................31 Flood Risk Management.....................................................................................................................32 National Procurement Service............................................................................................................34 Corporate Services..............................................................................................................................36 Expenditure Programme ....................................................................................................................38 Programme A – Flood Risk Management.................................................................................39 Programme B – National Procurement Service .......................................................................40 Programme C – Estate Portfolio Management..........................................................................41 Agency Services........................................................................................................................43 OPW Locations: Offices and Heritage Sites......................................................................................44

2013 OPW Annual Report

Foreword by Minister I am pleased to present to you the 2013 Annual Report of the Office of Public Works (OPW). It was a great privilege to have been asked by the Taoiseach to become Minister of State at the Department of Public Expenditure and Reform with responsibility for the OPW. I want to recognise the work of my predecessor, Brian Hayes MEP, who was OPW Minister from February 2011 to May 2014 2013 saw the successful conclusion of the Haddington Road Agreement which provided for savings of €1bn from the public service pay and pensions bill. This offered additional working hours, pay cuts and reductions in annual leave and greater use of redeployment, which have all been implemented in the OPW in 2013. In July, the Property Asset Management Delivery Plan gave OPW the leading role in driving efficient use of the State's owned and leased property portfolio across the public service, specifically office accommodation, so that, for example, where several public service bodies are located in separate premises in a town, they could share the same accommodation, reducing the overall amount required. There will be greater use of open plan office accommodation across the public service as this maximises usage of the existing space. Many of the recommendations in the plan were commenced or completed in 2013, while others are ongoing. In January, OPW was given control of the entire maintenance budget, resulting in more use of preventative maintenance to prevent problems than reactive maintenance to fix them. In 2013 OPW reached its 2015 target of reducing the rental bill for the Civil Service below €100m, resulting in ongoing annual savings of €33m. Conversion of the former courthouse into an entrance and reception area for Kilmainham Goal has begun. This will resolve the congestion which arises when large numbers of visitors arrive at the narrow 18th century entrance, with. 311,000 of OPW's 4 million visitors visiting in 2013.

Ireland successfully held the EU Presidency in 2013. This was run at a fraction of the cost of the 2004 Presidency by holding the majority of the meetings held in Ireland at OPW sites such as Dublin Castle, the Royal Hospital Kilmainham, the National Convention Centre and Farmleigh and through the hard work of OPW's staff. The National Procurement Service (NPS), in its final year within OPW, saved €43.5m. Since its establishment in 2009, NPS has result in a saving of €1m for every €5m formerly spent on procurement. I look forward to it continuing this good work in its new guise as the Office of Government Procurement. 2013 saw less heavy rainfall, but there was still bad flooding in Cork and the very cold spring caused a fodder crisis. We had a heat wave during the summer. But there was a sting in the tail during Christmas week with severe storms and coastal flooding lashing communities along the Western seaboard and causing extensive damage. Despite this, over €1bn in flooding damage has been prevented by OPW flood relief works to date, but there is always more to be done. I look forward to working with OPW's dedicated and committed staff to reach and exceed its challenging targets in continuing to provide a quality service to the public and its clients, despite restricted resources, into the future.

Simon Harris, TD Minister of State at the Departments of Finance, Public Expenditure & Reform and Taoiseach, with Special Responsibility for the OPW, Public Procurement, and International Banking (incl IFSC) 2013 OPW Annual Report

Foreword from the Chairman I am pleased to present this 2013 Annual Report of the Office of Public Works to the Minister of State at the Departments of Finance, Public Expenditure & Reform and Taoiseach, with Special Responsibility for the OPW, Public Procurement, and International Banking (incl IFSC), Mr Simon Harris, TD. 2013 was another challenging year for the Office. We are committed to public sector reform and obtaining maximum efficiencies, as set out in the Public Service Reform Plan. The Office played a significant role during 2013 in delivering modern public services efficiently and effectively across the main business areas – Estate Portfolio Management, Flood Risk Management and Procurement (all supported by Corporate Services). In the area of Estate Portfolio Management, our aim is to deliver greater value through more efficient management of the Government Estate. In recent years, portfolio rationalisation has been a major priority for the OPW, given the significant reduction in the numbers of staff within the public service. This has resulted in the surrender of over 1 million sq. feet of accommodation. The OPW has achieved savings in annual rent each year since 2009. The target of reducing the annual rental cost for the civil service to below €100 million was achieved in 2013, well ahead of our 2015 deadline. We played a key role in hosting the EU Presidency during the first half of 2013. The total amount expended by the State was one third less than the spend on the Presidency seven years ago. This is an example of the effective co-ordination and shared services role delivered by this Office. The broad range of historical and cultural sites that are presented by the OPW continue to represent excellent value for money for domestic and international visitors. I am pleased to report that over 4 million people attended our managed heritage sites during 2013. 2013 saw a return of challenging flooding conditions throughout the country. Some 10,500 properties have benefited from capital flood relief schemes and minor flood mitigation works, implemented either directly by the OPW or by Local Authorities, with OPW funding totalling €370m to the end of 2013. The Government is undertaking a significant reform programme in the public procurement sector. During 2013 preparations took place for the transition of the National Procurement Service to the Office of Government Procurement. That Office became effective on 1 January 2014 and will grow and continue to achieve its ambitions as part of the Department of Public Expenditure and Reform. With the continued dedication and commitment of our staff we continue to rise to the challenges presented to us on an ongoing basis and to provide a quality service to both our clients and to the public.

Clare McGrath Chairman

2013 OPW Annual Report

2013 Highlights  During Ireland's hosting of the EU Presidency from 1 January to 30 June 2013, the OPW provided support in planning, preparations and delivering the logistical support to various Departments and Agencies. A total of 281 events took place during the Presidency.

 We made significant reductions in the overall property footprint and in annual rental expenditure through a targeted property rationalisation strategy initiated after the economic downturn in late 2008. The percentage of leased properties has fallen from 54% in 2008 to 40% in 2013.

 The annual rental cost for the civil service was reduced to €97million from its peak of approx. €130m in 2009.

 The Plan to deliver the Government's property-related reforms entitled "Accommodating Change-Measuring Success" was approved by Government and launched on 30 July 2013.

 We engaged external expertise to undertake a Capacity and Capability Review of the Estate Portfolio Management function (excluding Heritage) and of its activities in relation to the property asset management reform commitments across the public service.

 Works were completed in June 2013 on a new €1.5m exhibition and visitor facilities at John F. Kennedy Memorial Park & Arboretum, the Kennedy ancestral Homestead, to commemorate the 50th anniversary of President John F. Kennedy's visit to Wexford.

 On behalf of the Department of Soical Protection, new Intreo public offices were completed at: Achill, Athlone, Ballina, Ballyfermot, Belmullet, Blanchardstown, Bray, Caherciveen, Carlow, Carrick-on-Shannon, Cavan, Clifden, Clonmel, Cobh, Drogheda, Dun Laoghaire, Dunfanaghy, Dungloe, Ennis, Kenmare, Kilbarrack, Kilkenny, Limerick, Listowel, Longford, Loughrea, Manorhamilton, Navan Road, Newcastlewest, Tralee, Tullamore, Waterford, and Wexford.

 The website, www.waterlevel.ie, was launched officially in April 2013. It allows users to access water level data in real time and provides vital support to Local Authorities in their management of, and response to, flood events.

 The National Procurement Service transitioned to the Office of Government Procurement on 1 January 2014. Preparations for this transition occurred in 2013.

 Implementation of the HR Shared Service Project (PeoplePoint) commenced in September 2013 in advance of the scheduled transition date of 17 th February 2014.

 The OPW's banking services have successfully migrated to the SEPA clearing system. The Integra Financial Management System was upgraded to SEPA compliance in 2013.

2013 OPW Annual Report

Strategic Review 2013

2013 Annual Report

Key Objective 1.

Performance Indicator

Progress in 2013

Estate Portfolio Management

Heritage To adopt a sustainable approach to the management and conservation of the State's heritage sites with an emphasis on quality and standards. To present our heritage sites to the best advantage ensuring that their potential contribution to tourism is maximised and that visitor enjoyment and education experiences are enhanced.

• Achievement of budgetary/value The Management Advisory Committee was broadly satisfied that the agreed Estate Portfolio Management Work Programme for 2013 was delivered efficiently and for money targets identified in effectively in line with budgetary/value for money targets. Annual Output Statements. • Achieve expenditure targets.

Visitor numbers to Guided sites in 2013 were 4.1 million, up from 3.8m in 2012.

• Customer satisfaction audit (surveys/feed-back).

OPW continues to provide high quality event management services and successfully delivered the accommodation element of the cost effective 2013 EU Presidency (with 245 meetings held in Dublin Castle). OPW expended €11m on the EU Presidency in 2012 – 2013, compared with €19m for the 2004 Presidency.

• Activation of new/enhanced services.

A public procurement process inviting proposals on an annual basis from event organisers took place for high profile sites in 2013. Examples of events which took lace during 2013 are: - Dublin Comedy Festival and taste of Dublin, Iveagh Gardens - Music events in the Phoenix Park - Commercial events in Kilkenny Castle - Country Fairs, launches etc. in Castletown House, Farmleigh and other sites. During 2013 the OPW worked closely with many local community groups and associations in the delivery of 'Gathering' events at sites. This is a dimension of the “Communities Initiatives” scheme. With the success of the 2012 Programme, proposals were again invited in 2013 from private sector/community groups by public advertisement seeking development of suitable community based initiatives to present sites within the heritage portfolio. This initiative supplements the OPW visitor offering and aims to facilitate a greater number of visitors. 30 proposals were progressed through workshops with these groups in 2012. By the end of 2012 initiatives from 12 of the proposals were successfully taking place. Four new proposals were received in 2013 and were considered together with the remaining 18 projects from 2012.

2013 Annual Report

Key Objective

Performance Indicator

Progress in 2013 The OPW is progressing greater adoption of ICT in the management and presentation of the Heritage Estate. A number of smartphone apps have been developed by private sector parties in relation to certain Heritage Sites in the OPW's care. The OPW facilitates and supports these initiatives with access to basic information, interpretative material etc. One further smartphone app for Kilkenny Castle was developed during 2013. The OPW is engaging with a private sector operator who is deploying app functionality at a number of sites on a pilot basis up to end 2016. 32 OPW sites are targeted for inclusion in the project during 2014. Signage and other publicity material were erected at sites during the last quarter of 2013 with a view to marketing the apps for visitors at sites during the 2014 season. Issues relating to broadband/mobile connectivity and infrastructure at sites will be addressed to facilitate a full roll-out of the apps across all 70 guided sites. Implementation of the smartphone/tablet project for www.heritageireland.ie was delayed in 2013. This project will be progressed in 2014. Tenders are being issued early in 2014 with a view to completing this work before the 2014 Visitor Season. The Facebook project continued to proceed in 2013 with 37 heritage sites online with active Facebook sites by the end of 2013. The target is to have the remaining 33 heritage sites on Facebook by end 2014. In 2013 the OPW continued to develop its heritage website www.heritageireland.ie as a major portal giving access to the heritage estate. The OPW will continue to work on the development of new websites for specific high profile properties in the Heritage Estate to increase the information available to visitors and encourage both visitors to these locations and their use as event destinations. Discussions continued in 2013 with the Tour Operator Representative Association in relation to the design of an online central booking management facility. The location for the first roll-out is likely to be Kilmainham Gaol, with the completion of the new Visitor facility at that site by 2016. Investigation, Health & Safety and Enabling works were carried out during 2013 at the former courthouse adjacent to the Gaol in preparation for the new visitor facilities.

2013 Annual Report

Key Objective

Performance Indicator

Progress in 2013 Improved presentation, marketing and interpretation of Heritage sites was addressed in 2013. Areas identified include general signage, interpretation, universal accessibility, car parking, toilets, walks, etc. These areas will be improved gradually as budgets allow. For example, improvement of the presentation of Kilmainham Gaol and Courthouse is being carried out as a 1916 commemoration project with the aim of increasing annual visitor numbers from 311,000 to 500,000. In addition, specific enhancement proposals are being undertaken in conjunction with the relevant Local Authorities. These are being undertaken in support of, and as a key part of, specific Fรกilte Ireland regional level strategies (e.g. the Dubline - Dublin Discovery Trail and the Boyne Valley Drive).

โ ข Endorsement by institutional bodies, Govt.

2013 Annual Report

Government strategy seeks to use the State heritage portfolio to encourage tourists to areas in which the sites are located and maximise their stay time in the localities involved. In support of this strategy an awareness/PR campaign ran during July and August 2013. This aligns with Fรกilte Ireland's regional strategies in relation to encouraging tourism growth. Work on a longer term PR plan continues. The OPW is also engaging with Fรกilte Ireland in relation to specific marketing initiatives related to themed site tours, clustering of sites and direct engagement with international Tour Operators.

Key Objective Property To accommodate the Civil Service efficiently. To manage our property effectively, ensuring that its potential is maximised and that it is used efficiently in terms of value for money, sustainability, space allocation, energy consumption and income generation where feasible.

Performance Indicator

Progress in 2013

• Reduction in the total cost of providing accommodation for the civil service.

The OPW has undertaken a major rationalisation of Civil Service accommodation, given the significant reduction in the numbers of staff within the public service. This has resulted in the surrender of over 1 million square feet of accommodation.

• Reduction of the annual rental bill and reduction in the overall property footprint occupied by the civil service, to match reduced and re-deployed staff numbers.

The OPW has achieved savings in rent each year since 2009 through a lease rationalisation programme and rent review negotiations – reducing both the annual rental bill and the office property footprint occupied by the civil service. Rationalisation, combined with rent reductions achieved at rent reviews and renewals, has yielded ongoing annual savings of over €30 million in rent, or 20% over the last 4 years. The target of reducing the annual rental cost for the civil service to below €100 million by 2015 was achieved in 2013 (€97 million).

• The target of a 15% reduction in rent, set out in the National Recovery Plan 2011-2014 is met by 2014. • Continuation of aggressive rent review negotiations to extract maximum value over the term of this Strategy, to result in significant reductions in the rent roll, (subject to market conditions and individual lease covenants).

The OPW aims to maintain the rental bill at this level. However, due to the rationalisation programme pursued in Dublin to date, the pockets of available space in the OPW office portfolio is getting smaller and few in number. There is insufficient space in our existing portfolio to re-accommodate staff from all the buildings targeted for surrender in Dublin up to 2016. Moreover, about 50% of the core Dublin office portfolio is in need of major refurbishment or is close to obsolescence and 28% approx. of our Dublin portfolio comprises heritage buildings or protected structures (e.g. Dublin Castle, Custom House, Government Buildings).

• More efficient use of office space.

The OPW is examining market options with a view to identifying value for money efficient space to replace leased offices due to expire in the next 2-3 years.

• Maximise the use and efficiency The percentage of leased properties has fallen from 54% in 2008 to 40% in 2013. of the owned office portfolio and Key statistics during 2013: • Dublin Lease Surrenders: 12 reduce the leasehold portfolio • Provincial Lease surrenders: 29 as far as practicable. Total area surrendered from 2008 - 2013: 104,965.43 m2.

2013 Annual Report

Key Objective

Performance Indicator

Progress in 2013

Public Service Reform Plan Launched November 2011. Under section 6 of the implementation plan, dealing with Property Asset Management, OPW has a driving role in reducing the overall public service property portfolio. This role is to lead and co-ordinate the wider public service property holders in the areas of asset management, shared policies and objectives and achievement of value for money and efficiencies in matching property to strategic objectives and operational requirements across the public service.

• Increased co-operation, information sharing and coordination in property matters across the public service.

To create a central register of all State Property.

• Comprehensive register of all State property in place.

In the course of 2013, OPW developed a property mapping register (www.maps.opw.ie) to collect information on property held by the public sector. This is an action under the Property Asset Management Delivery Plan.

To implement programmes and projects to provide built accommodation and facility solutions for Government and State clients whether in new, existing or rented premises.

• Reduction in the total cost of providing accommodation for the Civil Service

The OPW is involved in designing and project managing the delivery of at least eight replacement schools due for completion in 2014, together with ten school extension projects, which will be funded by the Department of Education & Skills. The total estimated value of the contracts for the new schools is €30m. In addition, the OPW is acting as technical advisors for the Government Stimulus Package for the Department of Justice and Equality, which is being carried out by the National Development Finance Agency.

2013 Annual Report

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The implementation of Circular 1/2013, which reassigned full financial and planning responsibility for maintenance of State-owned and occupied properties has facilitated a change of emphasis from re-active maintenance, determined by the building occupier, to a proactive, planned and preventative maintenance strategy. A Strategic Review of 110 state-owned and occupied offices over 1000 m2 has highlighted a range of issues relating to age, condition of properties and the management and coRemoval of competition between public service property ordination of maintenance. The condition reports identified remedial works. The Review shows that a number of key properties require major refurbishment or retrofit holders. works and to be carried out efficiently will require relocation of the occupiers. A new focus on property as a On 18 December 2012, the Government noted the appointment of the OPW valuable asset, with each Chairman as Senior Responsible Officer and the establishment of the Steering individual property holding regarded as a part of the wider Group on Property Asset Management. The Government also directed the Steering Group to prepare a plan setting out the detailed arrangements necessary for state property portfolio rather implementation of the reform agenda. The Property Asset Management Delivery than a standalone asset. Plan was launched on 30 July 2013. The Plan informs the Government on the framework and resources required to drive efficiency and value for money from the Asset value of property is State's owned and leased property portfolio, specifically relating to office maintained or enhanced. accommodation. In 2013 many of the recommended actions in the Plan were commenced, completed, or are ongoing. Optimised use of accommodation and staffing resources.

The OPW also rationalised its own office accommodation in Dublin in 2013.

Key Objective

Performance Indicator

Progress in 2013 The OPW is currently designing and project managing the delivery of new Coast Guard Stations which are funded by the Department of Transport, Tourism and Sport, on an ongoing basis. The OPW is delivering a very ambitious programme to provide new Intreo offices for the Department of Social Protection to meet a key Government priority of addressing the issue of long term unemployment. 33 Intreo Offices were delivered in line with the programme plan in 2013. The Department of Public Expenditure & Reform requested OPW to provide accommodation for the proposed Human Resources Shared Services Centre subsequently re-branded as PeoplePoint. Block 5 of Belfield Office Park in Clonskeagh, Dublin 14 was procured by OPW to accommodate this new organisation. Refurbishment work which commenced during 2012 to Block 5 continued during 2013.

The OPW's Standards Committee conducted a consultation on the draft OPW â&#x20AC;˘ Shared strategies and standards in office space across Accommodation and Design Standards and Policies. These standards and policies set out the design standards and criteria for the construction of new buildings and the the public service. refurbishment and alteration of existing buildings. This work was presented to the Steering Group on Property Asset Management in 2013. The OPW engaged external expertise to undertake a Capacity and Capability Review of the Estate Portfolio Management function (excluding Heritage) and of its activities in relation to the property asset management reform commitments across the public service in 2013. The recommendations of that review will be considered in 2014. The OPW is implementing measures to facilitate the planned restructuring of Furniture Branch Division and BMS e.g. cross referencing ordering procedures and integrating management systems. The planned regeneration of the Jamestown complex in Inchicore, Dublin 8 will provide shared storage, workshop and staff facilities as a shared service. In 2013 tenders were invited for a new system to manage the State's property portfolio. This project has been put on hold pending the outcome of the Capacity and Capability Review.

2013 Annual Report

Key Objective To support the delivery of the action identified in the Government Policy on Architecture 2009 – 2015.

2013 Annual Report

Performance Indicator • Targets relevant to the OPW in Government Policy on Architecture 2009-2015 met.

Progress in 2013 The Government Policy on Architecture 2009 – 2015 places particular emphasis on the role of State Architect, a function attached to the OPW's Director of Architectural Services. It involves cross-departmental engagements on the built environment. The State Architect is assisting and advising various public bodies on accommodation and the Department of Environment, Community & Local Government with regard to Green Public Procurement for Construction and Building Regulations.

Key Objective 2.

Performance Indicator

Progress in 2013

Flood Risk Policy & Management

To advise the Government in relation to policy development and legislative requirements for flood risk management. To develop, coordinate and implement programmes and measures to reduce the national level of flood risk to people, businesses, infrastructure and the environment. To develop flood risk management responses in line with international best practice.

2013 Annual Report

• Achievement of budgetary/value The Management Advisory Committee was broadly satisfied that the agreed Flood Risk Policy & Management Work Programme for 2013 was delivered efficiently and for money targets identified in effectively in line with budgetary/value for money targets. Annual Output Statements. • Raised Government, local authority, corporate and public awareness. • Sustainable planning and development management with respect to flood risk. • Prioritised draft national longterm programme of investment for effective and sustainable management of flood risk (with subsequent reductions in flood damages following implementation).

The Catchment-based Flood Risk Assessment & Management (CFRAM) programme is being delivered to meet the recommendations of the Flood Policy Review and the requirements of the EU Floods Directive. This pro-active programme brings significant savings to the State through economies of scale determining suitable flood risk management measures for 300 communities, that in turn can generate substantial reductions in losses from flood damage, as well as developing flood maps to ensure sustainable planning. Flood maps are being prepared for nearly 7000 km of river channel, as well as for 90 coastal communities, to ensure sustainable planning and help avoid development in flood-prone areas. These maps will also facilitate the planning for flood event emergency response. This Programme has been ongoing throughout 2013.

• Informed decision making by the relevant authorities.

The OPW has continued to provide an advisory service to the planning authorities on the implementation of the Guidelines on the Planning System and Flood Risk Management. During 2013, timely advice was given on a range of plans, including some high-profile plans involving Strategic Development Zoning and Regeneration Planning.

• Reduce existing risk in areas where schemes are advancing.

There is a continued and increased programme of capital works to deal with areas of known risk, with this investment being prioritised within the OPW Vote.

• Reduce existing risk in areas where works are being carried out. • Maintain current level of risk and residual value of historic investment.

The Arterial Drainage Maintenance Programme was completed as planned at a cost of €15m. More than 20,000 properties are sited in the area benefiting from the original schemes. The incidence of flooding to these properties is notably low and the programme ensures that the risk is kept to this current relatively low level. The Programme also maintains the agricultural benefit conferred by the schemes. This preservation of residual value will help facilitate the planned increase in agricultural output.

Key Objective

Performance Indicator • Improved awareness – coordinate actions of key stakeholders.

Progress in 2013 The Partnership arrangements with Local Authorities (LAs) for the delivery of Flood Risk Management Measures and both Major and Minor Capital Works Programmes progressed well during 2013. The Local Authorities were involved in managing and delivering major flood relief schemes on behalf of the OPW and there is close cooperation between the two organisations on these schemes and in other areas of Flood Risk Management such as the Minor Works Scheme and the CFRAM Programme where Steering and Progress Groups have been established with LA representation. The cumulative value of the benefit from capital flood relief schemes and minor flood mitigation works implemented either directly by the OPW or by LAs with the OPW funding of €320m to end 2013, in terms of loss and damage avoided, amounts to more than €1 billion. Around 10,500 properties have benefited from these works. Major schemes or phases of major schemes completed in 2013 include Clonmel, Mallow, Ennis, Fermoy and the river Dodder. A further scheme in Tullamore was carried out by the OPW's own labour force. Major schemes or scheme phases completed by LAs with OPW financial support included Carlow and Waterford. In 2009 OPW introduced the Minor Flood Works and Coastal Protection Scheme to provide funding to enable LAs to carry out small scale flood mitigation measures in their own areas. To date, a total of more than 420 applications for funding have been approved, of which almost 400 projects have been completed at a cost of approximately €25.2m. In 2013, 37 new minor works schemes were approved while total funding of €2.277m was provided for 58 schemes including projects approved in previous years. A website is now in place allowing users (including the general public) to access water level data in real time. The website, www.waterlevel.ie, was launched officially in April 2013 and provides vital support to LAs in their management of, and response to, flood events. About 340 surface water monitoring stations were transmitting data at the end of 2013, and almost 140,000 visits to the website were recorded during the year. The focus for 2014 is to continue to make hydrometric data (water level and river flow) more widely available on line. The full archive of processed OPW hydrometric data may be accessed through the Hydro-Data website, . www.opw.ie/hydro The website presents a range of data types. Replacement of the archive website is underway with www.opw.ie/hydro-data now available. This site provides additional functionality including near real time update

2013 Annual Report

Key Objective

Performance Indicator

Progress in 2013 Systems, processes and infrastructure are being developed and put in place to ensure the provision of detailed CFRAM Flood Maps online. An alpha version of this system was produced on target at end 2013. It involved the development and implementation of web services, a back end server and web viewer. The project will facilitate the dissemination of data generated under the EU 'Floods' Directive to the public and public bodies. OPW participated in the pilot Government performance measurement website www.irelandstat.gov.ie. OPW contributed statistics on flood risk management. OPW successfully concluded discussions with Insurance Ireland on agreeing a Memorandum of Understanding which outlines the principles of agreement on how information on completed OPW flood defence schemes is to be provided to and used by the insurance industry in Ireland. The information, which will be made available on the OPW website, will show the design, nature and extent of the protections offered by these schemes and Insurance Ireland members have agreed to take this information into account when assessing exposure to flood risk from 1 June 2014.

2013 Annual Report

Key Objective 3.

Performance Indicator

Progress in 2013

National Procurement Service

Achievement of savings Be Centre of Excellence/ provide optimum efficiency and effectiveness in Strategic Sourcing for Central Government and other centres of Government at National, Sectoral and Local levels. Array of categories under contract To ensure that the top 30 categories of spend in the public service are constantly monitored with a view to appropriate central contract coverage. Standardised Documentation To make available standardised, template documents for use in the procurement process. Use of central contracts/ Frameworks by clients To ensure that the optimum number of public service clients is utilising centrally available contracts and frameworks. 2013 Annual Report

• Achievement of budgetary/value The National Procurement Service (NPS) transitioned to the Office of Government Procurement (OGP) from January 2014. The final strategic review on this service for money targets identified in from the OPW is set out here for 2013. For subsequent years, progress on Annual Output Statements. procurement services will be reported on by the OGP as part of the Department of • Reduced requirement for central Public Expenditure and Reform. funding due to increased cost The Management Advisory Committee was broadly satisfied that the agreed NPS savings on procurement. Work Programme for 2013 was delivered efficiently and effectively in line with budgetary/value for money targets. • Reduced staffing in local procurement units due to The Board of the new OGP was established at the end of July 2013 and OPW increased centralised activity. cooperated with the transition of staff from the NPS to the OGP. • Elimination of diverse contract practices. Since its establishment in 2009, NPS developed and maintained the operation of • Reduction in business costs. approximately 50 – 60 multi supplier framework agreements/contracts annually. These frameworks/contracts cover a very wide array of goods and services • Consistency in approach to including: Energy, IT equipment, office supplies, procurement cards, janitorial market for categories. supplies, uniforms, vehicles etc. • Consistency of best value prices In 2013, public bodies spent almost €300m under these NPS frameworks and as a result saved approximately €45m. Since its introduction in 2009, the NPS introduced across the public service. frameworks that involved approximately €750m expenditure and savings of €190m. In other words, in the absence of the NPS, public bodies would have had to incur • Reduction in rolled over, €190m for the same goods and services. The NPS delivered a 20% efficiency by ineffective or non compliant saving the exchequer having to pay €1 extra for every €5 spent under NPS supply arrangement. frameworks since its introduction in 2009. • Reduction in administration surrounding the purchase of major categories of goods and services.

Key Objective

Performance Indicator • Reduced requirement for outsourced legal services for buyers and suppliers. Reduced costs through simplification of Procurement Process.

Progress in 2013 The NPS has also introduced an extensive suite of standard legal documentation that are now being used throughout the public service. This documentation reduces the requirement for legal interventions and assists in ensuring compliance with national and EU procurement laws. During 2013 the NPS continued to provide a helpdesk facility to public service buyers nationwide to assist them in establishing compliant, value for money procurement arrangements for their own Depts and Offices.

• Increased compliance with EU and National Law with a consequential reduction in legal Guidance on a standardised savings methodology across the Public Service was exposure to the state. also agreed in 2013 and each sector reports its forecast net cash savings quarterly to the OGP,. • Increased knowledge and awareness of complex procurement issues.

•

eProcurement Develop an eProcurement platform as a major channel for business transactions and exploit all other emerging electronic opportunities

Reduced cost and time involved in procurement processes through correct selection of procurement methodologies. An upgrade to the national eTenders website was launched on 12 November 2012. The enhanced functionality was presented to public sector buyers through a continuing series of nationwide demonstrations and the increased use of the system monitored. To advance the eGovernment Strategy 2012-2015 in a phased manner the NPS introduced an initiative in relation to low value purchase cards, which reduces the number of invoices being handled across the public service. The NPS websites www.procurement.ie and www.etenders.ie continued to be maintained during 2013.

2013 Annual Report

Key Objective Education & Development Provide learning, development & guidance opportunities for public service customers and suppliers.

Performance Indicator

Progress in 2013 The NPS continued its series of very popular, high profile events aimed at enabling suppliers throughout the country to meet Public Service procurers. A number of events were managed by the NPS in various locations around the island of Ireland during 2013. To date over 4,500 suppliers have interacted at events attended by or initiated by the NPS. This is ongoing with ever-increasing requests for such interactions and events. 2 major ‘Meet the Buyer’ events took place in 2013 • Belfast 13th September. • Dublin 17th October . Communication with Suppliers The NPS established various channels for communication with suppliers in the market. Of particular importance was the SME Working Group consisting of various business representatives (IBEC, ISME, SFA) and the various sectors of the public service. The NPS proactively addressed matters raised.

2013 Annual Report

Key Objective 4.

Performance Indicator

Progress in 2013

Cross Organisational Objectives

Deliver an efficient and effective support service to facilitate the implementation of OPW's key objectives.

• Achievement of Work Targets identified in Annual Work Programmes.

The Management Advisory Committee was broadly satisfied that the agreed Work Programme for 2013 was delivered efficiently and effectively in line with targets set at the beginning of the year.

• Achievement of budgetary/value Target outputs set in the Revised Estimate Volume were largely achieved. Gross Expenditure on the OPW Vote in 2013 was €399.205m representing a full spend for money targets identified in (99.6%) of the available Vote allocation. Annual Output Statements. • Achievement of targets in the Comprehensive Review of Expenditure.

Total receipts under Appropriations in Aid was €26.041m. In addition to the OPW Vote, expenditure was incurred on projects on behalf of other Government Departments on an agency basis amounting to €68.351m. The OPW also plays a key role for Government in an advisory capacity for client programmes of work in the architectural, project management and flood risk management areas.

• OPW upgraded its Financial Management System, banking services and payroll system to become one of the first Government organisations to be fully SEPA compliant, cater for Relevant Contracts Tax (RCT) revisions and implement Haddington Road adjustments.

In 2013 OPW increased its use of electronic banking services and eliminated cheque payments for payroll and travel and subsistence and significantly reduced the number of cheques paid to landlords and contractors. The OPW introduced an OPW procurement card in 2013 to 42 users and will expand this service in 2014.

• Greater flexibility in delivery of services.

2013 Annual Report

Key Objective

Performance Indicator

Progress in 2013 A revised ICT Strategy for the OPW was drafted in 2013, which will need to be reviewed in light of the outcomes of the Capacity and Capability review of the Estate Portfolio Management function. The Strategy development exercise highlighted areas within OPW where there is a need for improvement in information sharing and a number of those deficiencies are currently being addressed. The draft ICT Strategy will be revisited in 2014 to take account of issues arising from the Capacity and Capability Review and the forthcoming Government ICT Strategy as set out in the Public Service Reform Plan 2014 – 2016. The Office developed an integrated Library Management System (LMS), which allows staff at all locations to access information held in our libraries. The OPW's LMS allows for the provision, in conjunction with Marsh's Library, of an online public access catalogue to the Benjamin Guinness, Third Earl of Iveagh, collection currently on loan to the State and housed in Farmleigh. Following the completion of a tender process, a contract was placed in September 2013 for a scanning project to digitise OPW's unique and valuable historic archive comprising 67,000 architectural drawings/National Monument surveys.

2013 Annual Report

• OPW is an on-going learning organisation with all the tools necessary to carry out knowledge management in support of our mandated functions.

Work progressed in 2013 on the OPW Learning & Development (L&D) Strategy. Competency gaps identified through analysis at Divisional level of the competencies at our disposal versus those required for effective delivery of business plans, continued to be addressed through a series of L&D action plans. The Capacity & Capability Review is expected to inform the Learning & Development Strategy also in relation to the Estate Portfolio Management function.

• Staff trained to the highest levels, familiar with and implementing best practice in the relevant business environment.

A Programme of management training for all managers with responsibility for State Industrial Employees commenced in 2012 and was completed in 2013.

Work to improve organisational performance by increasing its business process improvement and change management capability was addressed. 8 members of staff from across the OPW's three functional areas attended training on lean Six Sigma during October 2013 and achieved Green Belt certification. In addition two members of staff received White Belt training. This capability will support the organisation in improving processes across the organisation.

Key Objective

Performance Indicator

Progress in 2013 A Capacity Review of the Flood Risk Management Administration section was completed in quarter 2 of 2013 by the Business Consulting unit of the Department of Public Expenditure and Reform (D/PER). The recommendations of that review are being considered with a view to implementation in 2014. Following a public procurement exercise, the OPW engaged external consultants to undertake a Capacity and Capability Review of its Estate Portfolio Management function (excluding heritage services) and of its activities in relation to its property asset management reform commitments. The project was recommended under the Property Asset Management Delivery Plan and has now been completed.

â&#x20AC;˘ Enhancement of merit based opportunities for promotions.

Participation in work placement Programmes continued in 2013. The OPW continued to support the learning and job seekers programmes via graduate placements and JobBridge schemes. 6 JobBridge placements commenced in the second half of 2013. 24 graduate architects were maintained in the Architectural graduate programme and 30 graduate engineers were maintained in the 3 year engineering graduate programme.

â&#x20AC;˘ Excellent customer services to both internal and external customers as established by feedback and surveys.

An external Customer Service survey was carried out in 2013 to determine how our performance measured against the commitments made to our Customers in the OPW Customer Action Plan and Charter. The OPW Customer Plan is under review and the results of the survey will assist in the preparation of the new Plan. A Signage survey on guided heritage sites was completed in 2013. The results of the survey will assist in monitoring compliance with the requirements of the Official Languages Act 2003. A new OPW corporate website was developed in 2013. There will be an ongoing review of www.opw.ie in 2014 to ascertain how more services can be delivered online.

2013 Annual Report

Key Objective

Performance Indicator

Progress in 2013 The Information and Records Management Committee was established on a cross programme basis to: • procure and appoint a records management external expert to prepare a preliminary assessment of OPW's record management systems. The procurement process was carried out in 2013. A specialist consultant was selected in December 2013 and will commence work in 2014; • investigate the implementation of a records management system across the OPW in accordance with ISO 15489. The consultant will commence work in 2014 on the delivery of the implementation plan identified in the preliminary assessment. This will assist the objective of establishing integrated end-toend business processes across the various functions and programmes of the Office. Personnel & Development Services undertook preparatory work during 2013 for the transition of established staff to PeoplePoint (HR Shared Services) in February 2014. A detailed benefits-driven OPW External Service Delivery Plan was submitted as part of Phase 2 submissions to D/PER in 2013.

• Individual staff members understand and know their role within their area of work and are complying with that role and achieving their targets

The OPW was active in responding to D/PER led revisions to PMDS, through Partnership discussion, roll out of calibration and provision of user feedback to the D/PER. The Office's Partnership Committee appointed a sub-group to consider how PMDS could best be aligned with the strategic objectives of the Office. The group reported with a series of recommendations for practical actions that were progressed in 2013. In 2013 the OPW received a 98% compliance rating on D/PER's final report for PMDS for 2012.

• Achievement of targets set out in the OPW Action Plan for the Implementation of the Public Services Agreement 2010 – 2014 (Croke Park Agreement).

2013 Annual Report

Following the introduction of a new pay agreement, actions identified in the Public Service Agreement 2013 -2016 continue to be implemented as part of the OPW's day-to-day operations.

Key Objective

Performance Indicator

Progress in 2013 In 2013, OPW managed the transition of the staff and services of the National Procurement Service to the Office of Government Procurement (OGP) in conjunction with D/PER, to facilitate a smooth transfer of the central procurement function to D/PER with effect from 1 January 2014.

OPW availed of NPS contracts for common goods and services as required. • Value obtained through use of centralised procurement arrangements. • Appropriate OPW contracts available for use by the wider public service resulting in a corresponding reduction in staff time and resources public service wide. • All OPW staff involved in significant procurement exercises sufficiently skilled.

58 members of staff attended procurement training courses in 2013. During 2013 the OPW continued to work on developing procedures for the procurement of consultants for contracts with an estimated value of less than €50,000, including VAT. The procurement method used was direct invitation. Direct invitation in this instance, involves inviting tenders from practices on a list which has been established on an open and objective basis and is operated in strict rotation. This method offers advantages to the OPW which has a recurring requirement for services and wishes to maintain a well organised ongoing procurement system, while improving access to practices wishing to avail of public procurement opportunities. The OPW is leading and investing in the implementation of Optimising Power @ Work in all of the large buildings in the OPW portfolio. In 2013 the programme was expanded through the provision of additional funding on the OPW Vote from the Carbon Levy Fund and will grow further in 2014. Currently energy savings are estimated at 17% amounting to €4.2m annually in energy costs. The cost of running the campaign is approximately €1m giving a net saving of €3.2m. Further savings are planned with a target of 20% considered achievable. Savings are made on Departmental/ Clients' votes.

2013 Annual Report

Management of the Office of Public Works 2013 Minister of State Mr Brian Hayes TD

Commissioner Mr John Sydenham

ESTATE PORTFOLIO MANAGEMENT Property Management Mr John Curtin, ACE Mr Ken Moore, PO Project Management Mr Brian Allen, PO Mr. Michael Fennelly, PO Quantity Surveying (QS) Services Mr Aidan Quinn, PQS Estate Portfolio Management Information & Systems Mr. John Gallagher, ACE

Commissioner Mr John McMahon

ESTATE PORTFOLIO MANAGEMENT Property Maintenance Ms Angela Rolfe, APA QS Services Mr. Aidan Quinn, PQS National Historic Properties Mr. George Moir National Monuments Mr Frank Shalvey, PO Mechanical & Electrical Mr. Jim O'Sullivan, ACE Conservation Mr. John Cahill, APA Project Management of Cultural Institutions & Art Management

KEY - Commissioners of Public Works - Management Advisory Committee

2013 Annual Report

Chairman Ms Clare McGrath

Director of Architectural Services Mr Ciaran O'Connor

ESTATE PORTFOLIO MANAGEMENT Architectural Services Mr Liam Egan, APA Architectural Services Ms. Edel Collins, APA

Director of Engineering Services Mr Tony Smyth

Director of National Procurement Service Mr Vincent Campbell

FLOOD RISK MANAGEMENT (FRM)

NATIONAL PROCUREMENT SERVICE

FRM & Assessement FRM Data Management Flood Relief Design

Mr Mark Adamson, ACE Hydrometric Hydrology & Coastal Protection Mr Tom Bolger, ACE Arterial Drainage Maintenance Mr Michael Collins, ACE FRM Administration Mr Liam Basquille, PO EPM Engineering Services Civil & Structural Mr. John Gallagher, ACE

Mr Martin Bourke, PO Mr Brian Brogan, PO

Government Publications & Election Services

Director of Corporate Services Ms Eilís O'Connell

CORPORATE SERVICES Personnel & Development and Ms Eileen Leahy, PO Finance & Accounts Freedeom of Information Section and Legal Services Mr Mick Long, PO ICT Mr Liam Stewart, PO General Corporate Services including Press & Information Policy Library Internal Facilities

ACE – Assistant Chief Engineer APA – Assistant Principal Architect PO – Principal Officer PQS – Principal Quantity Surveyor

What We Do OPW Mission Statement The mission of the Office of Public Works is to use our experience and expertise in our mandated areas of operation to provide innovative, effective and sustainable shared services to the public and our clients. The core functions of the Office of Public Works (OPW) in 2013 related to three areas of operation: •

• •

Estate Portfolio Management; Flood Risk Management; Procurement;

and these operational areas were supported by Corporate Services. The OPW is primarily concerned with the delivery of services to customers. Our customers are the public, Government, other Departments, Offices, Agencies and the wider public service.

Estate Portfolio Management Vision:

To be the recognised leader in, and set the standard for, the management and conservation of our buildings and heritage.

The services in Property and Heritage are currently delivered under the unified heading of Estate Portfolio Management (EPM). The OPW holds and manages a large and diverse portfolio of property comprising of 597 Offices, 886 Garda accommodations and over 780 Heritage sites.

1. Property In managing this portfolio, the OPW provides a shared service in the areas of property management and property maintenance incorporating architectural, engineering, valuation, quantity surveying, project management and facilities management services to central Government Departments and Agencies. The OPW operates as a centralised service provider of office accommodation for Departments/Agencies who are not charged for the service. The OPW also provides specialist professional and technical advice to the Government and to a number of Departments on major construction projects. These projects include the construction of new buildings, refurbishment of existing buildings, alterations, improvements and repairs, fit-outs of new or existing buildings, restoration and conservation of historic properties, landscaping and external works. The OPW provides a reactive and planned property maintenance service for the entire State-owned and leased property portfolio occupied by Government Departments and State Agencies. Property maintenance services undertakes minor capital works for other Government Departments/Agencies, which include office fit-outs, upgrading & refurbishments. This area also provides Health & Safety and Fire & Security advisory functions. Ongoing management of the property portfolio involves, inter alia:

•

Maintaining and safeguarding the OPW's interest in all its property holdings, both freehold and leasehold.

2013 Annual Report

• • • • • •

Maximising the inherent value in the State owned property portfolio. Dealing with acquisitions and disposals of state property. Management of commercial leases to pay rents, service charges, avail of lease breaks and surrender of surplus leased properties etc. Commercial licensing - to include telecommunication licences for broadband, Tetra and 3G. Management of requirements arising from the State Property Act 1954. Dealing with Trust properties on behalf of the State.

Key Property Highlights and Ongoing Achievements

•

A key priority of OPW is to optimise accommodation to facilitate Government Departments in delivering public services efficiently and effectively, and to ensure that property costs are minimised. Policies are under constant review to ensure the best outcomes in meeting the operational requirements of client Department/Office in terms of location, size, cost, sustainability and that particular operational needs are delivered. New initiatives in this regard include the development of a new standard office workplace specification and a review of OPW 's office space allocation norms.

•

Civil Service accommodation at Year End 2013 ♦ 394 Leases in 344 buildings ♦ 253 owned 'Office' buildings ♦ 865,189.96 sq m / 9,312,827.22 sq feet ♦ 40% Leased (area) ♦ 60% Owned (area)

•

The introduction of Circular 1/13 (replacing D/Finance Circular. No. 1 of 1994) was a significant development in the maintenance systems in place within the Civil Service. A programme of Planned Maintenance of essential works amounting to more than €1.5m was undertaken in 2013 to start the change from reactive to a proactive maintenance service. Approximately 9,000 works orders, amounting to €10.8m, were placed in 2013.

•

The re-tender and appointment of a new QS & Contract Administrator function Measured Term Maintenance Contract for the Dublin area was completed in 2013.

•

Property Maintenance Services placed 70 minor works contracts in 2013 amounting to €21m.

•

Public Service card (PSC) booths were completed in Department of Social Protection offices in Dublin, Waterford and Galway and various local offices countrywide.

•

The fitting out and furnishing of Block 3 in Ennis Government Buildings, for the Revenue Commissioners, to accommodate the new Property Tax Section was completed. This work was completed in three phases under a tight time-frame to meet the deadline for the introduction of the new Property Tax system.

•

49 cells at 11 Garda Stations were refurbished at an overall cost of €2.079m. Minor capital works projects were also completed at Garda stations at Fermoy, Cork and Edenderry. Major refurbishment projects for An Garda Síochána were carried out at Garda Stations in Blarney, Kilkenny, Swinford and Dundrum. New accommodation was provided for the Garda Regional Commissioner at the Government Offices in Hebron Road, Kilkenny.

•

Procurement of fit-out works and the provision of furniture at PeoplePoint Offices.

•

In November 2013 construction of a new Coast Guard Station on Killybegs pier in Co. Donegal

2013 Annual Report

was completed. The project was funded by the Department of Transport, Tourism and Sport.

•

A project to provide accommodation for twenty National Governing Bodies for Sport at Abbotstown, Dublin 15, was completed on behalf of the National Sports Campus Development Authority.

•

Contracts were placed for construction of new schools for the Department of Education and Skills in Kinsale, Midleton, Castletroy, Edenderry (two schools) and Menlo. These will all be completed and ready for occupation in 2014. A number of other schools projects being undertaken by the OPW are at an advanced stage of planning and will be commenced in 2014.

•

Upgrading works were commenced at the Reception and Integration Agency facilities in Tralee and Killarney, County Kerry, in Knockalisheen, County Clare, and in Kinsale Road, Cork.

•

Detailed Design for a new Coast Guard Station at Greystones is currently being finalised. Construction is expected to start early in Q4 2014.

•

The National Children Detention Facilities building project at Oberstown, Lusk, contracted and managed by OPW on behalf of the Irish Youth Justice Service, commenced on site in September 2013.

•

Administration of the National Conference Centre/Convention Centre Dublin (NCC/CCD) PPP Project Agreement, including monitoring the performance of the NCC/CCD, continued throughout 2013. The Convention Centre entered its fourth year of operation during the year and continued to meet targets set under the Project Agreement.

2. Heritage The OPW is a lead agency in the country in areas of conservation and presentation of cultural and heritage properties and is responsible for the day-to-day running of all National Monuments and Historic Properties. The OPW Heritage Service consists of: • National Monuments Service; • National Historic Properties Service (NHP); and • Visitors Service. The OPW's responsibility for the built heritage in State care (i.e. in State ownership and guardianship) involves: • Managing, maintaining and preserving over 780 national monuments; • Managing a range of national historic properties such as the Phoenix Park and over 20 other such properties (e.g. Heywood Gardens, National Botanic Gardens, Emo Court); • Providing full interpretative facilities and a full Guide service at 70 sites. The approach of the OPW Heritage Services is one of maintenance, preservation and presentation. It has a conservation remit to maintain the built heritage in State care and an active role in facilitating presentation and public access. Key Heritage Highlights and Ongoing Achievements

•

Logistical support provided for key events in 2013 such as the National days of Commemoration, Famine Memorial, ANZAC Day and the Centenary Anniversary Commemoration of the 1913 lockout and the founding of the Irish Volunteers.

2013 Annual Report

•

World Parks Day was celebrated by National Historic Properties at the Phoenix Park on Sun, 15th September 2013.

•

A project funded by Fáilte Ireland and OPW on re-instating the original paths and carriageways at Castletown, Co. Kildare was completed in 2013. This has opened up the promotion and use of the Estate lands at Castletown for use as a major recreational amenity and conserved the historic designed landscape.

•

As part of the ‘Gathering’, OPW, in conjunction with NUI Maynooth, exhibited The Morpeth Roll, a roll signed by almost 250,000 people travelled to several OPW properties throughout the year including Derrynane, Main Guard, Clonmel and Kilkenny Castle. This project was carried out in association with NUI Maynooth and Castle Howard.

•

The major conservation project at the Rock of Cashel Cormac's Chapel continued throughout 2013. Not only is the building of Cormac's Chapel among the most important early medieval monuments in Ireland, but the fragmentary remains of the wall paintings, which decorate the vaults and walls of the apse, are a unique survival and of national and international importance

•

Ardara Bridge (also known as Cadamstown Bridge), spanning the Silver River and dating from the late 13th or early 14th century, was taken into State care in 2006. Considerable conservation work has been undertaken, primarily to save the bridge from collapse. This technically very difficult project, hampered by the extremely fragile nature of the structure, continued through 2013.

•

Substantial conservation works are underway at Ballymalis Castle, Co Kerry compelled by the need to remove inappropriate cement and concrete from the structure and to resolve a range of structural issues. It is anticipated that the project will take up to a further five years to properly complete.

•

In July 2013 the OPW officially took possession of the former Kilmainham Courthouse from the Courts Service. The Courthouse occupies a site immediately adjacent to Kilmainham Goal and has been vacant since July 2008. The OPW propose to adapt the Kilmainham Courthouse building for visitor use; this is a unique opportunity to create additional space to deal with visitors and to provide ancillary curatorial, exhibition, research and welfare facilities. The necessary funding commitments were secured and works to the Courthouse commenced in 2013; it is envisaged that the entire project will be complete in time for the 2016 centenary commemorations.

•

Building on the success of the previous Communities Initiative the Friends of Irish Heritage initiative was launched inviting submissions from local and community groups and local authorities that have an interest in becoming involved in our built heritage. This ongoing development from the previous initiative saw communities coming forward with their ideas about how to present their local sites. It is intended that engagement with Communities will continue in the future and will focus on developing a range of cooperative measures around the protection, presentation and enjoyment of sites by visitors.

•

The OPW is progressing greater adoption of ICT in the management and presentation of the Heritage Estate. A number of smartphone apps have been developed by private sector parties in relation to certain Heritage Sites in the OPW's care. The OPW facilitates and supports these initiatives with access to basic information, interpretative material etc. The Facebook project continued to proceed in 2013 with 37 heritage sites online with active Facebook sites by the end

2013 Annual Report

of 2013.

•

OPW's heritage sites played host to a number of Gathering events such as a social evening at Athenry Castle in August to mark the twinning of Athenry with the Canadian town, Renews, in Newfoundland, the home town of the Canadian ambassador, Mr. Loyola Hearn.

Featured EPM Programmes: 1. Intreo Programme Intreo is a new service from the Department of Social Protection [DSP]. It is a single point of contact for all employment and income supports. Intreo amalgamates Community Welfare Services, FÁS and the Department of Social Protection and is designed to provide a more streamlined approach, offering practical, tailored employment services and supports for jobseekers and employers alike. Taoiseach Enda Kenny stated that: “Intreo is an important step in transforming the way income and employment supports are provided. It is a key element of the Government’s response to the employment crisis and supports the objectives set out in the Government’s Action Plan for Jobs and the Pathways to Work initiative. It links the payment of income supports to the task of supporting people in their pursuit of employment and improving their life chances.” The OPW was asked to transform existing accommodation and/or procure new properties to provide this new service across the country. The Office provided a co-ordinating role to sketch scheme stage and completed 10 Intreo public offices in 2012 at: Sligo, Arklow, Tallaght, Kings Inn/Parnell Street, Ballymun, Buncrana, Dundalk, Coolock, Finglas and Killarney. In January 2013 OPW undertook to complete 33 Intreo public offices in the course of the year. To meet this extremely challenging task an integrated implementation team, comprising DSP Facilities Management, OPW Property Management, Property Maintenance, Architectural Services and Project Management Services teams, was established, meeting fortnightly throughout the year. The initial identification of property, preliminary scheme and enabling works were carried out by Architectural Services, DSP and Property Management assisted and facilitated by Property Maintenance Regional staff. When the scheme/layout was approved by DSP, the project was transferred to the Regional Office for immediate implementation. Many of these projects required the transfer of other Departments to upper floors, to allow space for larger public offices on the ground floor, so a number of sequential minor works contracts were required. In some locations the Intreo service is provided in two buildings which required two minor works contracts to be tendered and placed. The majority of the alteration works required for the public offices, interview rooms and back-staff areas were carried out at evenings and weekends in occupied buildings, which is very challenging, but OPW Regional staff have extensive experience and expertise in this area. New Intreo public offices were completed at: Achill, Athlone, Ballina, Ballyfermot, Belmullet, Blanchardstown, Bray, Caherciveen, Carlow, Carrick-on-Shannon, Cavan, Clifden, Clonmel, Cobh, Drogheda, Dun Laoghaire, Dunfanaghy, Dungloe, Ennis, Kenmare, Kilbarrack, Kilkenny, Limerick, Listowel, Longford, Loughrea, Manorhamilton, Navan Road, Newcastlewest, Tralee, Tullamore, Waterford, and Wexford.

2013 Annual Report

2. Property Asset Management The Government's Public Service Reform Plan, published in November 2011, identified State property management as one of a number of key reforms. In December 2012, the Government confirmed the central role of the OPW in driving the property asset management reform process in respect of both its own property portfolio and the property portfolios of the wider Public Service. The Government also acknowledged the OPW’s role as the exclusive procurer of office accommodation for the Civil Service and the sole authority for allocating office space. The Chairman of the Office of Public Works was appointed Senior Responsible Owner (SRO) in December 2012 and assigned to lead the development and implementation of a Property Management Delivery Plan. The SRO chairs the Steering Group on Property Asset Management whose role is to review existing property management arrangements across the public sector and develop a framework to drive the extraction of efficiency and value from the State's property portfolio. In 2013, the Steering Group developed a plan to deliver the Government's property-related reforms. The Delivery Plan entitled "Accommodating Change - Measuring Success" was approved by Government and launched on 31 July 2013. The Delivery Plan sets out how each of the elements identified in the Governments Public Service Reform Plan will be managed in the short, medium and long term and focusses on: • measures that maximise the efficient use of State assets; • improving information sharing and decision-making capacity; • streamlining arrangements for intra Public Service property asset sharing and transfer. This new approach presents opportunities for real savings by sharing assets, expertise and information across the public service, as well as streamlining administrative and legal property transaction costs in order to optimise the State's negotiating power. The drive to optimise office space utilisation will be enhanced by the application of standard performance indicators to facilitate building performance comparisons and identify where improvements in space and energy efficiency can be achieved. An important development to improve decision-making is the development of an intra-public service webbased property register.

2013 Annual Report

Flood Risk Management Vision:

To minimise the impacts of flooding on Society, households and businesses, through sustainable planning, guidance, information and effective measures for areas at risk from flooding.

The OPW is the lead agency for flood risk management in Ireland. It is, therefore, responsible for developing and implementing comprehensive policies and strategies for flood risk management. The primary functions of this programme are: •

To develop and deliver on flood risk management work programmes and measures;

•

To maintain an effective programme of maintenance of river courses drained under the provisions of the Arterial Drainage Acts; and

•

To advise the Government on flood risk management and flood risk management policy.

Flood Risk Management provides support to other OPW business areas and to Government Departments through its structural engineering, mechanical engineering and hydrometric services. Through its combination of experience and expertise, Flood Risk Management is uniquely placed to provide a complete turn-key service for its customers in the design, construction and maintenance of flood relief and drainage works, and river engineering generally. Its nationwide infrastructure of staff and facilities means that Flood Risk Management is well placed to respond to national and local demands. Because of its extensive hydrometric database dating back to the 1940s which is continually updated, the OPW provides advice on flood related matters to Local Authorities throughout the country and to private sector engineering consultants. Flood Risk Management aims to minimise the impacts of flooding on society, households and businesses, through sustainable planning, guidance, information and effective measures for areas at risk from flooding. In support of this aim, the operational objectives are: • To advise the Government in relation to policy development and legislative requirements for flood risk management; • To develop, coordinate and implement programmes and measures to reduce the national level of flood risk to people, businesses, infrastructure and the environment; • To develop flood risk management responses in line with international best practice; • To maintain an effective programme of maintenance of river courses drained under the provisions of the Arterial Drainage Acts; • To deliver a strategy for effective management of spatial data (geographical information systems (GIS)); • To maintain high levels of motivation, skills and performance of staff and ensure they are suitably trained for the tasks assigned to them; • To develop a culture of knowledge management and information sharing to meet the needs of staff and of the business; • To develop and maintain effective financial and management information systems; • To foster a culture of safe work practices.

2013 Annual Report

Key Flooding Highlights and Ongoing Achievements

•

Discussions were successfully concluded with Insurance Ireland on agreeing a Memorandum of Understanding which outlines the principles of agreement on how information on completed OPW flood defence schemes is to be provided to and used by the insurance industry in Ireland. The information will show the design, nature and extent of the protections offered by these schemes and Insurance Ireland members have agreed to take this information into account when assessing exposure to flood risk from 1 June 2014. The information is also being made available on the OPW website.

•

Work on the Catchment Flood Risk Assessment and Management (CFRAM) Programme continued to progress well and all the major work on the river and topographic surveys was completed in 2013.

•

Progress was made by OPW in partnership with Local Authorities in the delivery of the Major and Minor Capital Works Programmes in 2013 with the completion of four major flood relief schemes and construction work commencing on two more major scheme or phases of major schemes. Expenditure of €2.3m was undertaken on 58 minor flood relief projects during 2013.

•

Approximately 2,253 kilometres of drainage channel were maintained and 240 bridges or other structures were repaired or replaced in 2013.

•

The focus for 2014 is to continue to make hydrometric data (water level and river flow) more widely available on line. The full archive of processed OPW hydrometric data may be accessed through the Hydro-Data website, www.opw.ie/hydro. The website presents a range of data types. Replacement of the archive website is underway with www.opw.ie/hydro-data now available. This site provides additional functionality including near real time update and will continue to be populated in 2014 to provide more up to date archived data to all users.

2013 Annual Report

National Procurement Service Vision:

To be the procurement service provider of choice for public sector bodies

Public Procurement is essential for effective public service and good governance. The National Procurement Service (NPS) commenced in April 2009. It was a shared service provided by the OPW and its function was to achieve greater efficiencies and value for money in the procurement of common goods and services for the Irish public service. The establishment of the NPS was part of an overall vision for Public Procurement which saw policy and operational structures working together. The NPS was tasked with centralising public sector procurement arrangements for common goods and services (excluding the construction sector). By identifying key markets and analysing procurement trends the NPS developed a more integrated approach to procurement across the public sector utilising procurement tools such as aggregation and framework agreements. Over the years the NPS has worked tirelessly to become a centre of excellence for the provision of procurement advice and has implemented procurement policy in line with best practice and Government initiatives, whilst ensuring compliance with EU Directives and National Legislation. The NPS transitioned to the Office of Government Procurement (OGP) on 1 January 2014. The OGP is an Office under the aegis of the Department of Public Expenditure and Reform. Key Procurement Achievements

•

Procurement Efficiencies delivered by the National Procurement Service 2009-2013 inclusive Year

2009

2010

2011

2012

2013

Total

€m

29.3

8.8

Types of Efficiencies Expenditure Reduction Initiative *

38.100

Framework Efficiencies **

13.8

36.5

26.500

108.800

eTenders ***

10.0

12.200

11.5

43.700

32.6

46.5

38.700

43.5

190.600

179.8 221.406

285.8

746.406

35.43% 20.55% 14.88% 13.21%

20.34%

Total Efficiencies € Spend by Public Bodies under NPS Frameworks €m % efficiency achieved by NPS ****

29.3

59.4

In 2009, given the downturn in the economy, the NPS promoted that the prices bodies were paying through contracts were higher compared to falling market prices; and that in the very limited circumstances some public bodies could target specific price reductions on contracts in place. Similar circumstances do not exist today for this approach to be repeated.

This figure comprises the funds the Government did not have to allocate for the actual cost of the goods and services purchased by the public sector from NPS frameworks. So for example in 2011, public bodies spent €179.8m under NPS frameworks, in the absence of which they would have had to spend €36.5m more (€216.3m). This is a reference to the cost of the goods and services and excludes the cost of tendering through eTenders.

***

This is the saving from having to place advertisements in newspapers that would be required in the absence of a national eTender system. Each advertisement would cost about €640, so three advertisements multiplied by the number of tenders posted is the basis for this efficiency calculation.

****

This is the percentage calculated by dividing the Total Efficiencies by the sum of Total Efficiencies and the Spend by Public Bodies Under NPS Frameworks (in other words, what the spend would have been in the absence of the NPS Frameworks). For example, in 2011, it is €46.5m as a percentage of €226.3m (€179.8m + €46.5m). So in summary, as the percentage efficiency exceeds 20%, overall for every €5 spent under NPS frameworks since 2009, in the absence of the NPS, the State would have had to spend €6 for the same goods and services.

2013 Annual Report

â&#x20AC;˘

Following the transition of NPS to the OGP, the Government Publications and Election Services (GPES) section of the National Procurement Service will remain with the OPW. During 2013 Election Services provided Election Returning Officers with all items necessary to ensure that both Referendums and the Meath Bye Election in October 2013 were held successfully

During 2013, through the establishment of contracts and framework agreements, the National Procurement Service continued to yield significant efficiencies for clients throughout the public service.

2013 Annual Report

Corporate Services Vision:

To maximise the capability and capacity of our staff to deliver the core functions and objectives of this Office. To apply the dedication, professionalism and integrity that has been the hallmark of the OPW for over a hundred and seventy years to all our activities.

During 2013 the three main business areas of the OPW – Estate Portfolio Management, Flood Risk Management and Procurement – were supported internally by Corporate Services. Corporate Services includes functions such as Human Resource Management and Development, Financial Management, Information & Communication Technology and other services necessary for the day to day operations of the Office. The aim of Corporate Services is to deliver an efficient and effective support service to facilitate the implementation of the OPW's key business objectives. Key Corporate Services Highlights and Ongoing Achievements

•

The Office continued to comply with the public sector moratorium and remained below its authorised numbers on the Employment Control Framework for 2013.

•

98% compliance level was achieved in respect of 2012 final PMDS returns.

•

OPW completed its Learning & Development baseline exercise in August 2013 for consideration by the central Shared Service feasibility team.

•

The Haddington Road Agreement which followed the Croke Park Agreement came into effect from 1 July 2013 running until mid-2016. The key impacts were increased hours for established staff, reduced pay allocations and changes to overtime. These are being implemented in line with the Department of Public Expenditure and Reform guidelines.

•

The calibration of PMDS ratings at AP/PO level was introduced to operate as a pilot for end of year 2013.

•

The Procurement function transferred to the newly established Office of Government Procurement from 1 January 2014. Preparatory work in terms of staff transfer arrangements for NPS staff was undertaken in the course of 2013 to effect this transition.

•

A contract was placed in September 2013 for a scanning project to digitise OPW's unique and valuable historic archive comprising 67,000 architectural drawings/National Monuments surveys. This will make material that was largely inaccessible more widely available within the OPW and ultimately to the public, where appropriate.

•

A major rationalisation of mobile phones and land lines was undertaken. This has significantly reduced the annual phone bill. A new mobile phone framework contract was also put in place.

•

New staff guidelines were were prepared in relation to Social Media and Data Protection.

•

During 2013, it was decided to augment the internal audit function by engaging co-sourced internal audit service provider. The Internal Audit Unit, overseen by the Audit Committee, carried out a process to procure these services. D'Arcy Lynch Partners were appointed and commenced work in November. It is intended that the co-sourced engagement will involve a skills transfer to the staff of the Internal Audit Unit.

2013 Annual Report

•

The Winter Solstice at Newgrange in 2013 was the second year the OPW Winter Solstice Children's Art Competition was held, with an increase in the number of entrants from primary and post-primary entrants and an added bonus for the winners, assembled media and guests was the sight of sunlight coming into the Chamber for the first time since 2007.

•

The Public Relations (Press) Office rolled out a significant social media programme during 2013 with a number of heritage sites (31) now managing Facebook pages together with increased use of Twitter to promote the activities of the Office.

•

A new OPW website (www.opw.ie) was re-designed in-house and launched in 2013.

•

New modules of the Financial Management system were tested and rolled out. Critical updates that have been included in the new modules are SEPA, revised Relevant Contracts Tax arrangements and Prompt Payment Act amendments.

•

The payments system used by the Office is moving to a P2P system and accounted for 75% of all payments made in 2013. The roll-out of OCR processing, centralised invoicing and eInvoicing will progress in 2014.

•

In preparation for the e Payment Day initiative by Government (19 September 2014) all payroll and travel payments are now made by EFT and less than 1% of Contractor payments are made by cheque – down from 10% in 2012. The electronic receipt of monies will be the focus in 2014.

•

The preparations for the move to Shared Services are ongoing for Payroll and Financial Management.

•

The CorePay payroll system was prepared for conversion to SEPA compliance.

Other items: • A new system of Procurement Cards was developed in conjunction with Ulster Bank and was rolled out to sections in the OPW. • The FOI and Legal Services sections of the Office relocated to Kilkenny and were integrated into the Financial Services area. • Legal Services are exploring the use of the newly designed Health and Safety IT recording system which will lead to greater sharing of incident information. • Revised procedures were put in place for asset management including a system of barcode labelling for portable capital assets. • Payments over €20,000 were published on a quarterly basis. • the Budget and Estimates were published in October – two months prior to previous years and the REV was published in December. • The transfer of functions and funding of the NPS to the OGP Vote was completed.

2013 Annual Report

Expenditure Programme The Office of Public Works (OPW) is charged with the administration and execution of a number of separate and diverse areas of Government Services. These are accounted for in three main areas with administrative support by Corporate Services. OPW Expenditure Summary Programme Expenditure Programme A – Flood Risk Management Programme B – National Procurement Service (NPS) Programme C – Estate Portfolio Management

2012 77,974 227,101 379,427 ________ Gross Total 684,502

D- Appropriations in Aid Net Total Funding of Programmes Vote 13 Office of Public Works (Gross) Departmental Vote Accounts managed by OPW Drawdown Contracts managed by OPW TOTAL

2013 70,764 291,746 377,358 ________ 739,868

26,384 _________ 658,118 392,670 68,825 223,007 ________ 684,502

26,041 _______ 713,827 399,205 53,169 287,494 ________ 739,868

The Table below shows all expenditure managed by the OPW in 20131 which involves: • • •

funds granted directly to the OPW Vote; works and services managed on a repayment basis by the OPW for other Government Departments and State Agencies; activity on drawdown contracts managed by the OPW.

The three programmes under which expenditure is categorised are in line with the Published Revised Estimates Volume.

PROGRAMME EXPENDITURE 2012 vs 2013 (Voted, Agency and Drawdown)

PROGRAMME A - Flood Risk Management

2012 2013

PROGRAMME B - National Procurement Service (NPS) PROGRAMME C - Estate Porfolio Management

2012 figures are shown for comparison purposes

2013 Annual Report

Programme A â&#x20AC;&#x201C; Flood Risk Management To advise the Government in relation to policy development and legislative requirements for flood risk management. To develop, coordinate and implement programmes and measures to reduce the national level of flood risk to people, property, infrastructure and the environment. To develop effective flood risk management responses through sustainable guidance, information and appropriate alleviation measures in line with international best practice. OPW Vote A.1 Pay A.2 Non Pay A.3 Purchase of Engineering plant and machinery A.4 Hydrometric & Hydrological Investigation & Monitoring A.5 Flood Risk Management A.6 Drainage Maintenance

2012 6,885 1,890 718 1,011 52,015 15,455 ________ Voted Total 77,974 Programme Total 77,974 of which pay 17,995

2013 6,700 2,201 982 919 44,913 15,049 _______ 70,764 70,764 17,575

Programme A - Flood Risk Management - Voted Expenditure Flood Risk Management Drainage Maintenance Purchase of Engineering plant and machinery Hydrometric & Hydrological Investigation & Monitoring Administrative Costs Pay & Non Pay

2012

2013 Annual Report

2013

Programme B â&#x20AC;&#x201C; National Procurement Service To achieve greater efficiencies and value for money in the procurement of common goods and services for the Irish public services OPW Vote B.1 Pay B.2 Non Pay B.3 Government Publications Services B.4 National Procurement Services Voted Total Agency Services ZG Management of State Art Portfolio ZO Election Services Value of contracts placed by clients from NPS drawdown contracts Agency Services Programme Total

2012 3,060 330 197 1,190 _________ 4,777

2013 3,222 361 154 1,195 ________ 4,932

444 473 221,407 _________ 222,324

691 396 285,727 ________ 286,814

227,101

291,746

Programme B - National Procurement Service (NPS) - Voted and Non Voted Expenditure

National Procurement Services

Administrative Costs Pay & Non Pay

2012

2013 Annual Report

2013

Programme C â&#x20AC;&#x201C; Estate Portfolio Management To provide a shared service in the area of property management and property maintenance incorporating architectural, engineering, valuation, quantity surveying, project management and facilities management services to central Government Departments and Agencies. To continue to be the lead agency in the country in the areas of conservation and presentation of cultural and heritage properties. OPW Vote C.1 Pay C.2 Non Pay C.3 Presidents Household Staff C.4 Grant to Zoological Society of Ireland C.5 Grant for Certain Refurbishment Works C.6 Purchases of Sites & Buildings C.7 New Works, Alterations and Additions C.8 Property Maintenance and Supplies C.9 Rents, Rates etc. C.10 Fuel, Electricity and Water C.11 Unitary Payments for Convention Centre Dublin C.12 Heritage Services C.13 EU Presidency Voted Total Agency Services ZS Capital Works on behalf of other Govt. Departments ZJ Maintenance Works at Govt. Departments ZR Rental Payments on behalf of Government Departments ZO Election Services ZO Licence Fees for Telecommunication Masts ZU Schools Building Programme ZM Capital Works for Prison Services ZE Energy Costs for shared buildings ZF Furniture Services for Government Departments ZO Site Acquisitions for Department of Education and Skills Drawdown Contracts Non-Voted Total Programme Total of which pay

2013 Annual Report

2012 24,472 5,610 779 400 250 1,045 39,452 36,095 107,092 1,614 51,658 36,277 5,175 _________ 309,919

2013 24,141 6,402 809 0 340 10 48,199 54,033 97,437 1,757 48,346 35,885 6,150 ________ 323,509

28,929 20,623 16,632 41 1,064 279 37 181 72 50 1,600 ________ 69,508 379,427 69,951

31,846 1,952 14,358 0 788 1,755 0 284 49 1,050 1,767 ________ 53,849 377,358 68,488

Programme C - Estate Portfolio Management - Voted and Non Voted Expenditure

Rents, Rates etc New Works, Alterations and Additions Property Maintenance and Supplies Unitary Payments for Convention Centre Dublin Heritage Services EU Presidency Fuel, Electricity and Water Other Services Purchases of Sites & Buildings Grants Administrative Costs Pay & Non Pay

2012

2013 Annual Report

2013

Agency Services OPW Services are generally delivered from Voted Funds. The OPW Vote however, does not represent the full scope of OPW activities. A significant element of funding is managed on behalf of other Departments using monies voted to other Departments by the Oireachtas. The total amount of Agency Services in 2013 was €53m and the value of contracts placed from framework contracts placed by National Procurement Services was €286m. Other Services: In addition to functions funded by the OPW Vote and Agency Services for other Departments, the Office also provides a number of services which demand OPW input and resources on a continuing basis. Examples of these services include:

• • • • • • • • • •

advising on architectural matters developing sustainable energy options conducting universal access audits examining and implementing flood protection proposals sourcing, assessment and acquisition of sites for primary schools on behalf of the Department of Education and Skills procurement issues related to specific projects Art Management within the State Portfolio Valuation and Quantity Surveying services administration of the Local Loans Fund on behalf of the Department of Finance certification of repayments under grants on behalf of the Department of Arts, Heritage and the Gaeltacht.

Funds Managed by OPW on behalf of the Department of Public Expenditure and Reform Local Loans

2012 6,598

2013 5,583

Administration A functional split of all Administration costs are included in the above programmes but are summarised by expenditure type below for information only: A.1 A.2 A.3 A.4 A.5 A.6 A.7

Salaries, wages and allowances Travel and subsistence Training and development and incidental expenses Postal and telecommunications services Office equipment and external IT services Office premises expenses Consultancy services and value for money and policy reviews Gross Total of which Corporate Services

2013 Annual Report

2012 34,417 886 639 2,087 2,785 1,424 9 ________ 42,247 13,378

2013 34,064 1,463 667 1,607 3,731 1,482 13 _________ 43,027 13,941

OPW Locations: Offices and Heritage Sites

2013 Annual Report

Tuarascáil Bhliantúil 2013

Clár na nÁbhar Réamhrá an Aire...............................................................……….........................................................3 Réamhrá an Chathaoirligh................................................…….............................................................4 Buaicphointí 2013.................................................................................................................................5 Athbhreithniú Straitéiseach. 2013...................................………………..............................................6 1. Bainistíocht Phunann Eastáit ............................................................................................7 2. Polasaí & Bainistíocht Riosca Tuilte...............................................................................14 3. An tSeirbhís Náisiúnta Soláthair......................................................................................17 4. Cuspóirí ar fud Eagraíochtaí Éagsúla...............................................................................20 An Obair a Dhéanann OOP...…………………………………………………………………..........26 Ráiteas Misin OOP.........……….........................................................................................................26 Bainistíocht Phunann Eastáit..............….............................................................................................26 1. Maoin...............................................................................................................................26 2. Oidhreacht........................................................................................................................28 Gnéchláir BPE: …………....................................................................................................30 1. Clár Intreo ......................................................................................................30 2. Bainistíocht Sócmhainní Maoine................................……….........................30 Bainistíocht Riosca Tuilte....................................................................................................................32 An tSeirbhís Náisiúnta Soláthair..........................................................................................................34 Seirbhísí Corparáideacha.....................................................................................................................36 Clár Caiteachais................................…………...................................................................................38 Clár A – Bainistíocht Riosca Tuilte.................................................................................39 Clár B – An tSeirbhís Náisiúnta Soláthair.......................................................................40 Clár C – Bainistíocht Phunann Eastáit...................................….....................................41 Seirbhísí Gníomhaireachta.......................................................…………........................43 Suíomhanna OOP: Suíomhanna Oifigí agus Oidhreachta......................................….........................44

Réamhrá an Aire Tá áthas orm Tuarascáil bhliantúil Oifig na nOibreacha Poiblí (OOP) a chur os bhur gcomhair. Ba mhór an phribhléid gur iarr an Taoiseach orm a bheith i m’Aire Stáit sa Roinn Caiteachais Phoiblí agus Athchóirithe le freagracht as OOP. Ba mhaith liom aitheantas a thabhairt d’obair mo réamhtheachtaí, Brian Hayes, Feisire de Pharlaimint na hEorpa, a bhí mar Aire OOP ó mhí Feabhra 2011 go mí na Bealtaine 2014. Bhí críoch rathúil le Comhaontú Bhóthar Haddington in 2013, inár foráladh go sábhálfaí €1bn ar bhille phá na seirbhíse poiblí agus pinsin. Chuir an OOP forálacha an Chomhaontaithe I bhfeidhm in 2013, b’iad sin breis uaireanta oibre, ciorruithe pá agus laghdú ar shaoire bliantúil maraon le breis ath-iomlonnaithe. I mí Iúil, leag an Plean um Sholáthar Bainistíochta Sóchmhainní Réadmhaoine amach ról ceannais OOP i leith na húsáide is fearr a bhaint as an maoin atá faoi úinéireacht nó ar léas ag an stáit, ar fud na seirbhíse poiblí, go háirithe cóiríocht oifigí, sa tslí mar shampla, dá mbeadh roinnt rannóga éagsúla de chuid na seirbhíse poiblí lonnaithe in áitribh éagsúla sa mbaile céanna, go bhféadfaidís an áitreabh céanna a úsáid, sa tslí go laghdófaí ar an méid iomlán cóiríochta a theastódh. Bainfear níos mó úsáide as oifigí le plean oscailte chun úsáid spáis a uasmhéadú. Rinneadh a lán de na moltaí sa phlean a thosú nó a thabhairt chun críche in 2013 agus tá roinnt eile fós ag leanacht ar aghaidh. I mí Eanáir tugadh smacht iomlán ar an mbuiséad cothabhála d’OOP, agus dá bharr seo déantar nios mó oibreacha cothabhála coiscitheacha chun fadhbanna a sheachaint seachas oibreacha frithghníomhacha chun fadhbanna a leigheas. In 2013 shroich OOP an sprioc a bhí leagtha amach do 2015, an bille cíosa don Státseirbhís a íslú faoi bhun €100m, ag sábháil €33m go leanúnach ar bhonn bliantúil. Tosnaíodh ar obair athchóirithe ar an sean teach cúirte ag Príosún Chill Mhaighneáin mar bhealach isteach agus ionad fáiltithe. Réiteoidh seo an fhadhb maidir leis an mbrú a tharlaíonn nuair a thagann slua mór cuairteoirí chuig an mbealach isteach cúng, atá ansin ón 18ú haois. Thug 311,000 den 4 mhilliún cuairteoir ar fad a bhí ag suíomhanna OOP, cuairt ar an láthair seo in 2013. D’éirigh go maith le hUachtarántacht na hÉireann ar an an AE in 2013. Níor chosain an tUachtaránacht seo ach codán beag den méid airgid a chosain an tUachtaránacht in 2004 de bharr gur tionóladh formhór na gcruinnithe in Éirinn i suíomhanna OOP, mar Chaisleán Bhaile Átha Cliath, Ospidéal Ríoga Chill Mhaighneáin, An Lárionad Náisiúnta Comhdhála agus Farmleigh agus freisin de bharr obair dhúthrachtach fhoireann OOP. Shábháil an tSeirbhís Náisiúnta Soláthair (SNS),€43.5m ina bliain dheireanach mar pháirt d’OOP. Ó bunaiodh SNS in 2009, sábháladh €1m do gach €5m a caitheadh roimhe seo ar sholáthar. Táim ag súil leis an SNS leanacht leis an dea-obair seo ina riocht nua mar an Oifig um Sholáthar Rialtais. Bhí laghdú ar an méid trombháistí a thit in 2013, ach mar sin féin bhí drochthuilte i gCorcaigh agus d’eascair géarchéim fodair de bharr an earraigh an-fhuar a bhí againn. Bhí tonn teasa againn sa Samhradh. Tháinig dris chosáin i rith sheachtain na Nollag le stoirmeacha fiáine agus tuilte cósta ag cur droch bhail ar phobail ar chósta an Iarthair agus ag déanamh damáiste ollmhór. In ainneoin sin, tá damáiste de bharr tuilte de luach €1bn coiscthe ag oibreacha maolú tuilte OOP go dtí seo, ach tá níos mó le déanamh mar is iondúil. Táim ag súil le bheith ag obair le foireann díograiseach, tiomanta OOP chun a spriocanna dúshlánacha a bhaint amach agus a shárú, trí leanacht le seirbhís den scoth a chur ar fáil don phobal agus a gcliaint sa todhchaí, in ainneoin acmhainní teoranta.

Síomón O'hEarchaí , TD An tAire Stáit sa Roinn Airgeadais, Caiteachais Phoiblí agus Athchóirithe agus i Roinn an Taoisigh le freagracht speisialta as Oifig na nOibreacha Poiblí, Soláthar Poiblí agus Baincéireacht Idirnáisiúnta ( LSAI san áireamh)

Réamhfhocal an Chathaoirligh

Tá áthas orm Tuarascáil Bhliantúil Oifig na nOibreacha Poiblí 2013 a chur i láthair an Uasail Síomón O'hEarchaí, TD an tAire Stáit sa Roinn Airgeadais, Caiteachais Phoiblí agus Athchóirithe agus i Roinn an Taoisigh le freagracht speisialta as Oifig na nOibreacha Poiblí, Soláthar Poiblí agus Baincéireacht Idirnáisiúnta (LSAI san áireamh). Ba bhliain dhúshlánach eile a bhí in 2013 don Oifig. Tá muid tiomanta i leith athchóirithe na hearnála poiblí agus barr feabhais éifeachtúlachta a bhaint amach, mar atá leagtha amach sa Phlean Athchóirithe na Seirbhíse Poiblí. Bhí ról suntasach ag an Oifig i rith 2013 i soláthar seirbhísí poiblí nua-aimseartha go héifeachtach sna príomh réimsí gnó – Bainistíocht Phunann Eastáit, Bainistíocht Riosca Tuilte agus Soláthar (le tacaíocht na Seirbhísí Corparáideacha). I réimse na Bainistíochta Punann Eastáit, tá sé d’aidhm againn luach níos fearr ar airgead a chur ar fáil, trí bhainistíocht nios éifeachtúla a dhéanamh ar mhaoin an Rialtais. Le blianta beaga anuas, bhí cuíchóiriú phunann maoine mar mhór- thosaoícht ag OOP, de bharr an laghdú suntasach atá tagtha ar líon na n-oibrithe sa tseirbhís phoiblí. Dá bharr seo tá an Oifig taréis 1 milliún troigh cearnach de chóiríocht a ghéilleadh. Shábháil OOP ar an mbille cíosa bliantúil gach bliain ó 2009 i leith. Baineadh an sprioc de €100 milliún i mbille cíosa bliantúil na Státseirbhíse amach i 2013, blianta chun cinn ar an spriocdháta i 2015. Bhí ról lárnach againn i rith thréimhse Uachtaránachta na hÉireann ar an AE sa chéad leath de 2013. Níor chaith an Stát ach ach aon trian den méid airgid a caitheadh le linn na tréimhse Uachtaránachta seacht mbliana ó shin. Seo sampla den chomhordú éifeachtach agus an ról i leith seirbhísí roinnte a sholáthar OOP. Leanann OOP ag cur sár luach ar airgead ar fáil do chuairteoirí Éireannacha agus idirnáisiúnta tríd a réimse leathan suíomhanna stairiúla agus cultúrtha. Táim sásta a chur in iúl gur fhreastail 4 mhilliún duine ar shuíomhanna OOP i rith 2013. Arís, chonacthas coinníollachta tuilte dúshlánacha ar fud na tíre in 2013. Bhain 10,500 áitreabh leas as scéimeanna caipitil d’fhaoiseamh tuile chomh maith le mionoibreacha maolaithe tuile, a rinne OOP go díreach nó a rinne Údaráis Áitiúla, le maoiniú ó OOP. Chosain na hoibreacha seo €370m ar an iomlán go dtí deireadh 2013. Tá an Rialtas ag tabhairt faoi chlár suntasach athchóirithe in earnáil an tsoláthair phoiblí. I rith 2013 rinneadh ullmhúcháin chun an tSeirbhís Náisiúnta Soláthair a aistriú go hOifig um Sholáthar Rialtais. Thosaigh an Oifig sin ag feidhmiú ar an 1 Eanáir 2014 agus leanfaidh sí ag fás agus ag baint amach a cuid huaillmhianta mar chuid den Roinn Caiteachais Phoiblí agus Athchóirithe. Leanfaidh muid ag dul i ngleic leis na dúshláin a chuirtear os ár gcomhair go leanúnach agus cuirfidh muid seirbhís den scoth ar fáil don phobal agus dár gcliaint le tacaíocht, tiomantas agus díogras ár bhfoireannn.

Clare McGrath Cathaoirleach

Buaicphointí 2013  Chuir OOP tacaíocht ar fáil i bpleanáil, in ullmhú agus i seachadadh tacaíocht lóistíochta do Ranna agus Gníomhaireachtaí éagsúla i rith thréimhse Uachtaránachta na hÉireann ar an AE, ón 1 Eanáir go dtí an 30 Meitheamh 2013. Bhí 281 imeacht ar fad ar siúl le linn thréimhse na hUachtaránachta.  Rinne muid laghdú suntasach ar an lorg iomlán maoine agus sa chaiteachas cíosa trí straitéis chuíchóirithe a bhí spriocdhírithe ar mhaoin, a tioscnaíodh taréis na géarchéime eacnamaiochta i ndeireadh na bliana 2008, a chur I bhfeidhm. Tá céatadán na maoine ar léas laghdaithe ó 54% in 2008 go 40% in 2013.  Laghdaíodh bille cíosa bliantúil na Státseirbhíse go €97 ón mbuaic de €130m in 2009. 

Cheadaigh an Rialtas an Plean dar teideal “Ag Freastal ar na hAthruithe-An Rath á Thomhas ” chun go gcuirfí athchóirithe maoine i bhfeidhm, agus seoladh é ar an 30 Iúil 2013.

 D’fhostaigh muid saineolaithe seachtracha chun dul i gceann Athbhreithnithe Acmhainne agus Cumais ar Fheidhmiú na Bainistíochta Punann Eastát (seachas Oidhreacht) agus a cuid beartas i leith gealltanais athchóirithe bainistíochta sóchmhainní readmhaoine ar fud na seirbhíse poiblí.  Críochnaíodh oibreacha i mí Meitheamh 2013 ar áiseanna taispeántais agus cuartaíochta nua a chosain €1.5m ag Gáirdín Cuimhneacháin & Crannlann J F Kennedy, áitreabh dúchasach na gCinnéideach, chun cuairt 50 bliain an Chinnéidigh ar Loch Garman a chomóradh.  Thar ceann na Roinne Coimirce Sóisialaí, críochnaíodh oifigí poiblí nua Intreo in: Acailll, Baile Átha Luain, Béal an Átha, Baile Formaid, Béal an Mhuirthead, Baile Bhlainséir, Bré, Cathair Saidhbhín, Ceatharlach, Cora Droma Rúisc, An Cábhán, An Clochán, Cluain Meala, Cóbh, Droichead Átha, Dún Laoghaire, Dún Fionnachaidh, An Clochán Liath, Inis, Neidín, Cill bharrog, Cill Chainnigh, Luimneach, Lios Tuathail, An Longfort, Baile Locha Riach, Cluainín Uí Ruairc, Bóthar na hUaimhe, An Caisleán Nua Thiar, Trá Lí, An Tulach Mhór, Port Láirge agus Loch Garman.  Seoladh an suíomh idirlín, www.waterlevel.ie, go hoifigiúil in Aibreán 2013. Bíonn ar chumas úsáideoirí sonraí leibhéil uisce réad-ama a fháil agus cuireann sé tacaíocht riachtanach ar fáil d’Údaráis Áitiúla nuair a bhíonn siad ag bainistiú agus ag dul i ngleic le tuilte.  D’aistrigh an tSeirbhís Náisiúnta Soláthair go hOifig um Sholáthar Rialtais ón 1 Eanáir 2014. Rinneadh ullmhúcháin don trasdul seo i rith 2013.  Tosaíodh ag cur i bhfeidhm Tionscadal na Seirbhísí Comhroinnte Acmhainní Daonna (People Point) i mí Meán Fómhair 2013, chun cinn ar an dáta atá sceidealaithe don trasdul, ar an 17 Feabhra 2014.  Tá seirbhísí baincéireachta OOP aistrithe i gceart go dtí córas imréitigh SEPA. Rinneadh uasghrádú ar Chóras Bainistíochta Airgeadais Integra lena chur in oiriúint do chóras SEPA in 2013.

Athbhreithniú Straitéiseach 2013

Príomhchuspóir

Táscaire Feidhmíochta

Dul chun cinn in 2013

1.Bainistíocht Phunann Eastáit Oidhreacht Cur chuige inbhuanaithe a ghlacadh maidir le bainistíocht agus caomhnú suíomhanna oidhreachta an Stáit le béim ar cháilíocht agus caighdeáin. Suíomhanna oidhreachta an Stáit a chur i láthair chun an leas is mó a bhaint astu ó thaobh turasóireachta agus chun a chinntiú go gcuirfear le taitneamh agus eispéireas oideachais cuairteoirí.

Spriocanna buiséid/luacha ar airgead a aithníodh sna Ráitis Aschuir Bhliantúla a bhaint amach. Spriocannamaidir le costais a bhaint amach. Iniúchadh um shástacht custaiméirí (suirbhé/aiseolas). Seirbhísí nua/leasaithe a chur ar fáil.

Bhí an Coiste Comhairleach Bainistíochta sásta go raibh Clár Oibre Comhaontaithe Bainistíochta na Punainne Eastáit le haghaidh 2013 curtha ar fáil go héifeachtúil agus go héifeachtach i gcomhréir le spriocanna buiséid/luacha ar airgead. Thug 4.1 milliún duine cuairt ar shuíomhanna Treoraithe in 2013, sin méadú ó 3.8 milliún in 2012. Tá OOP ag leanacht ag cur seirbhísí bainistíochta imeachtaí d’ard-chaighdeán ar fáil agus d’éirigh thar cionn leo an ghné chóiríochta le haghaidh thréimhse Uachtaránachta na hÉireann ar an AE a chur ar fáil ar chostas éifeachtúil (tionóladh 245 cruinniú i gCaisleán Bhaile Átha Cliath). Chaith OOP €11m ar Uachtaránacht an AE in 2012-2013, i gcomparáid le €19m a caitheadh d’Uachtaránacht 2004. Thiomnaigh OOP próiseas soláthair phoiblí in 2013 ag lorg tograí ó lucht eagraithe ócáidí dár suíomhanna oidhreachta ardphróifíle ar bhonn bliantúil. Tar éis an phróisis sin, seo samplaí d’ócáidí a tharla i rith 2013: − Féile Choiméide Bhaile Átha Cliath, agus “Taste of Dublin” i nGáirdíní Uíbh Eachach, − Roinnt ócáidí ceoil i bPáirc an Fhionnuisce − Imeachtaí Tráchtála i gCaisleán Chill Chainnigh − Aontaí Tuaithe, Seoltaí srl. i dTeach Bhaile an Chaisleáin, Farmleigh agus suíomhanna eile. I rith 2013 d’oibrigh OOP go dlúth le grúpaí pobail áitiúla agus le cumainn chun imeachtaí an ‘Gathering’ a chur ar fáil ag suíomhanna. Seo gné den scéim “Tionscnaimh Phobail”. De bharr gur éirigh chomh maith le Clár 2012, tugadh cuireadh, trí fhógraíocht phoiblí, do ghrúpaí pobail/an earnáil phoiblí, do thograí pobalbhunaithe a bheadh oiriúnach do na suíomhanna sa phunann oidhreachta. Cuireann an tionscnamh seo leis an méid a bhíonn le tairiscint ag OOP chun freastal ar bhreis cuairteoirí. Cuireadh chun cinn 30 togra leis na grúpaí seo trí cheardlanna. D’éirigh le 12 de na tionscnamh as na moltaí dul ar aghaidh go rathúil faoi dheireadh 2012. Fuarthas ceithre mholadh maidir le tograí eile in 2013 agus rinneadh iad a mheas maraon leis an 18 tionscadal a bhí fágtha ó 2012.

Príomhchuspóir

Táscaire Feidhmíochta Performance Indicator

Dul chun cinn in 2013 Tá OOP ag leathnú úsáid TFC i mbainistíocht agus cur i láthair an Eastáit Oidhreachta. Tá roinnt feidhmchlár tar éis a bheith forbartha d’fhóin chliste ag páirtithe earnála príobháidí maidir le Suíomhanna Oidhreachta áirithe atá faoi chúram OOP. Éascaíonn agus tacaíonn OOP leis na tionscnaimh seo trí rochtain ar bhuneolas, ábhar leirmhínitheach srl a thabhairt. Forbraíodh feidhmchlár d’fhón cliste do Chaisleán Chill Chainnigh i rith 2013. Tá OOP ag oibriú le hoibritheoir san earnáil phríobháideach atá ag cur feidhmchláir ar fáil ag roinnt suíomhanna ar bhonn píolótach go dtí deireadh 2016. Cuirfear 32 suíomh sonrach de chuid OOP san áireamh sa tionscadal i rith 2014. Cuireadh comharthaí agus ábhar poiblíochta eile in airde ag suíomhanna i rith an cheathrú dheireanach de 2013 chun daoine a chur ar an eolas faoi na feidhmchláir do chuairteoirí. Beifear ag dul i ngleic le deacrachtaí maidir le nasc leathanbhanda /soghluaiste agus infrastruchtúr chun go mbeidh na feidhmchláir ar fáil do na 70 suíomh treoraithe ar fad. Cuireadh moill ar an tionscadal fóin chliste/taibléid do www.heritageireland.ie . Cuirfear dlús leis an tionscadal in 2014. Cuirfear tairiscintí amach go luath in 2014 chun go mbeidh an obair críochnaithe roimh Shéasúr na gCuairteoirí in 2014. Lean an tionscadal Facebook ar aghaidh in 2013 agus bhí 37 suíomh oidhreachta ar líne, le suíomhanna gníomhacha Facebook acu faoi dheireadh 2013. Is í an sprioc ná an 33 suíomh oidhreachta atá fágtha a bheith ar Facebook faoi dheireadh 2014. Rinne OOP forbairt ghníomhach in 2013 ar a suíomh gréasáin oidhreachta ag www.heritageireland.ie mar thairseach mhór a thugann teacht don phobal ar an eastát oidhreachta. Chomh maith leis sin, leanfaidh OOP d’obair a dhéanamh ar fhorbairt suíomhanna gréasáin nua le haghaidh maoine ardphróifíle ar leith san Eastáit Oidhreachta, chun méadú a dhéanamh ar an eolas atá ar fáil do chuairteoirí agus a spreagann cuairteoirí le teacht go dtí na háiteanna seo agus iad a úsáid mar cheann scríbe d’ócáidí. Bhí plé ar siúl go leanúnach in 2013 le Cumann Ionadaíoch na dTionscnóirí Turas maidir le dearadh áise lárnach i gcomhair áirithiní ar líne. Dealraíonn sé gur i bPríosún Chill Mhaighneáin a bheidh an áis seo nuair a bheidh saoráid nua do Chuairteoirí críochnaithe ag an suíomh sin in 2016 Rinneadh oibreacha maidir le hIniúchadh, Sláinte agus Sábháilteacht ag an sean teach cúirte in aice an Phríosúin in 2013 chun ullmhú do na saoráidí nua do chuairteoirí

Príomhchuspóir

Táscaire Feidhmíochta

Dul chun cinn in 2013 Díríodh ar chur i láthair, margaíocht agus míniú/léiriú feabhsaithe suíomhanna oidhreachta in 2013. Bearta eile a díríodh orthu ná comharthaíocht ghinearálta, míniú, rochtain uilíoch, páirceáil carranna, leithris, siúlóidí srl. Feabhasófar iad seo go córasach de réir mar a cheadaíonn na buiséid. Tá cur i láthair Phríosún Chill Mhaighneáin agus Teach na Cúirte á fheabhsú mar chuid den tionscadal comórtha 1916. Is í an sprioc ná méadú a chur ar líon na gcuairteoirí ó 311,000 go 500,000. Chomh maith leis sin, tá tograí feabhsúcháin ar leith á ndéanamh i gcomhar le hÚdaráis Áitiúla. Tá siad seo á ndéanamh le tacú le, agus mar phríomhchuid de straitéisí ar leith de chuid Fáilte Éireann, atá dírithe go réigiúnach (m.sh. an Dubline – Rian Turasóireachta Bhaile Átha Cliath agus Tiomáint i nGleann na Bóinne).

Formhuiniú ó eagraíochtaí institúideach, Rialtas.

Is í straitéis an Stáit ná an punann eastát oidhreachta a úsáid chun turasóirí a mhealladh chuig na ceantair ina bhfuil na suíomhanna, agus iad a spreagadh chun an méid ama agus is féidir a chaitheamh sa cheantar áitiúil. Chun tacú leis an straitéis seo cuireadh feachtas feasachta/caidreamh poiblí ar siúl i rith Iúil agus Lúnasa 2013.Tá sé seo ar chomhréim le straitéisí tuaithe Fháilte Éireann i leith turasóireacht a fhorbairt. Tá obair leanúnach ar siúl ar phlean fadtéarmach CP.Tá OOP ag obair i gcomhar le Fáilte Éireann ar thionscnaimh margaíochta sonracha a bhaineann le turais bunaithe ar théama suíomh faoi leith, cnuasach suíomhanna agus gníomhaíocht dhíreach le Tionscnóirí Turais idirnáisiúnta.

Príomhchuspóir Maoin Freastal go héifeachtach ar an Státseirbhís Cúram maoine an OOP a bhainistiú go héifeachtach, ina gcinntítear go mbainfear an leas is mó as a acmhainneacht agus go núsáidtear é go héifeachtúil i dtéarmaí luacha ar airgead, inbhuanaitheachta, spáis agus tomhaltas fuinnimh agus ioncam a ghiniúint más féidir. .

Táscaire Feidhmíochta Laghdú ar an gcostas iomlán cóiríochta don státseirbhís. Laghdú ar an mbille bliantúil cíosa agus laghdú ar lorg foriomlán maoine ina bhfuil an státseirbhís, le bheith i gcomhréir le líon foirne laghdaithe agus athimlonnaithe. An sprioc15% d’ísliú ar chostais chíosa mar atá leagtha amach sa Phlean Téarnaimh Náisiúnta 2011- 2014 a bheith bainte amach in 2014. Leanúint de chlár fóbartach athbhreithnithe cíosa leis an luach is fearr a fháil i rith thréimhse na Straitéise, ísliú suntasach ar chostas cíosa, (faoi réir choinníollacha an mhargaidh agus cúnaint léasa.) Úsáid níos éifeachtúla spás oifige. Uasmhéadú a dhéanamh ar úsáid agus éifeachtúlacht na punainne oifige faoinár núinéireacht agus laghdú a dheánamh ar an bpunann léasach chomh fada agus is féidir.

Dul chun cinn in 2013 Tá cuíchóiriú ollmhór déanta ag OOP ar áitreabh na Státseirbhíse, de bharr an laghdú suntasach atá tagtha ar an líon foirne sa Státseirbhís. Táthar taréis áitreabh léasach de bhreis is 1 milliún troigh cearnach a ghéilleadh. Choigil OOP cíos léasa gach bliain ó 2009 trí chlár chuíchóirithe léasa agus laghduithe idirbheartaithe cíosa – ag laghdú an bhille cíosa bliantúil agus an lorg maoine ina bhfuil an státseirbhís lonnaithe. Coiglíodh breis is €30 milliún nó 20% le 4 bliana anuas de bharr cuíchóirithe agus an laghdú cíosa a baineadh amach mar thoradh ar athbhreithnithe agus athnuachan cíosa. Baineadh amach an sprioc a bhí leagtha síos chun bille cíosa bliantúil na státseirbhíse a laghdú faoi bhun €100 milliún (€97 milliún), in 2013 i bhfad chun cinn ar an spriocdháta de 2015.

Tá sé d’aidhm af OOP an bille cíosa a choinneáil ag an leibhéal seo. Áfach, de bharr an chláir chuíchóirithe a cuireadh i bhfeidhm i mBaile Átha Cliath, tá an méid spáis agus líon an phunainn oifige OOP ag dul i laghad ar bhonn seasta. Níl dóthain spáis sna hoifigí atá againn chun freastail ar an méid foirne ó na foirgnimh atá sonraithe le géilleadh i mBaile Átha Cliath, as seo go dtí 2016. Chomh maith leis sin tá athchóiriú ollmhór ag teastáil ón bpríomh phunann oifige atá ag OOP i mBaile Átha Cliath, agus go deimhin tá cuid de na hoifigí beagnach ag an bpointe dífheidhmeachta. Is áitreabh oidhreachta nó struchtúir faoi chosaint iad 28% dár bpunann i mBaile Átha Cliath (m.sh. Caisleán Bhaile Átha Cliath, Teach an Chustaim, Tithe an Rialtais). Tá OOP ag scrúdú roghanna margaíochta chun luach ar airgead a aimsiú agus iad i mbun spás éifeachtúil a lorg, chun a chur in ionad na n-oifigí a bhfuil a léas ag dul in éag as seo go ceann 2-3 bliana. Tá céatadán na n-áitreabh ar léas laghduithe ó 54% in 2008 go 40% in 2013. Na Príomh Statisticí i rith 2013: • Géilleadh Léasa i mBaile Átha Cliath:12 • Géilleadh Léasa Tuaithe: 29 Géilleadh 104,965.43m cearnach san iomlán.

Príomhchuspóir Plean Athchóirithe na Seirbhíse Poiblí Seoladh i mí na Samhna 2011. Faoi Chuid 6 den phlean forfheidhmiúcháin ina bpléitear bainistíocht sócmhainní maoine, tá ról tiomána ag OOP i laghdú phunann mhaoine fhoriomlán na seirbhíse poiblí. Is éard atá i gceist leis an ról ná na sealbhóirí maoine níos leithne sa seirbhís phoiblí a threorú agus a chomhordú i réimsí na bainistíochta sócmhainní, comhpholasaithe, comhspriocanna, luach ar airgead agus éifeachtúlacht a bhaint amach i maoin a chomhoiriúnú do chuspóirí straitéiseacha agus riachtanais oibríochtúla ar fud na seirbhíse poiblí. Clár lárnach de gach Maoin Stáit a chruthú. Cláir agus tionscadail a chur i bhfeidhm chun réitigh chóiríochta agus áiseanna a chur ar fáil chun freastal ar riachtanais an rialtais agus eagraíochtaí stáit, i bhfoirgnimh nua, nó cinn atá ar fáil cheana féin nó cinn atá ar cíos .

Táscaire Feidhmíochta Comhoibriú, roinnt eolais agus comhordú i gcúrsaí maoine ar fud na seirbhíse poiblí a mhéadú. Iomaíochtidir sealbhóirí maoine seirbhíse poiblí a bhaint. Fócas nua ar mhaoin mar shócmhainn luachmhar agus muid ag féachaint ar gach gabháltas maoine mar chuid de phunann maoin stáit níos leithne seachas mar shócmhainn aonair. Luach sócmhainne na maoine coinnithe nó feabhsaithe. Úsáid bharrfheabhsaithe a bhaint as cóiríocht agus acmhainní foirne. Clár cuimsitheach ar gach maoin stáit a chruthú. Laghdú ar chostas iomlán soláthair cóiríochta don státseirbhís.

Dul chun cinn in 2013 Athraíodh an bhéim ó chothabháil fhrithghníomhach, mar a threoraigh lonnaitheoirí an fhoirgnimh ar leith, go straitéis réamhghníomhach, pleanáilte coisctheach de bharr feidhmiú Chiorclán 1/2013, a d’athreoraigh freagracht iomlán airgeadais agus pleanála do chothabháil maoine atá faoi úinéireacht agus i seilbh an stáit. Léirigh Athbhreithniú Straitéiseach, ar 110 oifig de bhreis ar 1000m cearnach, atá faoi úinéireacht nó i seilbh an stáit, go bhfuil roinnt deacrachtaí ag baint leo, de bharr aoise, bail na n-oifigí agus bainistíocht agus comhordú cothabhála. Sonraíodh go raibh obair fheabhsúcháin ag teastáil a dhéanamh. Léirigh an tuairisc go raibh athchóiriu ollmhór nó iarfheistiú ag teastáil agus chun an obair seo a dhéanamh go héifeachtúil, caithfear na háitritheoirí a athlonnú. Ar 18 Nollaig 2012, nótáil an Rialtas ceapadh Chathaoirleach OOP mar Oifigeach Sinsearach Freagrachta agus bunú an Ghrúpa Stiúrtha um Bhainistíocht Sócmhainní Maoine. D’ordaigh an Rialtas don Ghrúpa Stiúrtha plean a ullmhú ag leagan amach na socruithe sonracha atá riachtanach chun an clár athchóirithe a chur i gcrích. Seoladh an Plean um Sholáthar Bainistíochta Sóchmhainní Réadmhaoine ar an 30 Iúil 2013. Cuireann an Plean an Rialtas ar an eolas faoin gcreat agus na hacmhainní a bhfuil gá leo chun éifeachtúlacht agus luach ar airgead a fháil ón bpunann maoine atá faoi úinéireacht an Stáit agus ar léas, go háirithe maidir le cóiríocht oifige. In 2013, tosaíodh nó críochnaíodh, nó leanadh len a lán de na bearta atá molta sa phlean. Rinne OOP cuíchóiriú ar a n-oifigí féin i mBaile Átha Cliath in 2013. In 2013, d’fhorbair OOP clár léarscáiliú maoine (www.maps.opw.ie) chun eolas a bhailiú ar gach maoin atá i seilbh na seirbhíse poiblí. Seo ceann de na beartais faoin bPlean um Sholáthar Bainistíochta Sóchmhainní Réadmhaoine. Tá OOP páirteach i ndearadh agus bainistíocht tionscadail chun ocht scoil athsholáthair ar a laghad a sholáthar, atá le bheith críochnaithe in 2014, in éineacht le deich dtionscadal sínte scoile, a bheidh á maoiniú ag an Roinn Oideachais agus Scileanna. Meastar gurb é €30m luach iomlán na gconarthaí do na scoileanna nua. Chomh maith leis seo tá OOP ag gníomhú mar chomhairleoirí teicniúla do Phacáiste Spreagtha an Rialtais don Roinn Dlí agus Cirt agus Comhionannais, atá faoi chúram na Gníomhaireachta Náisiúnta Forbartha Airgeadais.

Príomhchuspóir

Táscaire Feidhmíochta Performance Indicator

Dul chun cinn in 2013 Tá OOP ag dearadh agus ag bainistiú tionscadail Stáisiúin Gharda Cósta nua faoi láthair atá maoinithe ag an Roinn Iompair, Turasóireachta agus Spóirt, ar bhonn leanúnach. Tá clár uaillmhianach á chur i bhfeidhm ag OOP, ag soláthar Oifigí nua Intreo don Roinn Coimirce Sóisialaí chun freastal ar bheartais lárnach rialtais chun dul i ngleic le fadhb na dífhostaíochta fadtéarmaí. Cuireadh 33 Oifig Intreo ar fáil de réir an chláir in 2013. D’iarr an Roinn Caiteachais Phoiblí & Athchóirithe ar OOP cóiríocht a chur ar fáil don Ionad Seirbhísí Comhroinnte Acmhainní Daonna, a athainmníodh níos déanaí mar PeoplePoint. Chuir OOP Bloc 5 d’Oifig Pháirc Belfield i gCluain Sceach ar fáil don eagraíocht nua seo. Lean an obair athchóirithe ar Bhloc 5, a thosaigh in 2012, ar aghaidh in 2013.

Straitéisí agus caighdeáin chomhroinnte roinnte i spás oifige ar fud na seirbhíse poiblí.

Rinne Coiste Caighdeáin OOP plé ar dhréacht de Pholasaithe agus Caighdeáin Deartha Cóiríochta OOP. Leagann na caighdeáin agus na polasaithe seo amach caighdeáin agus critéir deartha le haghaidh tógáil foirgnimh nua agus athchóiriú agus athrú a déanamh ar fhoirgneamh atá ann cheana. Cuireadh an obair seo faoi bhráid an Ghrúpa Stiúrtha ar Bhainistíocht Sócmhainní Maoine in 2013. D’fhostaigh OOP saineolaithe seachtracha chun dul i gceann Athbhreithniú Acmhainne agus Cumais ar Fheidhmiú na Bainistíochta Punann Eastát (seachas Oidhreacht) agus a cuid beartas i leith athchóirithe bainistíochta sóchmhainní readmhaoine ar fud na seirbhíse poiblí in 2013. Déanfar moltaí an athbhreithnithe sin a mheas in 2014. Tá bearta á gcur i bhfeidhm ag OOP chun athstruchtúrú pleanáilte Bhrainse Troscáin Bhaile Átha Cliath agus SCF a éascú m.sh.trastagairt nósanna imeachta ordaithe agus comhtháthú córais bhainistíochta. Soláthróidh an t-athnuachan atá pleanáilte ionad oibre ar Bhóthar Bhaile Shéamais, Inse Chór, Baile Átha Cliath 8, stóras comhroinnte, áiseanna ceardlainne agus foirne mar sheirbhís chomhroinnte. In 2013 tugadh cuireadh do thairiscintí chun córas nua a chur ar fáil le haghaidh punann réadmhaoine an stáit a bhainistiú. Ní rachfar ar aghaidh leis an tionscadal seo go mbeidh torthaí an Athbhreithnithe Acmhainne agus Cumais ar fáil.

Príomhchuspóir Tacú le soláthar an ghnímh atá aitheanta i bPolasaí an Rialtais ar Ailtireacht 2009-2015.

Táscaire Feidhmíochta Spriocanna a bhaineann le OOP i bPolasaí an Rialtais ar Ailtireacht 2009-2015 a bhaint amach.

Dul chun cinn in 2013 Leagann Polasaí an Rialtais ar Ailtireacht 2009 – 2015 béim ar leith ar ról an Ailtire Stáit, feidhm a bhaineann le Stiúrthóir Seirbhísí Ailtireachta OOP. Cuimsíonn sé teagmháil idir ranna ar an timpeallacht thógtha. Tugann an tAiltire Stáit cabhair agus comhairle d’eagraíochtaí poiblí éagsúla maidir le cóiríocht agus don Roinn Comhshaoil, Pobail agus Údaráis Áitiúla maidir le Soláthar Poiblí Glas do Rialacháin Dhéantús agus Tógála Foirgnimh.

Príomhchuspóir 2. Polasaí agus Bainistíocht Riosca Tuilte Comhairle a chur an Rialtas maidir le forbairt polasaí agus riachtanais reachtúla le haghaidh bainistíocht riosca tuilte. Cláir agus bearta a fhorbairt, a chomhordú agus a chur i bhfeidhm chun leibhéal náisiúnta an riosca tuilte do dhaoine, gnóthaí, bonneagar agus an timpealacht a laghdú. Freagraí bainistíochta riosca tuilte a fhorbairt i gcomhréir leis an gcleachtas idirnáisiúnta is fearr.

Táscaire Feidhmíochta

Dul chun cinn in 2013 Riosca Tuilte

.Spriocanna buiséid/luacha ar airgead a aithníodh sna Ráitis Aschuir Bhliantúla a bhaint amach. Feasacht mhúscailte Rialtais, údarás áitiúil, chorparáideach agus an phobail. Bainistíocht pleanála agus forbartha inbhuanaithe maidir le riosca tuilte. Dréachtchlár infheistíochta fadtéarmach náisiúnta tosaíochta le haghaidh bainistíocht éifeachtach agus inbhuanaithe riosca tuilte (le laghduithe ina dhiaidh sin ar dhochar tuilte tar éis cur i bhfeidhm). Cinnteoireacht eolach á déanamh ag na húdaráis bhainteacha. An riosca atá ann cheana a laghdú i gceantair ina bhfuil scéimeanna á gcur i gcrích. An riosca atá ann cheana i gceantair ina bhfuil oibreacha á ndéanamh a laghdú. An leibhéal reatha riosca agus luach iarmharach infheistíochta stairiúla a choinneáil.

Bhí an Coiste Comhairleach Bainistíochta sásta go raibh an Polasaí Riosca Tuilte agus an Clár Oibre Bainistíochta comhaontaithe le haghaidh 2013 soláthartha go héifeachtúil agus go héifeachtach i gcomhréir le spriocanna buiséid/ luacha ar airgid. Tá an clár um Measúnú agus Bainistíocht Riosca Tuilte Abhantraí( MBRTA) á sholáthar chun freastal ar mholtaí an Athbhreithnithe um Pholasaí Tuilte agus riachtanais Threoir Tuilte an AE. De thoradh ar an gclár réamhghníomhach seo, sábhálann an Stát airgeadas suntasach trí bharainneacht scála ag dearbhú beartas bainistíochta riosca tuilte do 300 pobal, agus dá bharr laghdaítear go mór ar na caillteanais ó dhamáiste tuilte, maraon le léarscáileanna tuilte a fhorbairt chun pleanáil inbhuanaithe a chinntiú. Tá léarscáileanna Tuilte á n-ullmhú do, nach mór, 7000 ciliméadar do chainéal abhann, maraon le 90 pobal cósta, chun pleanáil inbhuanaithe a chinntiú agus chun forbairt thógála i gceántair a bhíonn buailte ag tuilte a sheachaint. Cuideoidh na léarscáileanna seo le pleanáil do fhreagairtí i gcásanna géarchéime de bharrr tuilte. Cuireadh an clár seo i bhfeidhm go leanúnach in 2013. Lean OOP ag cur seirbhís comhairliúcháin ar fáil do na húdaráis phleanála i leith feidhmiú Threoirlínte an Chórais Phleanála agus Bainistíocht Riosca Tuilte. I rith 2013, tugadh comhairle thráthúil ar raon leathan pleananna, roinnt pleananna ard-phróifíle a bhain le Criosanna Forbartha Straitéisí agus Pleanáil Athnuachana san áireamh. Tá clár leanúnach ann atá méadaithe d’oibreacha caipitil chun déileáil le ceantair atá aitheanta mar cheantair riosca, agus tá tosaíocht tugtha don infheistíocht seo laistigh de Vóta OOP. Críochnaíodh Clár Cothabhála Siltín Airtéirigh mar a bhí pleanáilte ar chostas de €15m. Tá breis is 20,000 áitreabh suite sa cheantar ag baint leasa as an mbunscéim. Tá leibhéal tuilte na n-áitreabh seo an-íseal agus cinnntíonn an clár go mbeidh an riosca coinnithe ag an leibhéal íseal seo. Coimeádann an Clár an leas talmhaíochta atá ann de bharr na scéime chomh maith. Cabhróidh an caomhnú luach iarmharach seo leis an mbreis táirgeachta talmhaíochta atá pleanáilte a bhaint amach.

Príomhchuspóir Objective

Táscaire Feidhmíochta Feasachta fheabhsú – gníomhartha príomhpháirtithe leasmhara a chomhordú.

Dul chun cinn in 2013 Progress in 2013

Rinneadh dul chun cinn maith leis na socruithe Comhpháirtíochta le hÚdaráis Áitiúla (ÚÁ) chun Bearta Bainistíochta Riosca Tuilte a sholáthar, agus rinneadh dul chun cinn maith i rith 2013 ar Cláir Mhóroibreacha ahus Mhionoibreacha Caipitil. Bhí na hÚdaráis Áitiúla páirteach i mbainistiú agus soláthar scéimeanna móra faoiseamh tuilte ar son OOP agus tá comhoibriú dlúth ar siúl idir na heagraíochtaí seo ar na scéimeanna seo agus i réimsí eile de Bhainistíocht Riosca Tuilte, amhail Scéim na nOibreacha Beaga, agus an Clár um Measúnú agus Bainistíocht Riosca Tuilte Abhantraí (MBRTA) ina bhfuil Grúpaí Stiúrtha agus Dul Chun Cinn bunaithe le hionadaíocht air ó na hÚdaráis Áitiúla. Tá luach carnach de bhreis is €1 billiún ar an leas a tháinig de bharr na scéimeanna caipitil coiscthe tuilte agus de bharr na mion oibreacha maolaithe tuilte a rinne OOP go díreach nó a rinne Údaráis Áitiúla, le maoiniú de €320m ó OOP go dtí deireadh nab liana 2013. Tagann an leas seo de bharr go ndearnadh caillteanas agus damáiste a sheachaint. Bhain timpeall 10,500 áitreabh leas as na hoibreacha seo. Críochnaíodh mórscéimeanna nó céimeanna de mhórscéimeanna in 2013, san áireamh bhí Cluain Meala, Mala, Inis, Mainistir Fhear Maí agus abhainn na Dothra, D’oibrigh foireann OOP féin ar scéim eile sa Tulach Mhór. Críochnaíodh scéimeanna nó cuid de mhórscéimeanna eile faoi chúram Údaráis Áitiúla le maoiniú ó OOP i gCeatharlach agus i bPort Láirge. In 2009 bhunaigh OOP Scéimeanna do Mhionoibreacha Tuilte agus Cosanta Cósta chun maoiniú a sholáthar d’Údaráis Áitiúla chun beartais bheaga maolaithe tuilte a dhéanamh ina gceantair féin. Tá breis is 420 iarratas ar mhaoiniú ceadaithe agus tá beagnach 400 tionscadal críochnaithe cheana féin ar chostas de €25.2m. In 2013, ceadaíodh 37 scéim nua mionoibreacha agus cuireadh maoiniú de €2.277m ar fáil do 58 scéim, tionscadail a ceadaíodh blianta roimhe seo, san áireamh. Tá suíomh idirlín, www.waterlevel.ie, ann anois a chuireann ar chumas úsáideoirí (an gnáth phobal san áireamh) sonraí leibhéil uisce réad-ama a fháil. Seoladh an suíomh idirlín go hoifigiúil in Aibreán 2013. Bíonn ar chumas úsáideoirí sonraí leibhéil uisce réadama a fháil agus cuireann sé tacaíocht riachtanach ar fáil d’Údaráis Áitiúla nuair a bhíonn siad ag bainistiú agus ag dul i ngleic le tuilte. Bhí suas le 340 stáisiún monatóireachta uisce dromchla ag tarchur sonraí ag deireadh 2013, agus taifeadadh 140,000 cuairt ar an suíomh idirlín i rith na bliana. Leanfar ag cur sonraí hidriméadrach (leibhéal uisce agus sreabhadh abhann) breise ar fáil ar líne. Is féidir na sonraí hidiméadracha iomlán ó chartlann OOP a fheiceáil ar an suíomh Sonraí-Uisce.www.opw.ie/hydro. Tá raon de chineáil sonraí ar fáil ar an suiomh. Tá suíomh idirlín nua á chruthú agus ar fáil faoi láthair ag www.opw.ie/hydro-data .

Príomhchuspóir

Táscaire Feidhmíochta

Dul chun cinn in 2013 Progress in 2013

Tá córais, próisis agus bonneagar á bhforbairt agus á gcur i bhfeidhm faoi láthair chun léarscáileanna mionsonraithe Tuilte MBRTA a chur ar fáil ar líne. Cuireadh leagan alfa den chóras seo ar fáil ag deireadh 2013. Bhí forbairt agus feidhmíocht seirbhísí greasáin, cúl fhreastalaí agus amharcóir gréasáin i gceist leis seo. Éascóidh an tionscadal scaipeadh sonraí atá cruthaithe faoi Threoir Tuilte an AE, don phobal agus do chomhlachtaí poiblí. Ghlac OOP páirt i suíomh gréasáin píolótach tomhas feidhmíochta an Rialtais www.irelandstat.gov.ie. Sholáthar OOP statisticí maidir le bainistíocht riosca tuilte. Bhí rath ar phlé OOP le hÁrachas Éireann maidir le haontú ar Mheabhrán Tuisceana a thugann cuntas ar na prionsabail chomhaontaithe maidir leis an tslí chun faisnéis i dtaobh scéimeanna cosanta tuilte OOP a chur ar fáil don tionscail árachais in Éirinn agus an tslí ina n-úsáidfidh siad an fhaisnéis sin. Léireoidh an fhaisnéis seo, a bheidh ar fáil ar shuíomh idirlín OOP dearadh, cineál agus méid na cosanta seo agus d’aontaigh Árachas Éireann an t-eolas seo a chur san áireamh agus iad ag meas neamhchosaint ó riosca tuile ón 1 Meitheamh 2014.

Príomhchuspóir 3 An tSeirbhís Náisiúnta Soláthair (SNS) Baint amach coigiltis Bheith mar Ionad BarrFeabhais /éifeachtúlacht agus éifeachtacht bharrmhaith a sholáthar i bhFoinsiú Straitéiseach le haghaidh Rialtas Lárnach agus ionaid eile Rialtais ar leibhéil Náisiúnta, Earnála agus Áitiúla. Réimse catagóirí faoi chonradh Le cinntiú go bhfuil monatóireacht á déanamh ar an 30 catagóir is mó caiteachas sa tseirbhís phoiblí go leanúnach d’fhonn cumhdach lárnach conartha a leithreasú. Doiciméid Chaighdeánaithe Doiciméid chaighdeánaithe teimpléid a chur ar fáil le haghaidh úsáid sa phróiseas soláthair. Úsáid conarthaí/creat lárnach ag cliant Le cinntiú go bhfuil an líon barrmhaith cliaint seirbhíse poiblí ag úsáid conarthaí agus creata atá ar fáil go lárnach.

Táscaire Feidhmíochta

Dul chun cinn in 2013 Progress in 2013

Spriocanna buiséid/luacha ar airgead a aithníodh sna Ráitis Aschuir Bhliantúla a bhaint amach. Riachtanas laghdaithe maoiniúcháin lárnaigh mar gheall ar choigilteas costais méadaithe i rith soláthar. Líon foirne laghdaithe in aonaid soláthair áitiúla mar gheall ar ghníomhaíocht láraithe mhéadaithe. Cleachtais ilghnéitheacha chonartha a dhíchur. Costais ghnó a laghdú. Comhleanúchas sa chur chuige chun margaidh maidir le catagóirí. Comhleanúnachas praghasanna ardluacha ar fud na seirbhíse poiblí. Laghdú ar shocrú rollta neamhéifeachtach nó neamhchomhlíontach soláthair.

Aistríodh an tSeirbhís Náisiúnta Soláthair (SNS) go hOifig um Sholáthair Rialtais i mí Eanáir 2014. Tá an t-athbhreithniú deireanach ó OOP maidir leis an tSeirbhís leagtha amach anseo don bhliain 2013. As seo amach is í an Oifig um Sholáthair Rialtais a dhéanfaidh tuairisciú ar dul chun cinn na seirbhísí soláthar, mar chuid den Roinn Caiteachais Phoiblí agus Athchóirithe. . Bhí an Coiste Comhairleach Bainistíochta sásta gur soláthraíodh an Clár Oibre SNS comhordaithe le haghaidh 2013 go héifeachtúil agus go héifeachtach agus i gcomhréir le spriocanna buiséid/ luacha ar airgead. Bunaíodh Bord nua Oifig um Sholáthair Rialtais (OSR) ag deireadh Iúil 2013 agus chomhoibrigh OOP le haistriú foirne ón SNS chuig an OSR. Ó bunaíodh é in 2009, d’fhorbair agus chothaigh SNS oibriúchán 50 go 60 creat /conarthaí comhaontaithe soláthraithe éagsúla go bliantúil. Clúdaíonn na creat/conarthaí comhaontaithe seo réimse leathan earraí agus seirbhísí, iad seo a leanas san áireamh: Fuinneamh, Trealamh TF, Soláthar d’oifigí, cártaí ceannaigh, soláthar d’fheighlithe, éide, feithiclí srl. In 2013, chaith comhlachtaí poiblí beagnach €300m faoi na creat/conarthaí comhaontaithe OOP seo agus de thoradh ar sin choigil siad €45m. Ó thosaigh SNS in 2009, bunaiodh creat/conarthaí comhaontaithe ar a caitheadh €750m, agus coiglíodh €190m. Is ionann sin agus a rá mura mbeadh SNS ann, bheadh ar chomhlachtaí poiblí €190m a chaitheamh ar na hearraí agus seirbhísí céanna. Sholáthar SNS 20% éifeachtúlachta mar gur choigil an státchiste €1 breise do gach €5 a caitheadh faoi chreat/conarthaí comhaontaithe SNS ó bunaíodh é in 2009.

Laghdú ar riarachán a bhaineann le ceannach catagóirí móra earraí agus seirbhísí.

Príomhchuspóir

Táscaire Feidhmíochta Riachtanas laghdaithe seirbhísí dlí asfhoinsithe do cheannaitheoirí agus soláthraithe. Costais laghdaithe trí shimpliú an Phróisis Soláthair. Cloí méadaithe le Dlí an AE agus Dlí Náisiúnta le laghdú iarmhartach ar nochtadh dlí an Stáit. Eolas agus feasacht mhéadaithe ar cheisteanna casta soláthair. Costas agus am laghdaithe atá i gceist le próisis soláthair trí roghnú ceart modheolaíochtaí soláthair.

Ríomhsholáthar Ardán ríomhsholáthair a fhorbairt mar bhealach mór le haghaidh idirbhearta gnó agus leas a bhaint as gach deis éiritheach leictreonach.

Dul chun cinn in 2013 Progress in 2013

Thug SNS isteach réimse leathan doiciméid dlí chaighdeánaithe. Tá siad seo in úsáid anois ar fud na seirbhíse poiblí. Laghdaíonn na doiciméid seo an gá le hidirghabháil dhlíthiúil agus cabhraíonn siad chun cloí leis an dlí soláthar náisiúnta agus an AE.

I rith 2013 lean SNS ag cur deasc cabhrach ar fáil do cheannaitheoirí na seirbhíse poiblí ar fud na tíre, chun cuidiú leo socruithe cuí soláthair a dhéanamh agus luach cuí ar airgead a fháil agus iad i mbun soláthair dá Ranna agus Oifigí féin. Aontaíodh treoir i leith modheolaiocht chaighdeánaithe coigiltis ar fud na Seirbhíse Poiblí in 2013 chomh maith agus cuireann gach earnáil faoi leith réamhfhaisnéis coigiltis airgead glan chuig OSR gach ceathrú. Seoladh uasghrádú ar an suíomh gréasáin náisiúnta ríomhthairiscintí ar an 12 Samhain 2012, agus cuireadh an fheidhmiúlacht fheabhsaithe seo i láthair ceannaitheoirí earnála poiblí trí thaispeántais ar fud na tire agus déantar monatóireacht leanúnach ar an méadú úsáide atá á bhaint as an gcóras.

Chun an Straitéis ríomhRialtais 2012-2015 a chur chun cinn ar shlí céimnithe thosaigh SNS tionscnamh cártaí ceannaigh ar íseal-luach, chun an méid sonraisc a úsáidtear ar fud na seirbhíse poiblí a laghdú.. Leanadh le suíomhanna idirlín SNS www.procurement.ie agus www.etenders.ie i rith 2013.

Príomhchuspóir Oideachas agus Forbairt Deiseanna foghlama, forbartha agus treorach a sholáthar do chustaiméirí agus soláthraithe seirbhíse poiblí.

Táscaire Feidhmíochta

Dul chun cinn in 2013 Progress in 2013

Lean SNS ar aghaidh lena n-ócáidí ard-phróifíle chun cur ar chumas soláthraithe ar fud na tíre buaileadh le soláthróirí na Seirbhíse Poiblí. D’éascaigh an SNS roinnt ócáidí ar fud na hÉireann i rith 2013. Go dtí seo d’fhreastal 4,500 soláthraí ar ócáidí a chuir SNS ar siúl nó ar ar fhreastail an tSeirbhís. Tá na hócáidí seo ag leanacht ar aghaidh de bharr go bhfuil breis éilimh ar chaidreamh mar seo ar bhonn leanúnach. Bhí 2 ócáid mhóra “ Buail le Ceannaitheoirí” ar siúl in 2013 • Béal Feiriste 13 Meán Fómhair. • Baile Átha Cliath 17 Deireadh Fómhair. Cumarsáid le Soláthraithe Bhunaigh SNS bealaí éagsúla cumarsáide le soláthraithe sa mhargadh. Bhí Grúpa Oibre Fiontair Bheaga agus Mheánmhéide (SME) ar a raibh ionadaíocht ag réimsí gnó éagsúla (IBEC, ISME, SFA) agus earnálacha éagsúla sa tseirbhís phoiblí, antábhachtach. Téann SNS i ngleic ar bhealach réamhghníomhach leis na hábhair a phléitear.

Príomhchuspóir 4.

Táscaire Feidhmíochta

Progress in 2013

Cuspóirí ar fud Eagraíochtaí Éagsúla

Seirbhís tacaíochta éifeachtúil agus éifeachtach a sholáthar chun cur i bhfeidhm príomhchuspóirí OOP a éascú.

Dul chun cinn in 2013

Spriocanna Oibre a aithníodh sna Cláir Bhliantúla Oibre a bhaint amach.

Bhí an Coiste Comhairleach Bainistíochta sásta go raibh an Clár Oibre comhaontaithe le haghaidh 2013 soláthartha go héifeachtúil agus go héifeachtach i gcomhréir le spriocanna a bhí socraithe ag tús na bliana.

Spriocannabuiséid/luacha ar airgead a aithníodh sna Ráitis Aschuir Bhliantúla a bhaint amach.

Baineadh amach na spriocanna aschuir a bhí socraithe san Imleabhar Meastachán Athmheasta nach mór. Ba é an Caiteachas Comhlán ar Vóta OOP in 2013 ná €399.205m, méid arbh ionann é agus an leithdháileadh Vóta (99.6%) a bhí ar fáil. Ba é iomlán na Leithreasaí i gCabhair ná €26.041m.

Spriocanna san Athbhreithniú Cuimsitheach ar Chaiteachas a bhaint amach.

Chomh maith le Vóta OOP, ba é an caiteachas a bhí tabhaithe ar thionscadail ar son Ranna Rialtais eile ar bhonn gníomhaireachta i rith na bliana ná €68.351m. Tá ról lárnach ag OOP mar chomhairleoir don Rialtas maidir le cláir oibre cliaint i réimsí na hailtireachta, bainistíochta tionscadail agus bainistíocht riosca tuilte.

Rinne OOP uasghrádú ar a Chóras Bainistíochta Airgeadais, seirbhísí baincéireachta agus córas párolla agus ba é an chéad eagraíocht Rialtais a bhí inoiriúint do SEPA, freastal ar athcheartaithe Cháin Conarthaí Iomchuí (RCT) agus Comhaontú Bhóthar Haddington a chur i bhfeidhm.

In 2013 bhain OOP breis úsáide as seirbhísí baincéireachta leictreonacha agus fuarthas réidh le seiceanna mar mhodh íocaíochta párolla agus costais taistil agus cothabhála. Chomh maith leis sin laghdaíodh an líon seiceanna a híocadh le tiarnaí talún agus conraitheoirí. Tugadh isteach cárta ceannaigh OOP in 2013 do 42 úsáideoir agus leathnófar amach an tseirbhís seo in 2014.

Solúbthacht níos mó i soláthar seirbhísí.

Príomhchuspóir

Táscaire Feidhmíochta

Dul chun cinn in 2013 Progress in 2013 Rinneadh dréacht nua den Straitéis Teicneolaíochta Faisnéise agus Cumarsáide (TFC) in 2013 agus beidh athbhreithniú le déanamh air de bharr torthaí an athbhreithnithe Acmhainne agus Cumais ar fheidhm na Bainistíochta Punann Eastáit. Léirigh cleachtas forbartha na Straitéise go raibh feabhas ag teastáil i leith comhroinnt faisnéise i réimsí ar leith laistigh d’OOP agus táthar ag dul i ngleic le cuid de na heasnaimh sin i láthair na huaire. Breathnófar arís ar an dréacht Straitéis TFC in 2014 chun torthaí na hAthbhreithnithe Acmhainne agus Cumais a chur san áireamh, maraon le Straitéis TFC an Rialtais mar atá leagtha amach i bPlean Athchóirithe na Seirbhíse Poiblí 2014-2016. Tá Córas comhtháite Bainistíochta Leabharlainne (CBL) forbartha ag OOP a ligean don fhoireann ag gach suíomh teacht ar eolas atá á choinneáil inár leabharlanna éagsúla. De bharr CBL na hOifige i gcomhar le Leabharlann Marsh, is féidir rochtain phoiblí ar líne a fháil ar chatalóg de bhailiúchán Benjamin Guinness, Tiarna Uíbh Eachach, atá ar iasacht ag an Stát faoi láthair, i Farmleigh. Taréis próiseas tairisceana, tugadh conradh ar lámh i mí Meán Fómhair 2013 do thionscadal scanta chun digitiú a dhéanamh ar chartlann uathúil, stairiúil luachmhar OOP ina bhfuil 67,000 líníocht ailtireachta/suirbhéanna Séadchomharthaí Náisiúnta.

Is eagraíocht foghlama leanúnaí í OOP a bhfuil na huirlisí riachtanacha go léir aici chun bainistíocht eolais a dhéanamh le tacú lenár bhfeidhmeanna sainordaithe. Oiltear an fhoireann go dtí na leibhéil is airde, agus tá siad eolach ar an gcleachtas is fearr a chur i bhfeidhm sa timpeallacht bhainteach ghnó.

Leanadh den obair ar Straitéis Foghlama agus Forbartha (F agus F) OOP in 2013.Aithníodh inniúlachtaí atá ar fáil, trí anailís a rinneadh ag leibhéal Rannóige, i gcomparáid leis na hinniúlachtaí a bhfuil gá leo le haghaidh soláthar éifeachtach riachtanais tosaíochta gnó, agus táthar ag dul i ngleic leis seo trí phleananna gníomhaíochta F agus F. Táthar ag súil go gcuirfidh an tAthbhreithniú Acmhainne agus Cumais leis an Straitéis Foghlama agus Forbartha sa réimse Bainistíochta Punann Eastáit. Thosaigh clár oiliúna bainistíochta do na bainisteoirí go léir a bhfuil freagracht orthu as Fostaithe Tionsclaíocha Stáit agus críochnaíodh é in 2013. Díríodh ar fheabhas a chur ar fheidhmíocht eagraíochtúil trí fheabhsúchán próisis gnó a mhéadú agus díríodh freisin ar athrú cumais bainistíochta. D’fhreastail ochtar den fhoireann ó trí réimse gnó OOP ar chúrsaí traenála Lean Six Sigma i rith mhí Dheireadh Fómhair 2013 agus bhain siad amach teastas ag leibhéal an Chreasa Ghlais. Chomh maith leis sin fuair beirt den fhoireann traenáil go leibhéal an Chreasa Bháin. Tacóidh an cumas a bhain siad amach seo leis an eagraíocht, chun próisis a fheabhsú ar fud na heagraíochta.

Príomhchuspóir

Táscaire Feidhmíochta

Dul chun cinn in 2013 Progress in 2013 Chríochnaigh aonad Comhairleach Gnó na Ranna Caiteachais Phoiblí agus Athchóirithe athbhreithniú Acmhainne ar an rannóg Bainistíochta Riaracháin Riosca Tuilte sa dara ceathrú de 2013. Tá na moltaí a rinneadh san athbhreithniú sin á meas faoi láthair agus cuirfear i bhfeidhm iad in 2014. Taréis cleachtas tairisceana poiblí, d’fhostaigh OOP saineolaithe seachtracha chun dul i gceann Athbhreithniú Acmhainne agus Cumais ar Fheidhmiú na Bainistíochta Punann Eastáit (seachas Oidhreacht) agus a cuid beartas i leith athchóirithe bainistíochta sóchmhainní readmhaoine ar fud na seirbhíse poiblí in 2013. Bhí an tionscadal seo ar cheann de na moltaí a bhí sa Phlean um Sholáthar Bainistíochta Sóchmhainní Réadmhaoine agus tá sé críochnaithe anois.

Deiseanna ardaithe céime atá bunaithe ar fhiúntas a fheabhsú.

Seirbhísí den chéad scoth do chustaiméirí, idir inmheánach agus sheachtrach, mar a bhí dearbhaithe ag aiseolas agus suirbhéanna.

Leanadh ag glacadh páirte i gCláir socrúcháin oibre in 2013. Lean OOP ag tacú le cláir foghlama agus cuardaitheoirí poist trí shocrúcháin do chéimithe agus scéimeanna JobBridge. Thosaigh 6 shocrúchán JobBridge sa dara leath de 2013. Coinníodh 24 céimí ailtireachta ar an gclár oiliúna céimithe Ailtireachta agus coinníodh 30 céimí innealtóireachta ar an gclár oiliúna céimithe innealtóireachta 3 bliana. Rinneadh suirbhé seachtrach Seirbhíse do Chustaiméirí in 2013 chun fháil amach cén chaoi a raibh ag éirí linn i gcomparáid leis na gealltanais a thugamar dár gcustaiméiri sa Phlean Gníomhaíochta agus Cairt do Chustaiméirí. Tá athbhreithniú á dhéanamh ar Phlean OOP do Chustaiméirí agus cuideoidh torthaí an tsuirbhé in ullmhúchán an Phlean nua. Críochnaíodh suirbhé Comharthaíochta ar shuíomhanna oidhreachta treoraithe in 2013. Cuideoidh torthaí an tsuirbhé chun monatóireacht a dhéanamh ar chomhlíonadh na riachtanas faoi Acht na dTeangacha Oifigiúla 2003. Forbraíodh suíomh idirlín chorparáideach nua OOP in 2013. Beidh athbhreithniú leanúnach á dhéanamh ar www.opw.ie in 2014 chun fáil amach conas breis seirbhísí a sholáthar ar líne.

Bunaíodh Coiste Bainistíochta Eolais agus Taifead ar fud na gclár chun: • Saineolaí seachtrach bainistíochta taifid a fháil agus a cheapadh chun réamh-mheasúnú a ullmhú ar chórais bhainistíochta taifid OOP. Tugadh faoin bpróiseas seo i rith 2013. Roghnaíodh Sainchomhairleoir i mí na Nollag agus tosóidh an obair in 2014; • Scrúdú a dhéanamh ar chur i bhfeidhm córas bainistíochta taifead ar fud OOP i gcomhréir le ISO 15489. Tosóidh an Comhairleoir ag obair ar an bplean mar a léiríodh sa réamh-mheasúnú, a chur i bhfeidhm in 2014. Cuideoidh seo leis an aidhm chun próisis ghnó chomhtháite, ceann go ceann, a chur i bhfeidhm i gcláir agus i bhfeidhmeanna éagsúla na hOifige. I rith 2013, rinne na Seirbhísí Pearsanra agus Forbartha obair réamhullmhúcháin d’aistriú foirne chuig PeoplePoint (Seirbhísí Comhroinnte AD) i mí Feabhra 2014.

Tá tuiscint agus eolas ag baill foirne aonair ar a ról taobh istigh dá réimse oibre agus tá siad ag cloí leis an ról sin agus tá a spriocanna á mbaint amach acu.

Spriocannaa leagadh amach i bPlean Gníom haíochta OOP le haghaidh Chur i bhFeidhm Chomhaontú na Seirbhísí Poiblí 2010 – 2014 (Comhaontú Pháirc an Chrócaigh) a bhaint amach.

Cuireadh le chéile Plean um Sheachadadh Seirbhísí Seachtracha OOP, a bhí mionsonraithe agus socharbhunaithe, mar pháirt de Chéim 2 na n-aighneachtaí chuig an Roinn Caiteachais Phoiblí agus Athchóirithe in 2013. Bhí OOP gníomhach ina bhfreagairt d’athcheartaithe na Roinne Caiteachais Phoiblí agus Athchóirithe ar an gCóras Bainistíochta agus Forbartha Feidhmíochta (CBFF), trí phlé comhpháirtíochta, feidhmiú coigeartaithe agus aiseolas ó úsáideorí a chur ar fáil don Roinn Caiteachais Phoiblí agus Athchóirithe. Cheap Coiste Comhpháirtíochta OOP fo-ghrúpa chun an bealach is fearr a fháil, le CBFF a chur ar chomhréim le haidhmeanna straitéiseacha na hOifige. Rinne an grúpa sraith moltaí praiticiúla ina dtuairisc agus rinneadh obair orthu siúd in 2013 In 2013 fuair OOP rátáil comhlíonta de 98% ar thuairisc dheiridh na Roinne Caiteachais Phoiblí agus Athchóirithe do CBFF don bhliain 2012. Mar pháirt d’oibríochtai OOP ó lá go lá, táthar ag leanacht ag cur i bhfeidhm forálacha Comhaontaithe na Seirbhíse poiblí 2013-2016, taréis an chomhaontaithe pá nua.

Príomhchuspóir

Táscaire Feidhmíochta

Dul chun cinn in 2013 Progress in 2013

In 2013, láimhseáil OOP an trasdul foirne agus seirbhísí ón tSeirbhís Náisiúnta Solathair chuig an Oifig um Sholáthair Rialtais a thosaigh ag feidhmiú ar an 1 Eanáir 2014, i gcomhar leis an Roinn Caiteachais Phoiblí agus Athchóirithe chun aistriú na feidhme soláthar lárnach a éascú. Luach a fháil trí úsáid a bhaint as socruithe láraithe soláthair.

Bhain OOP leas as conarthaí SNS le haghaidh earraí agus seirbhísí coiteann de réir mar ba ghá.

Conarthaí cuí OOP ar fáil le bheith úsáidte ag an tseirbhís phoiblí i gcoitinne, a mbeidh laghdú comhfhreagrach ar am agus acm- hainní foirne na seirbhíse poiblí i gcoitinne mar thoradh orthu. Scileanna imleora ag baill foirne uile OOP a bhíonn páirteach i gcleachtaí so- láthair suntasacha.

D’fhreastail 58 ball foirne ar chúrsaí oiliúna soláthar in 2013. D’oibrigh OOP in 2013 ar nósanna imeachta a fhorbairt chun comhairligh a fháil le haghaidh conarthaí a raibh luach measta faoi bhun €50,000 orthu, le CBL san áireamh. Cuireadh díreach a bhí sa mhodh soláthair a úsáideadh. Sa chás seo, cuimsíonn cuireadh díreach lorg tairiscintí ó chleachtais ar liosta atá bunaithe ar bhonn oscailte agus oibiachtúil agus a oibrítear trí uainíocht dhian. Tairgeann an modh seo buntáistí do OOP, a bhfuil riachtanas athfhillteach uirthi seirbhísí a fháil agus ar mian léi córas leanúnach soláthair atá dea-eagraithe a choinneáil, fad is a fheabhsaítear teacht do chleachtais ar mian leo leas a bhaint as deiseanna soláthair phoiblí. Tá OOP chun tosaigh agus ag infheistiú i gcur i bhfeidhm ‘Cumhacht @ Obair a Bharrfheabhsú’ i ngach ceann de na foirgnimh mhóra i bpunann OOP. Leathnaíodh amach an clár in 2013 trí mhaoiniú breise a chur ar fáil ar Vóta ón gCiste tobhach carbóin agus méadóidh sé seo arís in 2014. Meastar go bhfuil coigilteas fuinnimh 17% i gceist i láthair na huaire, méid arb ionann é agus €4.2m den chostas fuinnimh bliantúil. Is é costas reáchtála an fheachtais ná tuairim is €1m, rud a thugann glanchoigilteas de €3.2m. Tá coigilteas breise pleanáilte agus meastar gur féidir sprioc 20% a bhaint amach. Déantar coigilteas ar vótaí Roinne/cliaint.

Bainistíocht Oifig na nOibreacha Poiblí 2013

Cathaoirleach Ms Clare McGrath

Coimisinéir Mr John Sydenham

Bainistíocht Phunann Eastáit Bainistíocht Mhaoine Mr John Curtin, ACE Mr Ken Moore, PO Bainistíocht Thionscadail Mr Brian Allen, PO Mr. Michael Fennelly, PO Seirbhísí Suirbhéireachta Chainníochta Mr Aidan Quinn, PQS Bainistíocht Phunnan Eastáit Faisnéis & Córais Mr. John Gallagher, ACE

Stiúrthóir Seirbhísí Ailtireachta Mr Ciaran O'Connor

Coimisinéir Mr John McMahon

Bainistíocht Phunann Eastáit Cothabháil Mhaoine

Bainistíocht Phunann Eastáit

Ms Angela Rolfe, APA Seirbhísí SC Mr. Aidan Quinn, PQS Maoin Stairiúil Náisiúnta Mr. George Moir Séadchomharthaí Náisiúnta Mr Frank Shalvey, PO Meicniúil & Leictreach Mr. Jim O'Sullivan, ACE Caomhnú Mr. John Cahill, APA Bainistíocht Tionscadal Forais Chultúrtha & Bainistíochta Ealaíne

Seirbhísí Ailtireachta Mr Liam Egan, APA

EOCHAIR -Coimisinéirí na nOibreacha Poiblí - Coiste Comhairleach Bainistíochta

Seirbhísí Ailtireachta Ms. Edel Collins, APA

Stiúrthóir Seirbhísí Innealtóireachta Mr Tony Smyth

Bainistíocht Riosca Tuilte (BRT) BRT & Measúnú Sonraí BRT Bainistíocht Tuilte Dearadh Fóirithinte Tuilte Mr Mark Adamson, ACE Hidiméadrach Hidreolaíocht & Cosaint Chósta Mr Tom Bolger, ACE Cothabháil Draenáil Airtéirigh Mr Michael Collins, ACE Riarachán BRT Mr Liam Basquille, PO Seirbhísí Innealtóireachta Sibhialta & Struchtúrtha Mr. John Gallagher, ACE

ACE – Príomhinnealtóir Cúnta APA – Príomhoide Ailtire Cúnta PO – Príomhoifgeach PQS – Príomhshuirbhéir Cainníochta

Stiúrthóir Seirbhísí Náisiúnta Soláithair Mr Vincent Campbell

Stiúrthóir Seirbhísí Corparáideacha Ms Eilís O'Connell

An tSeirbhís Náisiúnta Soláthair

Seirbhísí Corparáideacha

Mr Martin Bourke, PO Mr Brian Brogan, PO

Pearsanra & Fobartha Ms Eileen Leahy, PO

Seirbhísí Foilseacháin Rialtais & Toghcháin

Airgeadas & Cuntas, Saoráil Faisnéise & Seirbhísí Dlí Mr Mick Long, PO TFC Mr Liam Stewart, PO Seirbhísí Corparáideacha Ginearálta san áireamh Oifig faisnèéise agus Preasa, aonad Polasaí, Leabharlann, Saoráidí Inmheánacha

An Obair a Dhéanann OOP Ráiteas Misin OOP Is é misean Oifig na nOibreacha Poibli ár dtaithí agus ár saineolas a úsáid in ár réimsí sainordaithe oibríochta chun seirbhísí comhroinnte nuálacha, éifeachtacha agus inbhuanaithe a chur ar fáil don phobal agus dár gcliaint. Baineann príomhfheidhmeanna Oifig na nOibreacha Poiblí (OOP) le trí réimse oibríochta:

• Bainistiú Phunann Eastáit; • Bainistíocht Riosca Tuilte; • Soláthar; agus tugann na Seirbhísí Corparáideacha tacaíocht sna réimsí oibríochta seo. Is é príomhchúram Oifig na nOibreacha Poiblí seirbhísí a sheachadadh do chustaiméirí. Is iad an pobal, an Rialtas, Rannóga eile, Oifigí, Gníomhaireachtaí agus an tSeirbhís Phoiblí go ginearálta ár gcustaiméirí .

Bainistíocht Phunann Eastáit Fís:

A bheith mar an ceannasaí aitheanta ag leagan síos an chaighdeáin do bhainistiú agus do chaomhnú ár bhfoirgnimh agus ár n-oidhreacht.

Cuirtear na seirbhísí Maoine agus Oidhreachta ar fáil faoi láthair faoin gceannteideal Bainistíochta Punann Eastáit (BPE). Tá punann leathan agus éagsúil maoine ina bhfuil 597 Oifig, 886 cóiríocht Gardaí agus 780 suíomh Oidhreachta faoi chúram OOP.

1. Maoin Cuireann Oifig na nOibreacha Poiblí seirbhísí comhroinnte ar fáil do Ranna agus do Ghníomhaireachtaí an Rialtais láir i réimse na bainistíochta maoine agus na cothabhála maoine ar a n-áiritear seirbhísí ailtireachta, innealtóireachta, luacháil, suirbhéireacht chainníochta, bainistíocht tionscadail agus seirbhísí bainistíochta saoráidí. Cuireann OOP seirbhís láraithe cóiríochta oifige ar fáil do Ranna/Gníomhaireachtaí Stáit gan aon táille. Cuireann OOP sainchomhairle phroifisiúnta agus theicniúil ar fáil don rialtas agus do roinnt Ranna Stáit maidir le mór thionscadail tógála. San áireamh bíonn tionscadail mar thógáil fhoirgnimh nua, athchóiriú ar fhoirgnimh atá ann cheana, athruithe, feabhsúcháin, deisiúcháin agus feistiú ar fhoirgnimh nua nó foirgnimh atá ann cheana maraon le hathdheisiúchán agus caomhnú ar an réadmhaoin stairiúil, tírdhreachú agus oibreacha seachtracha. Cuireann OOP seirbhís chothabhála pleanáilte ar fáil don phunann iomlán maoine atá in úinéireacht nó ar léas ag an Stát, ina bhfuil Ranna Rialtais agus Gníomhaireachtaí Stáit lonnaithe. Déanann seirbhísí cothabhála maoine mionoibreacha caipitil ar nós feistiú, uasghrádú agus athchóiriú oifigí do Ranna/Gníomhaireachtaí Rialtais eile. Cuireann an rannóg seo comhairle ar fáil maidir le Sláinte agus Sábháilteacht agus Tine agus Slándáil. Bíonn na cúraim seo a leanas, i measc cúraim eile, mar chuid de bhainistíocht an phunainn réadmhaoine:

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Caomhnú agus cosaint leas OOP ina réadmhaoin uile, réadmhaoin ruílse nó réadmhaoin ar léas. Uasmhéadú luach bunúsach phunann maoine an Stáit. Déileáil le fáltais agus diúscairtí maoine an Stáit. Bainistiú léasanna tráchtála maidir le cíos agus táillí seirbhíse a íoc, leas a bhaint as briseadh léasa agus géilleadh maoin léasaithe barrachais srl. Ceadúnú Tráchtála – ceadúnais theileachumarsáide leathanbhanda, Tetra agus 3G le cur san áireamh. Bainistiú na riachtanas a eascraíonn as Acht Maoine an Stáit 1954. Déileáil le maoin Iontaobhais thar ceann an Stáit.

Príomhghnóthachtáil Leanúnach agus Buaicphointí maidir le Réadmhaoin

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Is é príomhchúram OOP barrfeabhais cóiríochta a bhaint amach chun freastal ar Ranna Rialtais ina ndualgas i seachadadh seirbhísí poiblí ar bhealach éifeachtach agus éifeachtúil, agus a chinntiú go mbeidh an costas is ísle ar an réadmhaoin. Déantar athbhreithniú leanúnach ar pholasaithe chun a chinntiú go bhfreastalófar ar an mbealach is fearr ar riachtanais na Ranna/Oifigí, maidir le suíomh, méid, costas, inbhuanaitheacht agus go bhfreastalófar ar riachtanais faoi leith freisin. Forbraíodh sonraíocht nua chaighdeánaithe le haghaidh ionad oibre oifige in éineacht le hathbhreithniú ar noirm leithdháilte spás oifige OOP.

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Cóiríocht Oifige na Státseirbhíse ag Deireadh 2013 • 394 Léas in 344 foirgneamh • 253 Foirgneamh Oifige faoi úinéireacht • 865,189.96m cearnach / 9,312,827.22 troigh cearnach • 40% ar Léas (achar) • 60% faoi Úinéireacht (achar)

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Tharla dul chun cinn suntasach i gcórais chothabhála laistigh den Státseirbhís de bharr Chiorclán 1/13 ( a cuireadh in ionad Chiorclán Uimh. 1 de 1994 ón Roinn Airgeadais). Tugadh faoi chlár Cothabhála Pleanáilte chun oibreacha riachtanacha ar chostas breis is €1.5m a dhéanamh in 2013. Chuir seo tús le hathrú ó sheirbhís cothabhála frithghníomhach go seirbhís cothabhála réamhghníomhach. Tugadh 9,000 ordú oibre ar chostas €10.8m in 2013.

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Rinneadh ath-thairiscint agus ceapadh Riarthóir nua Suirbhéireachta Cainníochta agus Conarthaí d’fheidhmiú Conarthaí Cothabhála ar Théarma Tomhaiste do cheantar Bhaile Átha Cliath in 2013.

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D’ordaigh Seirbhísí Cothabhála Maoine 70 conradh mionoibreacha ar chostas €21m in 2013.

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Críochnaíodh bothanna Cárta Seirbhísí Poiblí in oifigí na Roinne Coimirce Sóisialaí i mBaile Átha Cliath, Port Láirge agus Gaillimh agus in oifigí áitiúla eile ar fud na tire.

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Críochnaíodh obair fheistithe agus throscáin ar Bhloc 3 i bhfoirgneamh an Rialtais in Inis, do na Coimisinéirí Ioncaim chun freastal ar an rannóg cánach maoine nua. Críochnaíodh an obair i dtrí chéim ar leith, laistigh d’am ghairid chun go mbeadh an obair críochnaithe in am do thús an chórais cánach maoine nua.

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Athchóiríodh 49 cillín in 11 Stáisiún Gardaí ar chostas iomlán de €2.079m. Críochnaíodh mionoibreacha caipitil freisin ar stáisiún Gardaí i Mainistir Fhear Maí, Corcaigh agus Éadan Doire. Rinneadh móroibreacha athchóirithe ar stáisiúin Ghardaí sa Bhlarna, Cill Chainnigh, Béal Átha na Muice agus Dún Droma. Cuireadh cóiríocht nua ar fáil do Choimisinéir Réigiúnach na nGardaí in Oifigí an Rialtais, Bóthar Hebron, Cill Chainnigh.

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Oibreacha feistithe agus soláthar troscán d’Oifigí PeoplePoint .

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Críochnaíodh tógáil Stáisiún Garda Cósta nua ag cé na gCealla Beaga, i gContae Dhún na nGall i mí na Samhna 2013. Chuir an Roinn Iompair, Turasoireachta agus Spóirt an maoiniú ar fáil don tionscadal.

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Críochnaíodh tionscadal chun cóiríocht a chur ar fáil do 20 Ceann-Eagraíocht Náisiúnta Spóirt i mBaile an Aba, Baile Átha Cliath 15, thar ceann an Údaráis Forbartha an Champais Náisiúnta Spóirt.

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Bhí OOP páirteach i gconarthaí tógála scoileanna nua don Roinn Oideachais agus Scileanna i gCionn tSáile, Mainistir na Corann, Caladh an Treoigh, Éadan Doire (dhá scoil) agus Mionlach. Beidh siad críochnaithe agus réidh in 2014. Tá roinnt tionscadal scoileanna eile ag an staid deiridh pleanála agus tosófar á dtógáil in 2014.

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Tosaíodh obair uasghrádaithe ar shaoráidí na Gníomhaireachta Fáiltithe agus Imeasctha i dTrá Lí agus Cill Áirne, Co. Chiarraí, i gCnoc an Lisín, Co. an Chláir agus ar Bhóthar Chionn tSáile,

Corcaigh.

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Tá Miondearadh do Stáisiún do Gharda Cósta nua á tharraingt suas faoi láthair. Táthar ag súil go dtosófar ar an obair thógála go luath sa cheathrú deiridh do 2014.

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Thosaigh obair ar an Áis Ceartas Óige i mBaile an Oibricigh, Lusca i mí Meán Fómhair 2013. Tá an tionscadal conraithe agus bainistithe ag OOP thar ceann Sheirbhís na hÉireann um Cheartas i leith an Aosa Óig.

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Leanadh de riarachán Chomhaontú Tionscadail PPP an Lárionaid Náisiúnta Comhdhála / Ionad Comhdhála Bhaile Átha Cliath, monatóireacht ar fheidhmíocht an NCC/CCD, san áireamh, i rith 2013. Seo í an ceathrú bliain don Ionad Comhdhála agus leanadh ag baint amach na spriocanna a bhí leagtha síos faoin gComhaontú Tionscadail.

2. Oidhreacht Is í OOP an phríomhghníomhaireacht sa tir i réimse na cothabhála agus tíolacaithe réadmhaoine chultúrtha agus oidhreachta agus tá si freagrach as bainistiú na Séadchomharthaí Náisiúnta agus an Réadmhaoin Stairiúil ar fad. Is iad Seirbhísi Oidhreachta OOP ná: • Seirbhís na Séadchomharthaí Náisiúnta; • Seirbhís Sealúchais Náisiúnta Stairiúla (NHP); agus • Seirbhís na gCuairteoirí Tá OOP freagrach as maoin oidhreachta atá faoi chúram an Stáit (faoi úinéireacht nó faoi chaomhnóireacht an Stáit). Tá na cúraimí seo a leanas ar OOP i leith maoin oidhreachta thógtha an stáit : • Bainistiú, cothabháil agus caomhnú breis is 780 séadchomhartha náisiúnta; • Bainistiú réimse de shealúchas náisiúnta stairiúla, mar Pháirc an Fhionnuisce agus breis is 20 sealúchas eile (m.sh. Gáirdíní Heywood, Garraithe Náisiúnta na Lus, Cúirt Ioma); • Áiseanna ateangaireachta iomlána agus seirbhís Treoraithe iomlán a chur ar fáil ag 70 suíomh. Is cur chuige cothabhála, caomhnaithe agus tíolacaithe a bhíonn ag Seirbhísí Oidhreachta OOP. Tá dualgas caomhnaithe ar an oifig, cothabháil a dhéanamh ar an oidhreacht thógtha ar fad atá faoi chúram an Stáit agus tá ról gníomhach aici i leith tíolacais agus rochtain phoiblí.

Príomhghnóthachtáil Leanúnach agus Buaicphointí Oidhreachta

• Tacaíocht lóistiochta do phríomhimeachtaí in 2013, mar na Laethanta Náisiúnta Cuimhneacháin, Cuimhneachán an Ghorta Mhóir, Lá ANZAC agus Comóradh Céad Bliain Frithdhúnadh 1913 agus bunú Óglaigh na hÉireann. •

Cheiliúir an Sealúchas Náisiúnta Stairiúla Lá Domhanda na bPáirceanna i bPáirc an Fhionnuisce ar an Domhnach, 15 Meán Fómhair 2013

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Críochnaíodh tionscadal a bhí maoinithe ag Fáilte Éireann chun na cosáin agus bealaí cóiste ag Baile an Chaisleáin, Co. Chill Dara a athchur. De thoradh ar seo tionscnaíodh agus tosnaíodh ag úsáid na dtailte Eastáit i mBaile an Chaisleáin mar mhórionad caitheamh aimsire agus rinneadh an tírdhreach stairiúil deartha a chaomhnú.

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Mar pháirt den ‘Gathering’, chuir OOP, i gcomhar le OÉ Maigh Nuad, an Rolla Morpeth a bhí sínithe ag beagnach 250,000 duine ar taispeáint agus thaistil sé chuig a lán de shuíomhanna OOP, mar Dhoire Fhionnáin, An Geata Mór, Cluain Meala, agus Caisleán Chill Chainnigh i rith na bliana. Rinneadh é seo i gcomhar le OÉ Maigh Nuad agus Caisleán Howard,

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Leanadh de thionscadal móroibreacha caomhnaithe ar Shéipéal Chormaic ag Caisleán Phádraig i rith 2013. Ní amháin gurb é Séipéal Chormaic ceann de na séadchomharthaí luath mheánaoise is tábhachtai in Éirinn ach tá tábhacht náisiúnta agus idirnáisiúnta ag baint leis na hiarsmaí de bhlúirí múrealaíne, atá ag maisiú boghta agus ballaí an chúlbhá.

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Cuireadh Droichead Ard Ara (tugtar Droichead Bhaile Mhic Adaim air freisin) a thrasnaíonn an Abhainn Airgid, agus atá ann ó dheireadh na 13ú haois nó ó thús na 14ú haois faoi chúram an stáit in 2006. Tá obair mhór caomhnaithe á déanamh chun nach dtitfidh an droichead. Lean an obair fhíor-dheacair seo ar aghaidh in 2013, cé gur cuireadh moill ar an obair de bharr go bhfuil an struchtúr fíor-leochailleach.

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Tá móroibreacha caomhnaithe ar siúl ar Chaisleán Bhéal Átha Málais, Co. Chiarraí de bharr go raibh gá stroighin agus concréit a ghlanadh den struchtúr agus chun fadhbanna struchtúrtha eile a réiteach. Ceaptar nach mbeidh an obair ar fad críochnaithe go ceann cúig bhliana eile.

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I mí Iúil 2013 thóg OOP seilbh oifigiúil ar an sean Teach Cúirte i ghill Mhaighneáin ón tSeirbhis Chúirteanna. Tá an Teach Cúirte suite díreach lámh le Príosún Chill Mhaighneáin agus tá sé folamh ó mhí Iúil 2008. Tá sé beartaithe ag OOP foirgneamh Chúirt Chill Mhaighneáin a chur in oiriúint d’úsáid cuairteoirí; seo deis ar leith chun spás breise a réiteach do chuairteoirí agus chun saoráidí coimircíochta, taispeántais, taighde agus sochair choimhdeachta a chur ar fáil. Fuarthas an gealltanas maoinithe ba ghá agus thosaigh obair ar an Teach Cúirte in 2013. Tá sé beartaithe an tionscadal ar fad a bheith críochnaithe in am don chomóradh céad bliain i 2016.

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Is í straitéis an Stáit ná an punann eastát oidhreachta a úsáid chun turasóirí a mhealladh chuig na ceantair ina bhfuil na suíomhanna agus iad a spreagadh chun an méid ama agus is féidir a chaitheamh sa cheantar áitiúil. Chun tacú leis an straitéis seo cuireadh feachtas feasachta/caidreamh poiblí ar siúl i rith Iúil agus Lúnasa 2013. Tá sé seo ar chomhréim le straitéisí tuaithe Fháilte Éireann i leith turasóireachta a fhorbairt.

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Chun cur leis na Tionscnaimh Pobail rathúla seoladh Tionscnamh Oidhreachta Éireann, ag tabhairt cuireadh do ghrúpaí pobail agus áitiúla agus d’údaráis áitiúla aighneachtaí a chur isteach agus a bheith bainteach lenár n-oidhreacht thógtha. Sa tionscnamh deiridh, léirigh pobail a gcuid tuairimí faoi bhealaí leis na suíomhanna áitiúla a chur i láthair. Tá sé beartaithe leanacht leis an gcaidreamh seo leis na pobail sa todhchaí agus díreofar ar réimse de bhearta comhoibritheacha a fhorbairt maidir le caomhnú agus cur i láthair na suíomhanna ar bhealach níos taithneamhaí do chuairteoirí.

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Tá OOP ag brú breis úsáide a bhaint as TFC i mbainistiú agus i gcur i láthair an Eastáit Oidhreachta. Tá roinnt feidhmchláir d’fhóin chliste forbartha ag an earnáil phríobháideach maidir le Suíomhanna Oidhreachta faoi leith atá faoi chúram OOP. Éascaíonn agus tacaíonn OOP leis na tionscnaimh seo trí rochtain a thabhairt ar bhuneolas agus ar ábhar léirmhínitheach srl. Lean an tionscadal Facebook ar aghaidh i 2013 agus bhí 37 suíomh oidhreachta ar líne le suíomhanna gníomhacha Facebook acu faoi dheireadh 2013.

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Bhi roinnt imeachtaí an ‘Gathering’ ar siúl ag suíomhanna oidhreachta OOP, mar oíche shóisialta i gCaisleán Bhaile Átha an Rí i mí Lúnasa ag ceiliúradh nascadh Bhaile Átha an Rí le baile Renews i dTalamh an Éisc i gCeanada, áit ar as ambasadóir Cheanada an tUas. Loyola Hearn.

Gné Chláir BPE: 1. Clár Intreo Is seirbhís nua de chuid na Roinne Coimirce Sóisialaí (RCS) é Intreo. Is ilionad teagmhála atá ann do liúntais tacaíochta ioncaim agus fostaíochta. Cónascann Intreo Seirbhísí Leasa Pobail, FÁS agus an Roinn Coimirce Sóisialaí agus tá sé i gceist córas níos éasca a chur i bhfeidhm, ag tairiscint seirbhísí praiticiúla, struchtúrtha fostaíochta agus tacaíochta do chuardaitheoirí poist agus d’fhostóirí araon. Dúirt an Taoiseach Enda Kenny: “Is céim chun tosaigh an-tábhachtach é Intreo c h u n b u n a t h r ú a c h u r a r a n m b e a l a c h i n a g c u i r t e a r t a c a í o c h t a í i o n c a i m a g u s f o s t a í o c h t a a r f á i l . I s seo príomhghné d’fhreagra an Rialtais ar an ngéarchéim eacnamaíochta agus tacaíonn sé leis na haidhmeanna atá leagtha amach i bPlean Gníomhachta Post an Rialtais agus tionscnaimh ‘Bealaí chun na hOibre’. Nascann sé íocaíocht tacaíochta ioncaim le tacú fostaíochta chun daoine a chumasú agus iad ag lorg fostaíochta agus feabhas a chur ar a ndeiseanna sa saol”. Iarradh ar OOP bunathruithe a chur ar chóiríochtaí a bhí ann cheana féin nó áitribh nua a chur ar fáil don tseirbhís nua ar fud na tíre. Rinne an Oifig comhordú ar staid sceitse na scéime agus críochnaíodh 10 n-oifig poiblí Intreo i 2012 i Sligeach, Óstaí an Rí/Sráid Parnell, Tamhlacht, An tInbhear Mór, Baile Munna, Bun Cranncha, An Chúlóg, Dún Dealgan, Fionnghlas agus Cill Áirne. In Eanáir 2013, thug OOP faoi 33 oifig poiblí Intreo a chríochnú i rith na bliana. Chun dul i ngleic leis an tasc dúshlánach seo, bunaíodh foireann comhtháite feidhmithe ina raibh foirne ó Bhainistíocht Áiseanna RCS, Bainistíocht Réadmhaoine OOP, Cothabháil Réadmhaoine, Seirbhísí Ailtireachta, agus Seirbhísí Bainistíochta Tionscadail páirteach, agus bhí cruinnithe acu uair sa choicís i rith na bliana. Is iad Seirbhísí Ailtireachta, an RCS agus an Bhainistíocht Réadmhaoine le cuidiú ó fhoireann Réigiúnach na Cothabhála Maoine, a roghnaigh na háitribh ar dtús agus a leag amach an réamhscéim agus na hoibreacha cumasúcháin. Nuair a bhí an scéim/leagan amach ceadaithe ag RCS, aistríodh an tionscadal chuig an Oifig Réigiúnach chun é a chur i bhfeidhm láithreach. De thoradh ar a lán de na tionscadail seo, bhí ar Ranna eile aistriú chuig urláir uachtaracha, chun spás a fhágáil ag oifigí poiblí níos mó ar urláir na talún, agus mar sin bhí roinnt conarthaí seiceamhacha mionoibreacha de dhíth. In áiteanna áirithe, tá oifigí Intreo lonnaithe i dhá fhoirgneamh agus mar sin bhí dhá chonradh mionoibreacha le tairiscint agus le cur i bhfeidhm. Rinneadh an obair athchóirithe ar na hoifigí poiblí, na seomraí agallaimh agus seomraí na cúl-foirne sna hoifigí ina raibh oibrithe lonnaithe, i rith na noícheanta agus ag an deireadh seachtaine agus tá sé seo dúshlánach ach tá saineolas agus taithí leathan ag OOP sa réimse oibre seo. Críochnaíodh oifigí poiblí nua Intreo in: Acailll, Baile Átha Luain, Béal an Átha, Baile Formaid, Béal an Mhuirthead, Baile Bhlainséir, Bré, Cathair Saidhbhín, Ceatharlach, Cora Droma Rúisc, An Cábhán, An Clochán, Cluain Meala, Cóbh, Droichead Átha, Dún Laoghaire, Dún Fionnachaidh, An Clochán Liath, Inis, Neidín, Cill Bharróg, Cill Chainnigh, Luimneach, Lios Tuathail, An Longfort, Baile Locha Riach, Cluainín Uí Ruairc, Bóthar na hUaimhe, An Caisleán Nua Thiar,Trá Lí, An Tulach Mhór, Port Láirge agus Loch Garman. 2. Bainistíocht Sócmhainní Maoine D’aithin Plean Rialtais um Athchóirithe na Seirbhíse Poiblí, a foilsíodh i mí na Samhna 2011, bainistíocht réadmhaoine an stáit mar cheann de na príomhghnéithe le hathchóiriú. I mí na Nollag 2012 dhearbhaigh an Rialtas príomhról OOP i dtiomáint an phróisis athchóirithe bainistíochta sócmhainni réadmhaooine, i dtaca lena bpunann maoine féin agus punann maoine na Státseirbhíse araon. Thug an Rialtas aitheantas chomh maith do ról eisiach OOP chun cóiríocht oifige a sholáthair don Státseirbhís agus údarás aonair na hOifige i dtaca le leithdháileadh spás oifige. I mí na Nollag ceapadh Cathaoirleach OOP mar Oifigeach Sinsearach atá freagrach as Forbairt agus feidhmiú Plean um Sholáthar Bainistíochta Sócmhainní Réadmhaoine. Bíonn an SRO ina chathaoirleach ar an nGrúpa Stiúrtha um Bhainistíocht Sócmhainní Maoine, arb é a ról ná athbhreithniú a dhéanamh ar na socruithe bainistíochta maoine atá ann cheana ar fud na hearnála poiblí agus creat a fhorbairt chun

éifeachtúlacht agus luach ar airgead a bhaint as punann maoine an stáit. Cheadaigh an Rialtas an Plean dar teideal “Ag Freastal ar na hAthruithe-An Rath á Thomhas ” chun athchóiriú maoine a chur i bhfeidhm, agus seoladh é ar an 30 Iúil 2013. Leagann an Plean Soláthair amach an bealach ina ndéanfar bainistíocht ar gach gné faoi leith atá luaite i bPlean Rialtais um Athchóirithe na Seirbhíse Poiblí sa ngearrthéarma, sa mheán agus sa bfadtéarma agus dírítear ar: • bearta a bhaineann uasmhéid úsáide as sócmhainní an Stáit; • Feabhas ar acmhainní maidir le comhroinnt faisnéise agus cinnteoireachta; • Atchóiriú socruithe do chomhroinnt agus aistriú sócmhainní maoine laistigh den tSeirbhís Phoiblí Tugann an cur chuige nua seo deiseanna coigiltis dáiríre a dhéanamh, trí chomhroinnt sócmhainní, saineolas agus faisnéis ar fud na seirbhíse poiblí, maraon le hathchóiriú a dhéanamh ar chostais riaracháin agus idirbhearta dlíthiúla maoine chun cumhacht idirbheartaíochta an Stáit a mhéadú. Cuirfidh táscairí feidhmíochta chaighdeánaithe dlús le huasmhéid úsáide a bhaintear as an spás oifige agus dá bharr éascófar comparáidí feidhmíochta foirgnimh agus beidh sé níos éasca na háiteanna a bhfuil feabhsúcháin ag teastáil maidir le héifeachtúlacht spáis agus fuinnimh a aithint. Chun cinnteoireacht a fheabhsú, is dul chun cinn tábhachtach é an clár maoine laistigh den tseirbhís phoiblí, agus is féidir an clar a fheiceáil ar líne.

Bainistíocht Riosca Tuilte Fís : Éifeacht na dtuilte ar an bpobal, ar chlanna, agus áitribh ghnó a íoslaghdú, trí phleanáil inbhuanaithe, treoir, faisnéis agus bearta éifeachtacha a chur i bhfeidhm i gceantair atá i mbaol de bharr tuilte. Is í Oifig na nOibreacha Poibli an ghníomhaireacht cheannasach chun bainistiú a dhéanamh ar riosca tuilte in Éirinn. Tá an Oifig freagrach, mar sin, as bearta agus straitéisí cuimsitheacha um bhainistiú riosca tuilte a fhorbairt agus a chur i bhfeidhm. Is iad príomhfheidhmeanna an chláir seo ná:

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Bearta agus cláir oibre um bhainistiú riosca tuilte a fhorbairt agus a chur i bhfeidhm; Clár éifeachtach cothabhála i leith abhantraí draenáilte a chothú faoi réir fhorálacha na nAchtanna Siltín Airtéirigh: agus

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comhairle a thabhairt don Rialtas i leith bhainistiú agus polasaí bainistíochta riosca tuilte.

Cuireann Bainistíocht Riosca Tuilte tacaíocht ar fáil do réimsí gnó eile OOP agus do Ranna Rialtais trína seirbhísí innealtóireachta struchtúrtha, innealtóireachta meicniúla agus hidiméadrach. De bharr taithí agus saineolas na Bainistíochta Riosca Tuilte tá sí in acmhainn seirbhís lándéanta’a chur ar fáil do chustaiméirí maidir le hoibreacha deartha, tógála agus cothabhála i réimse an fhaoisimh tuilte, maraon le hobair innealtóireachta ghinearálta abhann. De bharr go bhfuil infrastruchtúr áiseanna agus foirne ar fud na tíre ag seirbhísí Bainistíochta Riosca Tuilte, tá siad in acmhainn freastail go maith ar éilimh náisiúnta agus áitiúla. De bharr go bhfuil bunachar sonraí leathan hidiméadrach, ó na 1940adaí ar aghaidh ag OOP agus go ndéantar uasdátú leanúnach air, tá an Oifig in acmhainn comhairle a chur ar fáil do na hÚdaráis Áitiúla ar fud na tíre agus do chomhairleoirí innealtóireachta san earnáil phríobháideach maidir le cúrsaí tuilte. Is í aidhm Bhainistíocht Riosca Tuilte ná éifeacht na dtuilte ar an bpobal, ar chlanna, agus áitribh ghnó a íoslaghdú, trí phleanáil inbhuanaithe, treoir, faisnéis agus bearta éifeachtacha a chur i bhfeidhm i gceantair atá i mbaol de bharr tuilte. Chun tacú leis an aidhm seo, is iad seo a leanas na cuspóirí oibríochta: • Comhairle a thabhairt don Rialtas maidir le forbairt polasaí agus riachtanais reachtúla chun riosca tuilte a bhainistiú; • Cláir agus bearta a fhorbairt, a chomhordú agus a chur i bhfeidm chun an leibhéal riosca tuilte don phobal, áitribh ghnó, infrastruchtúr agus don timpeallacht a laghdú; • Freagraí bainistíochta riosca tuilte a fhorbairt i gcomhréir leis an gcleachtas idirnáisiúnta is fearr; • Clár éifeachtúil cothabhála abhantraí a draenáileadh faoi fhorálacha na nAchtannna Silín Airtéirigh a choimeád; • Straitéis a chur ar fáil chun sonraí spásúla (Córais Faisnéise Geografaí (GIS) a bhainistiú go héifeachtach; • Leibhéal ard scileanna, spreagthacht agus feidhmíochta a choimeád i measc na foirne agus a chinntiú go bhfuil oiliúint oiriúnach orthu chun na tascanna a shonraítear dóibh a chur i gcrích; • Cultúr bainistíochta eolais agus comhroinnt faisnéise a fhorbairt chun freastal ar riachtanais ghnó agus na foirne ; • Córais bhainistíochta airgeadais agus faisnéise a fhorbairt agus a choimeád; • Cultúr cleachtais oibre shábháilte a chothú.

Príomhghnóthachtáil Leanúnach agus Buaicphointí Tuilte

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Bhí rath ar phlé OOP le hÁrachas Éireann maidir le haontú ar Meabhrán Tuisceana a thugann cuntas ar na prionsabail chomhaontaithe maidir leis an tslí chun faisnéis i dtaobh scéimeanna cosanta tuilte OOP a chur ar fáil don tionscail árachais in Éirinn agus an tslí ina n-úsáidfidh siad an fhaisnéis sin. Léireoidh an fhaisnéis seo, a bheidh ar fáil ar shuíomh idirlín OOP ,dearadh, cineál agus méid na cosanta seo agus d’aontaigh Árachas Éireann an t-eolas seo a chur san áireamh agus iad ag meas neamhchosaint ó riosca tuile ón 1 Meitheamh 2014. Tá an fhaisnéis seo á cur ar fáil ar shuíomh idirlín OOP chomh maith.

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Lean an obair ar an gClár um Measúnú agus Bainistíocht Riosca Tuilte Abhantraí (CFRAM) ar aghaidh go maith agus críochnaiodh an mhórobair ar shuirbhéanna abhann agus topagrafach in 2013.

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Rinneadh dul chun cinn maith leis na socruithe Comhpháirtíochta le hÚdaráis Áitiúla (ÚÁ) le Cláir Mhóroibreacha agus Mionoibreacha Caipitil a chur i gcrích. Críochnaíodh ceithre mhórscéim faoisimh tuilte agus thosaigh obair ar 2 mhórscéim nó céimeanna de mhórscéimeanna. Cuireadh maoiniú de €2.3m ar fáil do mhionthionscadail faoisimh tuilte in 2013.

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Rinneadh cothabháil ar suas le 2,253 ciliméadar cainéal abhann agus deisíodh nó rinneadh 240 droichead nua nó struchtúir eile in 2013.

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Díreofar in 2014 ar leanacht ag cur sonraí hidriméadrach (leibhéal uisce agus sreabhadh abhann) breise ar fáil ar líne. Is féidir na sonraí hidiméadracha iomlán ó chartlann OOP a fheiceáil ar an suíomh Sonraí-Uisce.www.opw.ie/hydro. Tá raon de chineáil sonraí ar fáil ar an suíomh. Tá suíomh idirlín nua á chruthú agus ar fáil faoi láthair www.opw.ie/hydrodata. Cuireann sé seo feidhmiúlacht bhreise ar fáil, uasdátú beagnach réad-ama san áireamh, agus leanfar ag cur breis sonraí carlainne ar fáil d’úsáideoirí in 2014

An tSeirbhís Náisiúnta Soláthair Fís:

A bheith mar an rogha soláthraí seirbhísí d’eagraíochtaí na hearnála poiblí

Tá Soláthair Poiblí riachtanach do sheirbhís poiblí éifeachtúil agus an dea-rialachas. Bunaíodh an tSeirbhís Náisiúnta Soláthair (SNS) in Aibreán 2009. Ba sheirbhís chomhroinnte í a chur OOP ar fáil agus ba é a feidhm éifeachtúlacht agus luach níos fearr ar airgead a bhaint amach i soláthair earraí agus seirbhísí coiteann do Sheirbhís Poiblí na hÉireann. Ba chuid de fhorfhís an tSoláthair Poiblí é bunú an SNS, ag cur struchtúir polasaí agus oibríochta ag feidhmiú le chéile. Tugadh an tasc do SNS socruithe soláthair earraí agus seirbhísí coiteann don earnáil phoiblí (seachas an earnáil thógála) a lárú. Tríd na príomhmhargaí a aithint agus anailís a dhéanamh ar na treochtaí soláthair, d’fhorbair SNS cur chuige comhtháite ar fud na seirbhíse poiblí, ag úsáid uirlisí soláthair ar nós comhiomlánú agus creat/conarthaí comhaontaithe. D’oibrigh SNS gan staonadh leis na blianta chun a bheith ina hionad barr feabhais chun comhairle i leith soláthair a chur ar fáil agus chuir siad polasaí soláthair i gcomhréir leis an gcleachtas is fearr agus le tionscnaimh an Rialtais, i bhfeidhm, agus ag an am céanna ag cinntiú go gcloífí le Treoracha an AE agus na Reachtaíochta Náisiúnta. Aistríodh an tSeirbhís Náisiúnta Soláthair (SNS) go hOifig Soláthair an Rialtais (OSR) i mí Eanáir 2014. Tá OSR faoi choimirce na Roinne Caiteachais Phoiblí agus Athchóirithe anois.

Príomhghnóthachtáil Soláthair

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Éifeachtúlacht soláthair a bhain an tSeirbhís Náisiúnta Soláthair amach 2009-2013 Bliain

2009

2010

2011

2012

2013

€m

29.3

8.8

Iomlá

nn €m

Cineál Éifeachtúlachta Togra Caiteachais Laghdaithe Initiative * Éifeachtúlacht Creata ** Ríomhthairiscintí *** Éifeachtúlacht Iomlán € Caiteachas Comhlachtaí Poiblí faoi chreat €m % éifeachtúlachta bainte amach ag SNS

29.3

38.100

13.8

36.5

26.500

108.800

10.0

12.200

11.5

43.700

32.6

46.5

38.700

43.5

190.600

179.8 221.406

285.8

746.406

35.43% 20.55% 14.88% 13.21%

20.34%

59.4

In 2009, de bharr na géarchéime eacnamaíochta, mheas SNS go raibh na praghsanna a bhí comhlachtaí ag íoc trí chonarthaí, ró-ard i gcomparáid le híslú praghsanna an mhargaidh; agus in imthoscaí fíor-teoranta d’fhéadfadh comhlachtaí poiblí diriú ar íslú praghsanna faoi leith ar chonarthaí socruithe. Níl na himthoscaí céanna i réim faoi láthair chun go n-athndéanfaí a léithéid.

Cuimsíonn na figiúirií seo an maoiniú nach raibh ag an Rialtas le leithdháileadh chun íoc as na hearraí agus na seirbhísí a cheannaigh an tSeirbhís phoiblí ó chreat/conarthaí SNS. In 2011, mar shampla chaith comhlachtaí poiblí €179.8m faoi chreat/chonarthaí SNS, ach murach go raibh siad seo ar fáil, bheadh orthu €36.5m breise (€216.3m) a chaitheamh. Seo tagairt do chostas earraí agus seirbhísí agus níl costas tairiscintí trí ríomhthairiscintí san áireamh.

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Seo é an coigilteas de bharr nach raibh gá fógraí a chur i bpáipéir nuachta de bharr an chórais náisiúnta ríomhthairiscintí. Bheadh costas de €640 ar gach fógra, agus mar sin is é bunús na héifeachtúlachta ríofa seo ná trí fhógra méadaithe faoin líon tairiscintí a cuireadh i gcrích.

**** Seo é an céatadán ríofa tríd an Éifeachtulacht Iomlán a roinnt ar shuim na hÉifeachtúlachta Iomláin agus Caiteachas na gComhlachtaí sa tSeirbhís Phoiblí faoi Chreat/chonarthaí SNS ( is ionann sin is a rá, cén caiteachas a bheadh ann murach go raibh creat/chonarthaí SNS i bhfeidhm). In 2011 mar shampla, ba é €46.5m a bhí mar chéatadán de €226.3m (€179.8m + €46.5m). Go hachomair, mar sin, de bharr go bhfuil an céatadán éifeachtúlachta níos airde ná 20%, go hiomlán, as gach €5 a caitheadh faoi chreat/chonarthaí SNS ó 2009, murach an SNS, bheadh ar an Stát €6 a chaitheamh ar na hearraí agus seirbhísí céanna.

Taréis trasdul SNS go OSR, fanfaidh seirbhísí Foilseacháin agus Toghcháin an Rialtais (GPES) faoi OOP. I rith 2013 chuir na Seirbhísí Toghcháin gach rud a bhí riachtanach ar fáil do na Ceann Comhairimh chun a chinntiú go reachtálfaí an dá Reifreann agus fothoghchán na Mí i mí Dheireadh Fómhair 2013 mar ba chóir. I rith 2013, lean an tSeirbhís Náisiúnta Soláthair ag baint amach éifeachtúlacht shuntasach do chliaint ar fud na seirbhíse poiblí, trí bhunú creat agus conarthaí comhaontaithe .

Seirbhísí Corparáideacha Chun a chur ar chumas na foirne Cuspóirí Straitéiseacha na heagraíochta a chur i bhfeidhm. Cuirfidh muid an díogras, an ghairmiúlacht agus an t-ionracas céanna i bhfeidhm in ár ngníomhaíochtaí go léir díreach mar a bhí mar shaintréithe ag ár n- eagraíocht le breis is céad seachtó bliain. I rith 2013, thug na Seirbhísí Corparáideacha tacaíocht inmheánach do thrí réimse gnó OOP – Bainistíocht Phunann Eastáit, Bainistíocht Riosca Tuilte agus Soláthair. Tá Forbairt agus Bainistíocht Acmhainní Daonna, Teicneolaíocht Faisnéise agus Cumarsáide agus seirbhísí eile faoi na Seirbhísí Corparáideacha agus tá siad riachtanach d’obair OOP ó lá go lá. Is í aidhm Seirbhísí Corparáideacha ná cur i bhfeidhm phríomhchuspóirí gnó OOP a éascú. Príomhghnóthachtáil Leanúnach agus Buaicphointína Seirbhísí Corparáideacha

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Lean an Oifig ag cloí le móratóir na seirbhíse poiblí agus fanadh faoi bhun an líon fostaithe ceadaithe faoin gCreat Rialaithe Fostaíochta don bhliain 2013.

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Leibhéal comhlíonta de 98% bainte amach i leith torthaí deiridh CBFF (PMDS ) i 2012.

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Chríochnaigh OOP a beartas bonnlíne Foghlama agus Forbartha i mí Lúnasa 2013 chun go mbeadh ar chumas na foirne féidearthachta Seirbhísí Comhroinnte láir an beartas a mheas.

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Tháinig Comhaontú Bhóthar Haddington a lean Comhaontú Pháirc an Chrócaigh i bhfeidhm ar an 1 Iúil 2013 agus leanfaidh sé go dtí lár 2016. Ba iad na príomhghnéithe ná breis uaireanta oibre don fhoireann, laghdú ar leithdháileadh pá agus athruithe maidir le ragobair. Tá na gnéithe seo á gcur i bhfeidhm i gcomhréir le treoirlínte na Roinne Caiteachais Phoiblí agus Athchóirithe.

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Cuireadh calabrú rátála CBFF ag leibhéal AP/PO i bhfeidhm le bheith mar chlár píolótach go dtí deireadh na bliana 2013.

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Aistríodh an tSeirbhís Soláthair (SNS) go hOifig Soláthair an Rialtais (OSR) i mí Eanáir 2014. Chun cuidiú leis an trasdul seo, rinneadh obair réamhullmhúcháin maidir le socruithe aistrithe foirne SNS i rith 2013.

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Tugadh conradh ar lámh i mí Meán Fómhair 2013 do thionscadal scanta chun digitiú a dhéanamh ar chartlann uathúil, stairiúil luachmhar OOP ina bhfuil 67,000 líníocht ailtireachta/suirbhéanna Séadchomharthaí Náisiúnta. Dá bharr seo beidh ábhar nach raibh rochtain air roimhe seo le fáil laistigh d’OOP agus don ghnáth phobal, mar is cuí.

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Rinneadh mórchuíchóiriú ar fhóin phóca agus fóin líne thalún. De thoradh ar seo laghdaíodh go mór an bille fóin bliantúil. Cuireadh creatchonradh nua d’fhóin póca i bhfeidhm.

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Ullmhaíodh treoirlínte nua don fhoireann maidir leis na Meáin Shóisialta agus Cosaint Sonraí .

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I rith 2013, beartaíodh feidhm an iniúchadh inmheánaigh a mhéadú trí sholáthróir comhaimsithe do sheirbhís iniúchóireachta inmheánaí a fháil. Chuir an tAonad Iniúchóireachta Inmheánaí, faoi mhaoirseacht an Choiste Iniúchóireachta, próiseas ar bun chun na seirbhísí seo a fháil. Ceapadh an comhlacht Páirtnéireachta D'Arcy Lynch agus tosaíodh an obair i mí na Samhna. De bharr an phróisis,tá sé beartaithe go mbeadh aistriú scileanna chuig foireann an Aonaid Iniúchóireachta Inmheánaí. Le linn Grianstad an Gheimhridh ag Sí an Bhrú in 2013, thionóil OOP Comórtas Ealaíne Ghrianstad an Gheimhridh do Pháistí don dara bliain as a chéile. Tháinig méadú ar an líon iarrthóirí ó bhunscoileanna agus meánscoileanna agus fuair na buaiteoirí bónas breise mar chonaic siad solas na gréine ag teacht isteach sa seomra adhlactha don chéad uair ó 2007.

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Thionscnaigh an Oifig Chaidrimh Phoiblí (Preas) clár suntasach meáin shóisialta i rith 2013 le roinnt suíomhanna oidhreachta (37) ag bainistiú leathanaigh Facebook agus tá breis úsáide á baint as Twitter chun gníomhaíochtaí na hOifige a phoibliú.

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Rinneadh suíomh idirlín nua OOP (www.opw.ie) a athdhearadh go hinmheánach agus seoladh é in 2013.

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Scrúdaíodh agus tionscnaíodh modúil nua den chóras Bainistíochta Airgeadais. Tá uasdátú riachtanach san áireamh sna modúil nua, mar SEPA, socruithe do Cháin Chonarthaí Iomchuí athbhreithnithe agus leasaithe ar an Acht um Íocaíocht Pras.

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Tá an córas íocaíochta atá in úsáid ag an Oifig ag aistriú chuig córas P2P agus úsáideadh an córas seo i gcomhair 75% de na híocaíochtaí ar fad a rinneadh in 2013. Rachaidh próiseas OCR, sonrascú láraithe agus sonrascú leictreonach ar aghaidh in 2014.

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Chun ullmhú do thionscnaimh Lá Ríomhíocaíochta an Rialtais (19 Meán Fómhair 2014) déantar Iocaíochtaí párolla agus taistil anois go leictreonach (EFT) agus íoctar níos lú ná 1% d’íocaíochtaí Conraitheoirí anois le seic – laghdú ó 10% in 2012. Díreofar ar fháltais airgid go leictreonach in 2014.

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Tá na hullmhúcháin do Sheirbhísí Comhroinnte na Bainistíochta Párolla agus Airgeadais ag leanacht ar aghaidh.

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Ullmhaíodh córas párolla bunphá chun é a chur in oiriúint do SEPA.

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Gnéithe eile: Tionscnaíodh córas nua Cártaí Ceanaigh agus cuireadh ar fáil iad do rannáin OOP. D’athlonnaigh Seirbhísí na Saorála faisnéise agus Dlí go Cill Chainnigh agus tá siad comhtháite sna Seirbhísí Airgeadais. Tá na Seirbhísí Dlí ag iniúchadh úsáid an chórais thaifeadta nuadheartha TF Sláinte agus Sábháilteachta a d’fhéadfadh comhroinnt faisnéise ar theagmhais a mhéadú. Cuireadh nósanna imeachta nua i bhfeidhm i gcomhair bainistíochta sócmhainní, lipéadú barrachódaithe do shócmhainní caiptil soghluaiste, san áireamh. Foilsíodh íocaíochtaí os cionn €20,000 gach ceathrú. Foilsíodh an Buiséad agus Meastacháin i mí Dheireadh Fómhair- dhá mhí níos luaithe ná sna blianta roimhe seo agus foilsíodh an REV i mí na Nollag. Críochnaíodh trasdul feidhmeanna agus maoiniú SNS chuig Vóta OSR.

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Clár Caiteachais Tá sé mar chúram ar Oifig na nOibreacha Poiblí (OOP) riarachán agus feidhmiú roinnt réimsí éagsúla de sheirbhísí an Rialtais a chur i gcrích. Tá cuntas déanta orthu seo i dtrí phríomhréimhse le tacaíocht riaracháin ó Sheirbhísí Corparáideacha. ACHOIMRE CAITEACHAIS OOP CAITHEACHAS CLÁR

2012

2013

CLÁR A - Bainistíocht Riosca Tuilte CLÁR B - An tSeirbhís Náisiúnta Soláthair (SNS) CLÁR C - Bainistíocht Phunann Eastáit

77,974 227,101 379,427

70,764 291,746 377,358

lomlán Comhlán

684,502

739,868

D - Leithreasaí i gCabhair

26,384

26,041

Glaniomlán

658,118

713,827

Maoiniú Clár Vóta 13 Oifig na nOibreacha Poiblí (Comhlán)

392,670

399,205

68,825 223,007

53,169 287,494

684,502

739,868

Cuntais Vóta na Roinne atá á mbainistiú ag Oifig na nOibreacha PoibliDepartmental Vote Accounts Conarthaí Tarraingthe Anuas atá ámanaged mbainistiúbyagOPW Oifig na nOibreacha Poiblí Iomlán

Taispeánann an tábla thíos an caiteachas go léir a bhí bainistithe ag OOP in 2013 1 a chuimsíonn: • cistí a dheonaítear go díreach do Vóta OOP; • oibreacha agus seirbhísí a bhíonn bainistithe ar bhonn aisíocaíochta ag OOP ar son Ranna Rialtais agus Gníomhaireachtaí Stáit eile; • gníomhaíocht conarthaí tarraingthe anuas atá bainistithe ag OOP. Tá na trí chlár faoin ndéantar caiteachas a chatagóiriú i gcomhréir le hImleabhar na Meastachán Athmheasta Foilsithe

Clár Caiteachtais 2012 (Vótailte, Gníomhaireachta agus Tarraingth Clár A - Bainistíocht Riosc Clár B - An t-Seirbhís Náisiúnta S Clár C - Bainistíocht Phunann

(tá figiúirí 2012 ar taispeáint chun críocha comparáide)

R A - Bainistíocht Riosca Tuilte Comhairle a chur ar an Rialtas maidir le forbairt polasaí agus riachtanais reachtúla le haghaidh bainistíocht riosca tuilte. Forbairt, comhordú agus cur i bhfeidhm a dhéanamh ar chláir agus bearta chun laghdú a dhéanamh ar leibhéal náisiúnta an riosca tuilte do dhaoine, maoin, bonneagar agus an timpeallacht. Freagairt éifeachtach bainistíochta riosca tuilte a fhorbairt trí threoir inbhuanaithe, eolas agus bearta cuí maolaithe i gcomhréir leis an gcleachtas idirnáisiúnta is fearr. Vóta OOP

2012

2013

A.1 A.2 A.3 A.4 A.5 A.6

Pá Neamhphá Ceannach gléasra agus innealra innealtóireachta Engineeringandmachinery Imscrudú agus Monatóireacht Hidriméadrach agus Hidreolaíoch &Hydrological Investigation Bainistíocht Riosca Tuilte & Monitoring Cothabháil Draenála

6,885 1,890 718 1,011 52,015 15,455

6,700 2,201 982 919 44,913 15,049

Iomlán Vótáilte Iomlán an Chláir

77,974 77,974

70,764 70,764

Sciar an phá

17,995

17,575

Clár A - Bainistíocht Riosca Tuilte - Caiteachas Bainistíocht Riosc Cothabháil Ceannach gléasra agus innealra innealtó Im scrúdú agus Monatóireacht Hidrim éadrach agus Hidr Costais riaracháin, pá &

Clár B – An tSeirbhís Náisiúnta Soláthair Éifeachtúlacht agus luach níos mó ar airgead a bhaint amach i soláthar earraí agus seirbhísí coiteanna do sheirbhís phoiblí na hÉireann.

B.1 B.2 B.3 B.4

Vóta OOP

2012

2013

Pá Neamhphá Seirbhísí Foilseacháin an Rialtais An tSeirbhís Náisiúnta Soláthair

3,060 330 197 1,190

3,222 361 154 1,195

4,777

4,932

Iomlán Vótáilte Seirbhísí Gníomhaireachta

ZG Bainistíocht Punann Ealaíne an Stáit ZO Seirbhísí Toghcháin Luach conarthaí comhaontaithe ag cliaint ó chonarthaí tarraingthe anuas an SNS Seirbhísí Gníomhaireachta Iomlán an chláir

444 473 221,407

691 396 285,727

222,324

286,814

227,101

291,746

Clár B -- An tSeirbhís Náisiúnta Soláthair - Catheachas Vótáilte agus Neamh

An tSeirbhís Náisiúnta S

Costais riaracháin, pá &

Clár C – Bainistíocht Phunann Eastáit Le seirbhís roinnte a chur ar fáil i réimse na bainistíochta maoine agus cothabhála maoine a chuimsíonn luacháil ailtireachta agus innealtóireachta, suirbhéireacht chainníochta, bainistíocht tionscadal agus seirbhísí bainistíochta áiseanna don Rialtas lárnach, do Ranna agus do Ghníomhaireachtaí. Le leanúint de bheith ar an bpríomhghníomhaireacht sa tír i réimsí an chaomhnaithe agus cur i láthair maoine cultúrtha agus oidhreachta. Vóta OOP C.1 C.2 C.3 C.4 C.5 C.6 C.7 C.8 C.9 C.10 C.11 C.12 C.13

2012

Pá Neamhphá Foireann Teaghlaigh an Uachtaráin Deontas do Chumann Zó-eolaíochta na hÉireann Deontais le haghaidh Oibreacha Athchóirithe Áirithe RefurbishmentWorks Ceannach Suíomhanna agus Foirgneamh Oibreacha Nua, Athruithe agus Breiseanna Cothabháil Maoine agus Soláthairtí Cíos, Rátaí srl. Breosla, Leictreachas agus Uisce a leis an Ionad Comhdhála, Baile Átha Cliath Paymentsfor Convention Centre Dublin Seirbhísí Oidhreachta Uachtaránacht an AE Iomlán Vótáilte

2013

24,472 5,610 779 400 250 1,045 39,452 36,095 107,092 1,614 51,658 36,277 5,175

24,141 6,402 809 0 340 10 48,199 54,033 97,437 1,757 48,346 35,885 6,150

309,919

323,509

28,929 20,623 16,632 41 1,064 279 37 181 72 50 1,600

31,846 1,952 14,358 0 788 1,755 0 284 49 1,050 1,767

69,508 379,427 69,951

53,849 377,358 68,488

Seirbhísí Gníomhaireachta ZS ZJ ZR ZO ZO ZU ZM ZE ZF ZO

Oibreacha Caipitil thar ceann Ranna Rialtais eile Oibreacha Cothabhála ag Ranna Rialtais Íocaíochtaí Cíosa thar ceann Ranna Rialtais Seirbhísí Toghcháin Táillí Ceadúnais Crainn Teileachumarsáide An Clár Tógála Scoileanna Oibreacha Caipitiúla Seirbhísí Príosúin Costais Fuinnimh foirgneamh roinnte Seirbhísí Troscáin Ranna Rialtais Éadáil Suíomhanna le haghaidh na Roinne Oideachais agus Scileanna Íostarraingthe Conarthaí Iomlán Neamhvótailte Iomlán an Chláir Sciar an phá

Clár C - Caiteachas Vótáilte agus Neamh Cíos, Rá Oibreacha nua, Athruithe & Br Cothabháil M aoine & Sol Íocaíochtaí aonadacha leis an Ionad Com hdhála, Baile Áth Seirbhísí Oid Uachtaránac Breosla, Leictreachas Seirbh Ceannach Suíom hanna agus Fo

Costais riaracháin, pá &

Seirbhísí Gníomhaireachta Soláthraítear seirbhísí OOP go ginearálta ó chistí Vótáilte. Ach ní hionann scóip iomlán ghníomhaíochtaí OOP agus Vóta OOP. Bainistítear eilimint shuntasach maoiniúcháin ar son Ranna eile le hairgead a vótáil an tOireachtas do Ranna eile. Ba é méid iomlán na Seirbhísí Gníomhaireachta in 2013 ná €53m agus ba é luach na gconarthaí a shann an tSeirbhís Náisiúnta Soláthair ó chonarthaí tarraingthe anuas ná €286m Seirbhísí Eile: Chomh maith le feidhmeanna atá maoinithe ag Vóta OOP agus Seirbhísí Gníomhaireachta do Ranna eile, soláthraíonn an Oifig roinnt seirbhísí a éilíonn ionchur agus acmhainní OOP go leanúnach. Samplaí de na seirbhísí seo ná:

• Comhairle ar cheisteanna ailtireachta • Roghanna fuinnimh inbhuanaithe a fhorbairt • Iniúchtaí rochtain uilíoch a dhéanamh. • Tograí cosanta tuilte a scrúdú agus a chur i bhfeidhm. • Suíomhanna le haghaidh bunscoileanna ar son na Roinne Oideachais agus Scileanna a fhoinsiú, a mheasúnú agus a fháil. • Ceisteanna soláthair maidir le tionscadail ar leith. • Bainistíocht Ealaíne taobh istigh den phunann Stáit • Seirbhísí Luachála agus Suirbhéireachta Cainníochta. • Riar Chiste na nIasachtaí Áitiúla ar son na Roinne Airgeadais. • Aisíocaíochtaí faoi dheontais ar son na Roinne Ealaíon, Oidhreachta agus Gaeltachta a dheimhniú. Cistí atá á mbainistiú ag OOP thar ceann na Roinne Caiteachas on behalf of Phoiblí agus Athchóirithe. Caiteachais PubExpenditureandReform Iasachtaí Áitiúla

2012 6,598

2013 5,583

Riarachán Tá deighilt fheidhmiúil na gcostas riaracháin go léir san áireamh sna cláir thuas, ach déantar achoimriú orthu trí chineál caiteachais thíos mar eolas amháin:

A.1 A.2 A.3 A.4 A.5 A.6 A.7

Tuarastail, pá agus liúntais Taisteal agus cothú Oiliúint agus Forbairt agus speansais theagmhasacha development incidental expenses Seirbhísí poistand agus teileachumarsáide telecommunicationsservices Trealamh oifige agus Seirbhísí Seachtracha TF equipmentand external IT services Speansais áitreabh oifige Seirbhísí Comhairleachta agus Athbhreithniú ar Luach ar Airgead agus Polasaí

Iomlán Comhlán Sciar na seirbhísí corparáideacha

2012 34,417 886 639 2,087 2,785 1,424

2013 34,064 1,463 667 1,607 3,731 1,482

42,247 13,378

43,027 13,941