Statement of Strategy 2020-2023
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Statement of Strategy 2020-2023
Statement of Strategy | Department of Social Protection
Contents
Page
Foreword by the Minister 3
Introduction by the Secretary General 4
Our Mission, Strategic Objectives and Values 6
Strategic Objective 1 8
Strategic Objective 2 10
Strategic Objective 3 11
Key Challenges and Opportunities in our Operating Environment 12
Achieving our Strategic Objectives will be supported by these enablers 15
Appendix A – Output Measures and Targets 16
Appendix B – Commitments in the Programme for Government 2020,
where the Department of Social Protection has a lead role 20
Appendix C - Commitments in the Programme for Government 2020,
where the Department of Social Protection has a contributory role 23
2
Statement of Strategy | Department of Social Protection
Foreword by the Minister
I welcome the publication of the We could not do this without the commitment of
2020-2023 Statement of Strategy for our staff and service partners including An Post, the
the Department of Social Protection. Revenue Commissioners, Pobal, Community Employment
This Strategy will support the sponsors, Local Employment Services and Jobpath
implementation of the priorities set providers as well as research partners such as the ESRI
out in the Programme for Government – Our Shared Future. and the Vincentian Partnership. The input and advice of
community and voluntary organisations and advocacy
As a Government, our top priority for the next few years groups is also essential to helping the Department deliver
is to deliver on the commitments in our Programme for on its remit.
Government, to respond to the challenges presented
by Brexit and to ensure our country recovers from the Most of all, however, we rely on our staff. I am
impact of COVID-19. As a Department, our priority consistently impressed by the commitment of the staff
is to target our resources to the benefit of our people of the Department. This was never more evident than
- to reduce poverty and deprivation and to promote during the COVID-19 pandemic. Their work in developing
active inclusion by helping people access and sustain and implementing new income support schemes in
employment. To use the words of our mission statement: unprecedented numbers was critical to the maintenance
“to promote active participation and inclusion in society of the social cohesion necessary to sustain people
through the provision of income supports, employment through successive public health restrictions. This “can
services and other services”. do/will do” approach will be critical in the next few years
to deliver on this strategy. I look forward to working
Delivering on these objectives requires a significant with them and thank them for their commitment to
commitment by Government on behalf of the citizens public service.
of our country. Total expenditure by the Department
is equivalent to about 34% of all Government current
expenditure or about 10% of modified gross national
income. In 2020, about 98 cent out of every euro
collected in income tax and PRSI was spent by the
Department. This reflects the fact that the Department, Heather Humphreys TD
as well as being the largest payment provider in the Minister for Social Protection
State, is also the largest provider of employment
services – spending about €2bn each year on
employment programmes.
3
Statement of Strategy | Department of Social Protection
Introduction by the Secretary General
Looking back on progress under the – getting most claims into payment within a week. This
previous Statement of Strategy, it took an exceptional effort over a prolonged period and will
is possible to point to noteworthy continue to require a huge effort into the months ahead.
progress and achievements.
But while we can reflect, for the most part, on a job well
The work of this Department was critical to the ongoing done, the purpose of this strategy statement is to look
reductions in inequality and poverty, to the growth in forward, not back.
employment and, until COVID-19 struck, the reduction
in unemployment. We must ensure that the Department is organised and
managed to deal with recovery as well as crisis and that
The Department was also centrally involved in the changes we make are sustainable into the long term.
registration of same-sex marriages and in changes to how We need to balance what is required now with what is
a person’s gender is recognised and recorded. Extension required in the future.
of workers’ rights to defined and regular work hours and
to additional parent’s/paternity leave and benefit were all For the future, we intend, as mandated by Government,
delivered during the past few years, as were changes to to consolidate the progress made in recent years in the
improve pension entitlements of people who had to take range of services and schemes available to workers and
time out of the workplace to fulfil caring duties. Access to unemployed people, and, to develop new policies
to many benefits was also extended to self-employed with respect to pension provision. We will continue to
people, the Treatment Benefit scheme was greatly modernise our service delivery through even greater
expanded and e-certification and closed certification use of online and digital channels and through the
were introduced to help improve processing of Illness continued roll-out of professional education and training
Benefit claims. programmes for our staff. We will support Government
through the provision of evidence-based advice;
Underpinning all of this progess were major changes to incorporating learnings from our own experience and
how the Department and its staff deliver its services. those of peer countries, to inform policy choices. And in
For example, we've seen a significant shift to the use doing all of this, we will be ever mindful that our purpose
of digital and online service delivery and a renewed is to help people – to support active participation of our
investment in QQI certified training to support and citizens in our society.
recognise the professionalism of the Department’s staff.
That is why, in preparing this Statement of Strategy, we
These changes, in turn, both supported and were, of sought and received suggestions from the community
necessity, accelerated by the Department’s response to and voluntary sector, other Departments and Offices,
the unprecedented challenge of COVID-19. staff and the public. Thank you all for your considered
contributions – they helped to inform and guide the
Flattening the Covid curve resulted in the creation of development of this Statement of Strategy.
a peak in welfare claims. Between March and October
2020, the Department received and processed the This Statement of Strategy sets out the high level
equivalent of over 7 years of normal jobseeker claims strategies and outcomes/objectives to be pursued by
4
Statement of Strategy | Department of Social Protection Introduction by the Secretary General (continued) the Department in the years ahead. It also identifies Finally, as a Department, we deliver a vast range of the high-level measures/metrics that will be used to services that touch on the lives of every citizen in the track progress. Appendix A contains the 2021 output State. We strive to do so to a high standard and can do targets while further detail on specific actions, targets so only with the support of our staff whose dedication, and milestones is set out in other published documents professionalism and commitment is second to none – referenced in this Strategy Statement, most notably the to them, as ever, I say a sincere thanks. Roadmap for Social Inclusion, the Roadmap for Pensions Reform, Pathways to Work and the Comprehensive Strategy for the Employment of People with Disabilities. Other Department strategies also include greater detail on specific actions and targets – including, for example, the Department’s Compliance & Anti-Fraud Strategy 2019- 2023 and the Department’s Digital Strategy. We will continue to publish comprehensive data on the schemes John McKeon and services delivered by the Department in our Annual Secretary General Statistical Report. 5
Statement of Strategy | Department of Social Protection
Our Mission, Strategic Objectives and Values
The Department’s Mission is:
To promote active participation and inclusion in society through the provision of
income supports, employment services and other services.
I nt
for E x te ern
r t s p ation rna
o ti c i l C al &
pp Par on
ne
ce
Su
DSP
la
cti
kp
on
r
Wo
s
Right policies & services at the
right time in the right place for:
C u l t u re
n,
i s a ti o
Employers Families & Children
Cost ls
Co n
re &
gan
s&
t ro
ctu
Retired & Older People of
Or
People Working Age
ru
St
Soc
Em i a l P rot e c ti o n & s
p l oy o l i cie
m e nt S ervice P
6
Statement of Strategy | Department of Social Protection
The Department’s overall objective for 2020 to 2023 is:
To continue putting our clients at the centre of all our operations, providing an efficient
and effective service and to continue developing our staff, structures and processes.
Put the Client at the Drive Cost, Develop Staff,
Centre of Policy and Efficiency and Structures and
Service Delivery Effectiveness Processes
As a Department, we value:
We are dedicated to serving the people of
Public Service Ireland in an efficient and impartial manner.
We are totally committed to the positive difference we
Customer Focus can make to our customers’ lives and Irish society.
We are proud of our professionalism and commitment to
Total Professionalism quality in everything we do.
We believe that our effectiveness as an organisation is
Engaged Staff dependent on a highly skilled and engaged workforce.
We believe that having the attitude and environment to
Innovation adapt and innovate is core to our future success.
7
Statement of Strategy | Department of Social Protection
Strategic Objective 1
Put the Client at the Centre of Policy and Service Delivery
High Level Strategies Key Outcomes
▪ Deliver Social Protection commitments in the ▪ Delivery of goals set out in the Roadmap for Social
Programme for Government Inclusion – including reduction in poverty rates and
improvement in living standards
▪ Deliver commitments in PathWays to Work, Roadmap
for Social Inclusion and Roadmap for Pensions Reform ▪ Delivery of schemes and services to the
highest standard
▪ Focus policy on promoting active participation in
society, supporting employment and ensuring the ▪ Progress towards the UN Sustainable
sustainability of the social welfare system Development Goals
▪ Inform policy through robust research and evaluation ▪ Increased labour market participation rates
and through seeking inputs from civil society and
other stakeholders ▪ Help safeguard vulnerable adults at risk
▪ Ensure continued delivery of the Department’s ▪ Improvement in employability of clients and increased
schemes and services to the highest standard engagement with employers
including that: ▪ The ability of all service users, including people with
▪ Decisions, payments, reviews and appeal decisions disabilities, to access all of the Department’s services
for all schemes are made promptly and information services
▪ Queries received from clients and their
▪ Achievement of the EU, UN and Ireland’s strategic
representatives are answered promptly and clearly
agenda and goals in the social affairs domain
▪ Ensure that the Department’s services and
▪ Production of evidence-based advice to Government
information are accessible to all service users and
on social protection issues
compliant with its Public Sector Human Rights and
Equality Duty in all its activities ▪ Government approval and adoption of policy reforms
to support the sustainability of the social insurance
▪ Contribute to achievement of Ireland’s international
system and, in particular, the sustainability and
commitments including the UN Sustainable
adequacy of the pension system
Development Goals and the EU Social Charter
▪ High levels of client satisfaction
▪ Support the Department’s Agencies in the delivery of
their functions ▪ Progress towards delivery of the Department’s goals
on climate action.
▪ Identify client service requirements/satisfaction via
surveys and the provision of feedback mechanisms
▪ Continue to deliver climate action commitments
contained in the Climate Action Plan 2019 and
contribute to its successor
▪ Support the whole-of-government approach to
climate action
▪ In line with Government policy, target changes to key
social welfare payments to ensure that increases to
carbon tax have a progressive impact on the most
vulnerable thus contributing to a Just Transition.
8
Statement of Strategy | Department of Social Protection
High Level Indicators
▪ Progress in implementation of the commitments in ▪ Increase in the level of, and trends in, client service
the Programme for Government, the Roadmap for satisfaction measures
Social Inclusion, Pathways to Work and the Roadmap for
Pensions Reform ▪ Information on gov.ie and application forms written in
plain language and in an accessible format
▪ Achievement of the indicators/metrics set out in
the Roadmap for Social Inclusion, Pathways to Work ▪ Adherence with all regulatory requirements
(including Comprehensive Employment Strategy for ▪ Publication of relevant policy papers/reform plans
People with Disabilities)
▪ Publication of the Report of the Commission on
▪ Commencement of the implementation of the Total Pensions
Contributions Approach and an Auto-enrolment
system in pensions ▪ Progress in implementation of the commitments in
the Programme for Government on climate action.
▪ Achievement of claim processing standards and
processing targets
▪ Quality of decisions and the communication of same
9
Statement of Strategy | Department of Social Protection
Strategic Objective 2
Drive Cost, Efficiency and Effectiveness
High Level Strategies Key Outcomes
▪ Continue to migrate services to, and promote use of, ▪ Increased self-service through digital provision
online and digital service channels
▪ Greater use of shared services provided by
▪ Complete migration of schemes and services from the Department
legacy IT platforms
▪ Improved processes and procedures
▪ Continue re-organisation to a front-office/back-
office model of working including establishment of ▪ Reduction of fraud and error
dedicated customer contact teams
▪ Timeliness of decision-making to claim award/refusal
▪ Implement the Compliance & Anti-Fraud Strategy
▪ Enhanced corporate governance
2019-2023 to improve control and compliance
across all schemes ▪ Greater inter-agency cooperation
▪ Continue to improve corporate governance, financial ▪ Improved sustainability of the social welfare system
management and reporting systems
▪ Strong evidence base for policy development
▪ Continue to exchange information with other Public
Sector bodies in accordance with the General Data ▪ Improved measurement of unit cost data for
Protection Regulation requirements Department activity
▪ Continue to provide services and payments for other ▪ Improvement in the timeliness and value of
public bodies on an agency basis debt recovery.
▪ Evaluate reforms to underpin the long-term
sustainability and adequacy of our income support High Level Indicators
system (pensions, in particular)
▪ IT systems service availability and performance
▪ Develop and implement a Management Accounting
system to inform operations, management decisions ▪ Implementation of Digital Strategy Actions and
and strategies front-office/back-office method of working
▪ Continue to implement robust supplier and contract ▪ The number of people using online services
management processes. and the range of services available through
MyWelfare.ie and MyGovID.ie
▪ The level of control activity against targets
▪ The proportion of overpayments recovered
▪ The level and trend in unit processing and
service costs
▪ Adherence to administrative/operating budget
▪ Satisfaction of other public bodies in the
quality and efficiency of services and
payments provided on their behalf
▪ Administrative and operating costs as a
proportion of total operating costs.
10Statement of Strategy | Department of Social Protection
Strategic Objective 3
Develop Staff, Structures and Processes
High Level Strategies Key Outcomes
▪ Implement the commitments of Our Public Service ▪ High levels of staff engagement
2020 as well as the Civil Service Renewal Plan
▪ High levels of staff performance
▪ Provide high-quality, tailored training, accredited
learning and education opportunities for staff ▪ Low levels of staff absence and turnover
▪ Ensure that appropriate supports are provided ▪ Consistently high customer service standards
to support the decisions, payments and appeals
▪ Programme for Government targets for remote
processes through staff training, sound processes
working achieved or exceeded
and good IT systems
▪ Timely staff recruitment and assignment
▪ Provide appropriate technological and other tools to
assist staff in their work ▪ Further certification of International Social Security
Association (ISSA) management guidelines for social
▪ Work closely with staff representative organisations
security institutions
on all aspects of employee relations including
organisation change ▪ Staff awareness of and empathy with service
requirements of clients with particular needs
▪ Continue to sponsor and implement the
Engagement and Innovation Programme to engage ▪ Structured training, accredited learning and
staff in developing solutions to issues identified educational curriculum provided to staff.
within the Department
▪ Learn from and extend as appropriate, remote High Level Indicators
working and other practices developed in response
to COVID-19 ▪ Staff engagement metrics as reported in staff surveys
▪ Embed the ‘can-do/will-do’ and flexible approach ▪ Number of staff completing accredited programmes
to innovation, building on the experience from our
response to COVID-19 ▪ Staff attendance metrics
▪ Continue to develop the workforce planning ▪ Staff turnover metrics
framework with stakeholders to reduce time-to-hire
▪ Customer service and customer satisfaction metrics
▪ Encourage and support staff mobility within
▪ Contribution made to the achievement of actions in
the organisation
the Civil Service Renewal Plan
▪ Develop approaches to ensure a resilient workforce
▪ Delivery of HR Strategy commitments
by promoting wellbeing throughout the organisation
▪ Implementation of structural, technological and
▪ Promote and develop diversity and inclusion
organisational changes
initiatives and programmes
▪ ISSA certification for key functions/processes
▪ Implement the Customer Service Strategy -
in particular, to achieve recognition for ISSA best ▪ Levels of staff and manager awareness of diversity
practice guidelines for administration of social and inclusion issues from staff surveys
protection systems
▪ Level of engagement and take-up of Learning and
▪ Continue to implement civil service arrangements Development opportunities
relating to attendance, illness, performance
and discipline. ▪ Proportion of staff working remotely.
11Statement of Strategy | Department of Social Protection
Key Challenges and Opportunities in our
Operating Environment
Economic Context: COVID-19 and Brexit Making Innovation Real
DSP expenditure represents about 34% of all gross The Department remains committed to innovation as
current Government expenditure and plays a key role we deliver our mandate and believes that continuing to
in reducing inequality. However, the ability of the build the environment to adapt and innovate is core to
Exchequer to finance this expenditure will be dependent our future success. Ensuring adequate and sustained
on developments in the wider economy. Economic and staff engagement over the lifetime of this Strategy will be
social recovery from the public health crisis, against the challenging but it is key to achieving our goals and we will
backdrop of Brexit, will require a renewed and intense harness the Department’s Engagement and Innovation
focus on the development and delivery of employment Programme to embed a culture where all staff are
services. Similarly, maintaining the Government inspired, empowered and enabled to innovate.
objective of sustainable public finances, within the
terms of the Stability and Growth Pact, in the face of
Poverty Reduction and Active Inclusion
increasing demands on the social welfare budget will
need careful management during the lifetime of this Social transfers play a vital role in alleviating poverty
strategy statement. and fostering a sense of social cohesion. Some groups,
particularly children and young families, lone parent
families and people with a disability experience higher
Demographic and Other Pressures
rates of poverty than society generally. The evidence
Ensuring an adequate and sustainable welfare and suggests that the higher level of market income
pension system in the years ahead will be made more inequality in Ireland is associated with low employment/
difficult by demographic pressures (the ageing of our participation rates among these groups. Focusing
population) and incipient developments in the nature of improvements in welfare supports on these cohorts
work/employment. These developments will challenge and supporting people into work will be prioritised as a
our Pay-As-You-Go model social insurance system - means of reducing and alleviating poverty and inequality.
a system that is premised on PRSI contributions from This will be supported by the implementation of the
paid employment. The new Commission on Pensions will Roadmap for Social Inclusion 2020-2025: Ambition, Goals,
be examining these issues and will provide a report to Commitments, and the whole-of-government national
Government for follow-up action during 2021. strategy for poverty reduction.
12Statement of Strategy | Department of Social Protection
Organisation Change Digital Services Opportunities
The ongoing implementation of organisation change to As client demand for online services continues to grow,
move to front-office/back-office methods of working the Department remains committed to the design, build
and self-service via online channels will be challenging and delivery of client-focused online services. An online
to staff and managers at all levels. However, it will channel provides an additional opportunity for clients
also present opportunities for new ways of working to apply for schemes and services and seek information
and, potentially, enable staff to move into new roles – with regard to claims and payment status remotely,
particularly in employment services and control - and in a safe and secure way. The value of digital services
to take advantages of opportunities such as remote proved essential in the delivery of services in recent
working. These changes will need to be navigated within unprecedented times to large numbers of clients.
the context of wider public service agreements.
Public Service Reform
Beyond Income Support
The Government’s Public Service Reform Programme
There will be greater integration of income supports with and the Civil Service Renewal Plan provide ongoing
employment, training and activation measures, closer opportunities and challenges for the Department.
engagement with employers and robust evaluation of
labour market policies and outcomes, to support clients,
Policy Development and Legislation
on the route back to employment and self-sufficiency.
Policy and legislative development for over 80 social
In addition to the Roadmap for Social Inclusion 2020-2025: welfare and inter-department schemes as well as policy
Ambition, Goals, Commitments, Pathways to Work 2021- responsibility for civil registration and gender recognition.
2025 will aim to extend and enhance the provision of
employment services beyond the registered unemployed Support of Other Departments, Public Sector
to include additional groups such as those with caring Bodies and Contracted Service Providers
responsibilities, people with disabilities and qualified
Continuing to foster the good working relationships the
adult dependents of recipients of working-age payments.
Department has with other Government Departments,
public sector bodies and contracted service providers will
Data Protection be critical to achieving the Government’s objectives.
Co-operation and support will be necessary in
The Department is fully committed to maintaining
implementing the cross-cutting commitment in the
Data Protection compliance over its entire range of
Roadmap for Social Inclusion 2020-2025: Ambition, Goals,
schemes and services. This requires significant
Commitments, Pathways to Work 2021-2025 and the
resources, continuing audit programmes along with
Roadmap for Pensions Reform.
ensuring Data Protection Impact Assessments (DPIA)
are completed as business processes are changed.
13Statement of Strategy | Department of Social Protection
European Union and International Co-Operation Climate Action
The Department engages on an international level As part of the Just Transition, the Government is
with the European Code of Social Security and the committed to protecting vulnerable households from
European Social Charter. The Department also plays a the impact of energy costs. This Department provides a
key role in Ireland’s implementation of the Social Pillar range of payments to assist people on welfare with their
and continues active engagement, including through energy costs. The Department also contributes to the
the Council’s preparatory bodies, with the European achievement of the Government’s sustainable energy
Semester in respect of the jobs and growth agenda, goals through the greater use of online/digital delivery
guidelines and country specific recommendations. and the more efficient management and use of its IT
and premises estate. In terms of energy efficiency, the
Following the withdrawal of the United Kingdom from initial goal set in 2009 was a 33% efficiency improvement
the European Union, the Department continues to play target by 2020, which the Department has achieved.
an important role in ensuring that the social security Under Ireland’s Climate Action Plan (June 2019),
rights of citizens under the Common Travel Area and the Programme for Government, this ambition
arrangements are safeguarded and maintained. has been increased, to a 50% energy efficiency
improvement by 2030.
Staffing
The Department has a high quality, knowledgeable
and experienced workforce that has shown its ability
both to adapt to, and, drive change. However the age
profile of the Department’s staff – many of whom were
recruited in the 1970s and 1980s - will bring challenges,
with the loss of experience, corporate knowledge and
skills in a relatively short time-frame. Knowledge and
experience transfer will be critical to the maintenance of
service levels as we recruit new staff to take the place of
experienced staff. In addition, the organisational changes
required by this strategy will require new approaches in
how we recruit staff as well as how we remunerate, train,
develop and retain these new staff.
14Statement of Strategy | Department of Social Protection
Achieving our Strategic Objectives will be
supported by these enablers
People and Structures Technology and Processes
▪ Communication and embedding of organisation ▪ Deployment of modern technologies in an innovative
culture and values way to maximise efficiency and effectiveness in the
use of resources – including through remote working
▪ Management of team and individual performance
▪ Availability of cross-Government programmes, such as
▪ Alignment of Department structures and staff
shared services and data sharing
deployment with this strategy
▪ Ongoing analysis and improvement of key
▪ Close engagement and co-operation with staff
business processes
representative organisations
▪ Increased use of the online platforms,
▪ Continued use of strategic workforce planning MyWelfare.ie, MyGovID.ie and WelfarePartners.ie to
▪ Use of Continuous Professional Development to provide services and information digitally and securely
strengthen knowledge, capabilities, leadership and to clients, stakeholders, partners
skills throughout the organisation ▪ Greater use of management accounting techniques to
▪ Establishment of internal and external engagement, inform business decision making
consultation, communications and networks ▪ Investment in energy efficiency technologies, and in
▪ Availing of opportunities presented through Public Reduce, Reuse and Recycle initiatives.
Service Reform and Renewal (e.g. staff mobility)
▪ Encourage and embed a culture of innovation across Governance
the organisation
▪ Corporate Governance Framework
▪ Support staff to work collaboratively and cultivate ▪ Independent Social Welfare Appeals Office
new partnerships and networks
▪ Integrated risk management, strategic planning and
▪ Use of contracted and third party services to business planning system and process
complement and augment the Department’s own
▪ Data privacy and security policies, standards
service capacity including branch offices, An Post,
and guidelines
Local Employment Services/Jobpath
▪ Internal controls
▪ Provision of supports to staff to promote wellbeing
▪ Oversight by Internal Audit Unit and the
▪ Supports for staff for new ways of working in line with Audit Committee
emerging best practice
▪ Ongoing review of legislative code
▪ Development and embedding of the digitalisation
▪ Use of external advisory bodies, such as the Labour
culture and structure through staff training
Market Advisory Council, to challenge and advise the
and engagement.
Department on policies and services
▪ Structured engagement with stakeholders and the use
of client insights (e.g. from client surveys) to provide a
client view of performance
▪ Progress towards achievement of the 2030 energy
efficiency targets
▪ Achievement of ISO50001 energy
management accreditation.
15[37] Employment Affairs and Social Protection [37]
StatementIII.
of Strategy | Department of Social
Details of Programmes - Objectives, Outputs and Financial & Human Resources
Protection
PROGRAMME EXPENDITURE
[37] [37] Appendix
Employment A Affairs
Employment - Output
Affairs and and
Social Measures
Social Protection and Targets
Protection
A - SOCIAL ASSISTANCE SCHEMES, SERVICES, ADMINISTRATION AND PAYMENT TO SOCIAL INSURANCE FUND
[37] [37]
III. III. Details
Details
of Programmes
of Programmes
- Objectives,
- Objectives,
Outputs
Outputs
and Financial
and Financial
& Human
& Human
Resources
Resources
2021 REVISED ESTIMATES OUTPUT TARGETS
PROGRAMME
PROGRAMME EXPENDITURE
EXPENDITURE
Key Outputs and Public Service Activities
Details of Programmes - Objectives, Outputs and Financial Human Resources PROGRAMME EXPENDITURE
A - SOCIAL
A - SOCIAL
ASSISTANCE
ASSISTANCE
SCHEMES,
SCHEMES,
SERVICES,
SERVICES,
ADMINISTRATION
ADMINISTRATION
AND PAYMENT
AND PAYMENT
TO SOCIAL
TO SOCIAL
INSURANCE
INSURANCE
FUND FUND
2018 Output Outturn
Key
A - SOCIAL High Level SCHEMES,
ASSISTANCE Metrics SERVICES, ADMINISTRATION AND PAYMENT TO SOCIAL INSURANCE FUND
2019 Output Target 2020 Output Target
(2018 Output Target)
Key Outputs
Key Outputs
and Public
and Public
Service
Service
Activities
Activities
Pensions Average no. of weekly payments 590,993
607,960 632,630
2018 Output
2018 Output
Outturn
Outturn
(590,190)
Key High
Key Level
High Metrics
Level Metrics 2019 Output TargetTarget
2019 Output 2020 Output TargetTarget
2020 Output
(2018 Output
(2018 Output
Target)Target)
Average no. of monthly payments 43,942
Pensions
Pensions Average
Average
no. of weekly
no. of weekly
payments
payments 590,993
590,993(44,720) 44,220 44,420
607,960
607,960 632,630
632,630
(590,190)
(590,190)
% of contributory claims to award within 92
Average
Average
no.processing
of monthly
no. of monthly
payments
time payments
standards 43,94243,942 90 90
(90) 44,22044,220 44,42044,420
(44,720)
(44,720)
% of State Pension Non Contributory
% of contributory
% of contributory 69
claimsclaims claims
to award
to award to within
withinaward within
processing time 92 92
90 90 75 90 90 75
processing time standards
processing time standards (90) (90) (75)
standards
% Age
Working of State
%- ofPension
State Pension
Average Non
no.Contributory
ofNon Contributory
weekly payments 69 69 299,672 267,520 273,185
Incomeclaims to award
claims
Supports to within processing
award within time time
processing 75 75 75 75
(75) (75) (298,380)
standards
standards
Working
Working
Age - Age
Average no.Average
- Average no. ofweekly
of weeklyweekly Live
payments Register
payments 299,672 221,320
299,672
IncomeIncome
Supports
Supports (225,000) 267,520 191,800
267,520 273,185
273,185 188,319
(298,380)
(298,380)
Average % ofweekly
Average
weekly claims
Live to award
Register
Live Register 221,320 93
within processing 221,320
90 90
191,800
191,800 188,319
188,319
time standards (225,000) (90)
(225,000)
Working % Age % of Average
of claims claims
to awardto no. of weekly
within
award within payments
processing
processing 93 93 55,897
Employment 90 90 53,070 90 90 45,793
time standards
time standards (90) (90) (63,480)
Working Supports
Working
Age AgeAverageAverage
no. of weekly
no. of weekly
payments
payments
Illness, Average no. of weekly payments 55,89755,897 347,565
Employment
Employment 53,07053,070 353,510 45,79345,793 368,207
(63,480)
(63,480)
Supports Disability
Supports and (347,890)
Carers Average
Illness,Illness, no.Average
Average no. ofno.
of weekly of annual
weekly
payments Carer's Support 347,565
payments 347,565 110,879
353,510
353,510 118,090 368,207
368,207 126,709
Disability and and
Disability payments (347,890)
(347,890)
(112,640)
Carers Carers AverageAverage
no.% ofof
annual
no. of annual
Carer'sCarer's
SupportSupport Pension 110,879 110,879
Illness Benefit, Invalidity 118,090
118,090 126,709
126,709
payments
payments (112,640) 77
(112,640)
and Occupational Injury Benefit claims to
% of Illness
% of award
Illness
Benefit,
Benefit,
Invalidity
Invalidity
PensionPension 90 90
within processing time standards* (90)
and Occupational Injury Benefit
and Occupational claims claims
Injury Benefit to to 77 77
90 90 90 90
award within processing
award within time standards*
processing time standards* (90) (90)
% of Disability Allowance claims to award
58
within processing time standards 75 75
% of Disability
% of Disability
Allowance
Allowance
claims claims
to award
to award (75)
58 58
within within
processing time standards
processing time standards 75 75 75 75
% of Carer’s Allowance claims to award (75) (75)
within processing time standards 20
% of Carer’s
% of Carer’s
Allowance
Allowance
claims claims
to award
to award 70 70
(70)
within within
processing time standards
processing time standards 20 20
70 70 70 70
(70) (70)
% of Domiciliary Care Allowance claims
77
% of to award
% of Domiciliary Carewithin
Domiciliary Careprocessing
Allowance claimstime
Allowance claims 90 90
77 77 (70)
to award standards**
to within
award processing
within time time
processing 90 90 90 90
(70) (70)
Children Average no. of weekly payments
standards**
standards** 57,302
57,400 53,333
Children
Children AverageAverage
no. of weekly
no. of weekly
payments
payments 57,30257,302 (59,420)
57,40057,400 53,33353,333
Average no. of monthly Child Benefit (59,420)
(59,420)1,196,118
Average
Average
no.payments
of monthly
no. of monthly
Child Benefit
Child Benefit 1,202,480 1,208,362
1,196,118
1,196,118 (1,195,390)
payments
payments 1,202,480
1,202,480 1,208,362
1,208,362
(1,195,390)
% of Child Benefit claims to award within (1,195,390)
79
% of Child
% of Benefit
Child Benefit
claims
processing claims
to standards
time award
to within
award within 79 79 90 90
processing time standards
processing time standards
(90) 90 90 90 90
(90) (90)
Supplementary Average no. of Rent Supplement payments 26,680
Supplementary
Supplementary
Average
Payments Average
no. of Rent
no. ofSupplement
Rent Supplement
payments
payments 26,68026,680 (27,620) 19,960 16,490
Payments
Payments 19,96019,960 16,49016,490
(27,620)
(27,620)
Average no. of Household Benefits 434,470
Average
Average
no. of Household
no. of Household
Benefits
Benefits 434,470
434,470 447,800 448,860
payments (435,870) 447,800
447,800 448,860
448,860
payments
payments (435,870)
(435,870)
% of Household
% of Household Benefits & Free Travel
% of Household
BenefitsBenefits
& Free&Travel
Free Travel
97 97 97
claims
claims claims
to award to award
to within
award within
processing
within processing
time
processing time time 90 90 90 90 90 90
(90) (90) (90)
standards standards
standards
ControlNo. of No.
ControlControl No.
control
of of control
control
surveyssurveyssurveys
completed completed
completed
and and and 1 1 1
2 2 2 2 2 2
published published
published (2) (2) (2)
% of %
% of debtors***ofreceiving
debtors***
debtors*** receiving
receiving
a weekly a weekly
a weekly
social social social
welfare
welfarewelfare
payment payment
making
payment debt making
making debt repayments 75% 75% 75%
repayments
debt repayments 80% 80% 80% 80% 80% 80%
(75%) (75%) (75%)
% of the
% value
of %
theof
of
value
outstanding
the of outstanding
value of debts being
debts being
outstanding debts being 47% 47% 47%
repaid***
repaid***
repaid*** (47%) (47%) (47%) 50% 50% 50% 50% 50% 50%
Appeals
Appeals
AppealsNo. of No.
appeals
of appeals
No.awaiting
awaiting
decision
of appeals decision
at year
awaiting at year at year 8,963 8,963 8,963
decision 8,500-9,500
8,500-9,500 8,500-9,500 8,500–9,500
8,500–9,5008,500–9,500
end end end (8,000-9,000)
(8,000-9,000) (8,000-9,000)
Payment
Payment No. of No. customers
of customers
with with
Payment No. of customers with 25,38225,382
Services for
Services forLocal Property Tax deductions
Local Property from their
Tax deductions from their 25,382 25,25025,250 25,30025,300
Services for Local Property Tax deductions from their(26,000) (26,000) 25,250 25,300
Other Other paymentpayment (26,000)
Other payment 420 420
DepartmentsNo. of No.
Departments Magdalen
of Magdalen
Commission
Commission
customers
customers
Departments No. of Magdalen Commission customers (305) (305) 420 480 480 460 460
in payment
in payment 480 460
* Illness*Benefit
Illness andBenefit
Occupational in payment
and Occupational
Injury Benefit
Injury statistics
Benefit statistics
are not available
are not available
due to migration
due to migration (305)
to a newtoITaplatform.
new IT platform.
*1stIllness
** From**theFrom ofthe Benefit
April
1st of
2018, and
April
the Occupational
2018,
processing timeInjury
the processing timeBenefit
standard statistics
standard
for Domiciliary are notAllowance
for Domiciliary
Care available due amended
Care Allowance
was to migration
fromto70%
was amended afrom
new IT platform.
of claims
70% ofcleared
claims cleared
in 15 weeks
in 15toweeks
90% of
to claims
90% ofcleared
claims cleared
in 10 weeks.
in 10 weeks.
*** Excluding **new From
*** Excluding the
new1st
claimants of April
claimants
with 2018,
debts
with
and theand
debts
new processing
debts
newraised
debtstime standard
(under
raised one
(underfor
oneDomiciliary
month). month). Care Allowance was amended from 70% of claims cleared in 15 weeks to 90% of claims cleared in 10 weeks.
*** Excluding new claimants with debts and new debts raised (under one month).
16Statement of Strategy | Department of Social Protection
Appendix A
2021 REVISED ESTIMATES OUTPUT TARGETS
[37] of Programmes - Objectives, OutputsEmployment
Details Affairs
and Financial Human and
Resources Social Protection [37]
PROGRAMME EXPENDITURE
III. Details of Programmes - Objectives, Outputs and Financial & Human Resources
PROGRAMME EXPENDITURE
Legislation
2018 Output Outturn 2019 Output Target 2020 Output Target
- Employment (Miscellaneous Provisions) - Civil Registration Act 2019 - Social Welfare (Spring) Bill
Act 2018 - Social Welfare Act 2019 (Jobseeker’s - Social Welfare (Budget) Bill
- Social Welfare, Pensions and Civil Benefit for the Self-Employed) - Payment of Wages Bill (to amend Payment of Wages Act
Registration Act 2018 - Social Welfare (No. 2) Bill 2019 (Budget 1991, in relation to treatment of tips)
Bill) - Gender Recognition Bill (to amend certain provisions of
Gender Recognition Act 2015)
- Organisation of Working Time Act 1997
(Amendment) Bill (to bring the legislation into line with
the EU Working Time Directive) (Note: It may be
possible to effect the necessary changes by Statutory
Instrument, negating the need for a Bill. Final advice
pending.)
Publish Documents 2018 Output Outturn 2019 Output Target 2020 Output Target
. - Recommendations of the Low Pay - Recommendations of the Low Pay - Recommendations of the Low Pay Commission for the
Commission for the National Minimum Commission for the National Minimum National Minimum Wage (2020)
Wage (2018) Wage (2019)
- Pathways to Work Impact Evaluations of
JobPath and Jobsplus
Context and Impact indicators
2016 2017 2018
No. of payments 80.7m 79.7m 79.5m
No. of claims decided - weekly paid schemes* 742,958 755,957 667,499
No. of telephone calls answered 7.3m 7.5m 6.5m
% of population at risk of poverty**
Pre Social transfers 44.9% 43.8% 40.9%
Post Social Transfers 16.5% 15.7% 14%
8.3% 6.7% 5.6%
Consistent Poverty Rate
Pension Coverage***
Defined Benefit scheme members 471,608 457,220 494,289
Defined Contribution scheme members
299,782 329,297 351,657
Personal Retirement Savings Accounts (PRSAs) 250,719 264,664 281,127
* Stats exclude SWA weekly payments; Due to migration to new IT platform, some statistics excluded for certain periods Illness Benefit and Occupational Injury Benefit (Aug-Nov 2018).
** SILC survey, CSO annual publication- data not yet available for 2018.
*** Figures as per Pensions Authority Annual Report.
EQUALITY BUDGETING OBJECTIVES AND PERFORMANCE INDICATORS
High Level Goal: Promote active inclusion and reduce the proportion of jobless households in society by providing targeted activation and development and
employment services
Key Outputs and Public Service Activities
2018 Output Outturn 2019 Output Outturn
Key High Level Metrics 2020 Output Target 1
(2018 Output Target) (2019 Output Target)
Share of population aged 18-59 years resident in jobless 9.5% 8.8%
Not yet available
households2 (Pension Coverage***
Defined Benefit scheme members 471,608 457,220 494,289
Defined Contribution scheme members
299,782 329,297 351,657
Statement of Strategy | Department of Social Protection
Personal Retirement Savings Accounts (PRSAs) 250,719 264,664 281,127
Appendix A
* Stats exclude SWA weekly payments; Due to migration to new IT platform, some statistics excluded for certain periods Illness Benefit and Occupational Injury Benefit (Aug-Nov 2018).
2021
** SILC survey, CSO annual publication- data not yet available REVISED ESTIMATES OUTPUT TARGETS
for 2018.
*** Figures as per Pensions Authority Annual Report.
EQUALITY BUDGETING OBJECTIVES AND PERFORMANCE INDICATORS
EQUALITY BUDGETING OBJECTIVES AND PERFORMANCE INDICATORS
High Level Goal: Promote active inclusion and reduce the proportion of jobless households in society by providing targeted activation and development and
employment services
Key Outputs and Public Service Activities
2018 Output Outturn 2019 Output Outturn
Key High Level Metrics 2020 Output Target 1
(2018 Output Target) (2019 Output Target)
Share of population aged 18-59 years resident in jobless 9.5% 8.8%
Not yet available
households2 (Statement of Strategy | Department of Social Protection
[37] Employment Affairs and Social Protection [37]
[37] Employment Affairs and Social Protection [37]
[37]
Appendix A
Employment Affairs and Social Protection [37]
EQUALITY BUDGETING OBJECTIVES AND PERFORMANCE INDICATORS
2021 REVISED
EQUALITY ESTIMATES
BUDGETING OUTPUT
OBJECTIVES TARGETS
AND PERFORMANCE INDICATORS
High Level Goal: Increase the take-up level of Paternity Benefit among eligible employees and self-employed people
High Level Goal: Increase the take-up levelEQUALITY
EQUALITY
of Paternity BUDGETING
BUDGETING OBJECTIVES
OBJECTIVES
Benefit among eligible ANDAND andPERFORMANCE
PERFORMANCE
employees INDICATORS
self-employedINDICATORS
people
High Level Goal: Increase the take-up level of Paternity Benefit among eligible employees and self-employed people
Key Outputs and Public Service Activities
Key Outputs and Public Service Activities
2019 Outturn
Key High Level Metrics (Output2019 Outturn
KeyKey
Outputs and Public
High Level MetricsService Activities (Output
2018 Outturn Target) 2 2020 Output Target
1 Target) 2
2018 Outturn2019 Outturn 2020 Output Target
Paternity
Key Benefit
High Level claims as a percentage of Maternity Benefit claims
Metrics 1 58% 62%(Output
Paternity Benefit claims as a percentage of Maternity Benefit claims 62% >60%
58% (>60%) 2 >60%
2018 Outturn Target)
(>60%) 2020 Output Target
1
Paternity Benefit claims as a percentage of Maternity Benefit claims 62%
58% >60%
Context and Impact Indicators (>60%)
Context and Impact Indicators
2017 2018 2019
2017 2018 2019
1- Context
Numberandof
Impact Indicators
Paternity Benefit claims awarded2 26,559 24,080 23,210
1- Number of Paternity Benefit claims awarded2 26,559 24,080 23,210
2017 2018 2019
2- Number of Maternity Benefit claims awarded2 2 45,621 41,429 37,500
1- 2- Number
Number of Maternity
of Paternity Benefit
Benefit claims
claims awarded
awarded2 45,621
26,559 41,429
24,080 37,500
23,210
3- Number of births3 62,053 61,016 Not yet available
2- 3- Number
Number of births3 Benefit claims awarded2
of Maternity 62,053
45,621 61,016
41,429 Not yet available
37,500
4- Number of male PRSI Class
3 A, E, H & S contributors4 1.313m Not yet available Not yet available
3- 4- Number of male PRSI Class A, E, H & S contributors4
of births
Number 62,053
1.313m 61,016
Not yet availableNot Not
yet available
yet available
4
5- Number of female PRSI Class A, E, H & S contributors 4 1.146m Not yet available Not yet available
4- 5- Number
Number of female
of male PRSIPRSI
ClassClass
A, E, A,
H& E, SHcontributors
& S contributors
4 1.146m Not Not
1.313m yet availableNot Not
yet available yet available
yet available
5
6- Number of males in employment 5 1.186m 1.221m 1.252m
5- 6- Number
Number of males
of female Class A, E, H & S contributors4
in employment
PRSI 1.186m Not yet available
1.146m 1.221m 1.252m
Not yet available
5
7- Number of females
6- 7- Number in employment
of males in employment 5 1.008m1.186m 1.036m
1.221m 1.065.5m
1.252m
Number of females in employment5 1.008m 1.036m 1.065.5m
1
It should be1 noted that Paternity and Maternity Benefit claims are not directly comparable as eligibility is dependent on the person’s employment status
It should
7- be noted that Paternity and Maternity
5 Benefit claims are not directly comparable as eligibility is dependent on the person’s1.065.5m
employment status
and PRSI contribution Number
record,ofwhich
females
mayindiffer for each parent of a child. In addition, Maternity Benefit1.008m
employment 1.036m
is (generally) taken from two weeks before the
and PRSI contribution record, which may differ for each parent of a child. In addition, Maternity Benefit is (generally) taken from two weeks before the
birth of the
1 child, while Paternity Benefit can be taken within 6 months of the birth of the child.
2
birth ofbe
It should thenoted
child,that
while Paternity
Paternity andBenefit can Benefit
Maternity be taken withinare
claims 6 months of the
not directly birth of theaschild.
comparable eligibility is dependent on the person’s employment status
2019 figures are to end October
and2 PRSI
3
2019 contribution
figures are torecord, which may differ for each parent of a child. In addition, Maternity Benefit is (generally) taken from two weeks before the
end October
CSO Vital
birthStatistics 2018while Paternity Benefit can be taken within 6 months of the birth of the child.
3 of the child,
4
CSO Vital Statistics 2018
P35 Revenue
2
4 data,
2019 figuresfigure is end
are to number of people by primary class
October
5
P35 Revenue data, figure is number of people by primary class
2019 figures
3
CSO5 refer to CSO LFS
Vitalfigures
Statistics Q3 2019
2018
2019 refer to CSO LFS Q3 2019
4
P35 Revenue data, figure is number of people by primary class
5
2019 figures refer to CSO LFS Q3 2019
Details
DetailsofofAppropriation-in-Aid
Appropriations-in-Aid
Details of Appropriations-in-Aid
2019 Estimate
2019 Estimate 2020 Estimate
2020 Estimate
Details of Appropriations-in-Aid
Current Capital Total Current Capital Capital Total
Current Capital Total Current Total
€000 2019 Estimate €000 2020
€000 Estimate €000
€000 €000 €000 €000 €000 €000 €000 €000
B - B - APPROPRIATIONS-IN-AID
APPROPRIATIONS-IN-AID Current Capital Total Current Capital Total
€000 €000 €000 €000 €000 €000
APPROPRIATIONS-IN-AID:
APPROPRIATIONS-IN-AID:
B - APPROPRIATIONS-IN-AID
1. Recovery
1. of Recovery
administration
APPROPRIATIONS-IN-AID: expenses from
of administration the Social
expenses from the Social
Insurance Fund .... Fund ....
Insurance
1. Recovery of administration expenses from the Social 131,930 131,930- - 131,930 131,930 121,980 121,980 - - 121,980 121,980
Insurance Fund ....
Subtotal:- Subtotal:- 131,930131,930
131,930- - - 131,930131,930
131,930 121,980 121,980 -
121,980 - - 121,980 121,980
121,980
APPROPRIATIONS-IN-AID:
APPROPRIATIONS-IN-AID: Other Other
Subtotal:- 131,930 - 131,930 121,980 - 121,980
2. Recoveries2. of Social Assistance
Recoveries of Social overpaid
Assistance ....overpaid .... 58,800 58,800- - 58,800 58,800 58,300 58,300 - - 58,300 58,300
APPROPRIATIONS-IN-AID: Other
3. Repayment from the Social Insurance Fund
3. Repayment from the Social Insurance Fund of of
2. Recoveries
amounts paidamounts
initiallyofpaid
Social
as Social Assistance
Assistance
initially overpaid
as Social ....
Assistance.... .... 5,420 58,800
5,420- - - 5,42058,8005,420 4,00058,3004,000 - - - 58,3004,000
4,000
4. 3. Repayment
Receipts 4.
under from
"Liability
Receipts under the"Liability
to Social Insurance
Maintain Family"
to Maintain Fund of
provisions
Family" provisions
in Part 12amounts
ofinthePartpaid
12 initially
Social ofWelfare asAct
the Social Social
2005Assistance
Welfare Act....2005.... .... 320 5,420 320- - - 320 5,420 320 320 4,000 320 - - - 3204,000 320
5. 4. Receipts
Receipts from
5. the under
ReceiptsGeneral
from"Liability
Register toOffice
the General Maintain….Family"
Register Officeprovisions
…. 310 310- - 310 310 340 340 - - 340 340
6. Receipts in Part
from
6. 12 of from
Additional
Receipts the Social Welfare
Superannuation
Additional Act 2005
Contribution
Superannuation ....
on
Contribution on 320 - 320 320 - 320
Receipts
Public5.Service from the General
Remuneration …. Register …. Office …. 7,410 310 - 7,410 3107,410 6,000 3406,000 - - 6,000 3406,000
Public Service Remuneration 7,410- - -
7. 6. Receipts
Receipts from from Additional
European Social FundSuperannuation
…. Fund Contribution on - -- - 7,250 7,250
7. Receipts from European Social …. - - 7,250 - - 7,250
8. Receipts Public
from
8.
Service Remuneration
National
Receipts fromTraining
National Fund ….
(Community
Training Fund (Community
7,410 - 7,410 6,000 - 6,000
7. Receipts
Employment) ....from European Social Fund …. 6,100 - - 6,100 - 6,100 7,2506,100 - - 6,100 7,250
Employment) .... 6,100- - 6,100 - 6,100
9. 8. Receipts
Receipts from from National
Pensions Board - Training
StaffBoard Fund (Community
Superannuation …. 600 600 600
9. Receipts from Pensions - Staff Superannuation …. 600- - 600 600 600 - - 600
10. Homeless Employment) .... Cost - contributions from 6,100 - 6,100 6,100 - 6,100
10.Unit Operational
Homeless Unit Operational Cost - contributions from
external Receipts from
9. agencies Pensions Board - Staff Superannuation …. 600 - - 600 600 - - 600
external…. agencies …. 2,500 2,500 - 2,500 2,500 - - -
11. 10. Homeless
Receipts from DormantUnit Operational
Accounts Cost
…. - contributions from 550 550 5,000
11. Receipts from Dormant Accounts …. 550- - 550 5,000 5,000 - - 5,000
Recovery external agencies …. 2,500 - - 2,500 - -
12. 12.of Recovery
assistance offrom Insurance
assistance fromClaims
Insurance…. Claims …. 2,700 2,700 - 2,700 2,700 2,800 2,800 - - 2,800 2,800
11. Receipts from Dormant Accounts …. 550 - 550 5,000 - 5,000
13. Receipts from
13. Fund for
Receipts fromEuropean
Fund forAid to the Aid to the
European
12. Recovery of assistance from Insurance Claims …. 2,700 - 2,700 2,800 - 2,800
Most Deprived ….
Most Deprived …. 260 260- - 260 260 4,500 4,500 - - 4,500 4,500
13. Receipts from Fund for European Aid to the
14. Miscellaneous ….
14. Miscellaneous …. 800 - 800 1,000 - 1,000
Most Deprived …. - -260 800- - -- - -260 800 - - 4,5001,000 - - -- - -4,5001,000
14. Miscellaneous …. - 800 -- - 800 - 1,000 -- - 1,000
Subtotal:- Subtotal:- 85,770 85,770- - 85,770 85,770 96,210 96,210 - - 96,210 96,210
Subtotal:- 85,770 - 85,770 96,210 - 96,210
Total :- Total:>
Total :- 217,700 217,700
Total:>
217,700 -
#VALUE!
217,700 -
#VALUE! 217,700 217,700
217,700 217,700 218,190 218,190
218,190 -
#VALUE!
218,190 -
#VALUE! 218,190 218,190
218,190 218,190
Total :- Total:> 217,700
217,700 -
#VALUE! 217,700
217,700 218,190
218,190 -
#VALUE! 218,190
218,190
19Statement of Strategy | Department of Social Protection
Appendix B
Commitments in the Programme for Government 2020, where the
Department of Social Protection has a lead role
▪ We will improve budgeting for demographic-related ▪ We will use the recent research into the cost of
costs. Spending in the areas of health and social disability to individuals and families to properly inform
welfare will be prioritised for improved budgeting. the direction of future policy
Each minister will be required to produce service
▪ Develop initiatives that improve employment
improvement and reform plans in conjunction with
opportunities for people with disabilities living in rural
the Department of Public Expenditure and Reform.
areas, including through remote working options
Budget overspends within the budgetary year must be
included in department budgetary plans each year, in ▪ Fast-track the return to Disability or Invalidity
line with changes in Budget 2020 Pension for people where employment opportunities
do not succeed
▪ Protect core weekly social welfare rates
▪ Fine-tune and expand targeted employment schemes,
▪ Recognise the importance of ancillary benefits and
such as the Wage Subsidy Scheme (WSS) and
eligibility criteria to vulnerable groups
the Ability Programme, to help more people with
▪ Any changes made in social welfare provisions will disabilities stay in the workforce
continue to be gender and equality-proofed
▪ Put in place strong and varied labour-market
▪ Examine options for a pension solution for carers, the activation programmes
majority of whom are women, particularly those of
▪ Enhance back-to-work schemes and initiatives
incapacitated children, in recognition of the enormous
to assist in upskilling those who are seeking new
value of the work carried out by them
employment opportunities after the crisis
▪ Increase the availability of activation schemes,
▪ Review the Back to Education Allowance, to ensure
including those run by local employment services
that it can help those unemployed as a result of
COVID-19 to access education and training
20Statement of Strategy | Department of Social Protection
▪ Continue to fund the Mortgage Arrears Resolution ▪ Continue to prioritise and protect supports for lone
Service, Abhaile parents, having regard to the recommendations of
the Joint Oireachtas Committee on Social
▪ Maintain the entitlement for the Free Travel Scheme
Protection’s Report on the Position of Lone Parents
for all individuals aged 66 and over
in Ireland (2017)
▪ Work with private bus operators and the National
▪ Act to reform our child maintenance system and
Transport Authority (NTA) so that the Free Travel
address key issues such as calculation, facilitation, and
Scheme is available on all publicly licensed bus routes
enforcement, guided by international best practice
▪ Remove the need for a person aged 16 and 17 years and in light of the findings of the Murphy Review
to have two specialist reports before they can apply
▪ Maintain the State Pension as the bedrock of the Irish
for legal gender recognition, by providing for self-
pension system
declaration, with parental consent and by making
mediation available on a voluntary basis. These ▪ 65 year olds who are required to or chose to retire
improvements will include the provision of a gender- early can receive an ‘Early Retirement Allowance
recognition certificate providing proof of change or Pension’ at the same rate as jobseekers benefit
of name, as well as gender. Commence research without a requirement to sign on, partake in any
to examine arrangements for children under 16. activation measures or be available for and genuinely
Complete the work of the interdepartmental seeking work
group tasked with examining legal recognition
▪ Establish a Commission on Pensions to examine
of non-binary people
sustainability and eligibility issues with state pensions
▪ Ensure that Rent Supplement and Housing Assistance and the Social Insurance Fund. The Commission will
Payment (HAP) levels are adequate to support outline options for Government to address issues
vulnerable households, while we increase the supply including qualifying age, contribution rates, total
of social housing (in conjunction with Department of contributions and eligibility requirements
Housing, Local Government and Heritage)
▪ Pending the report of the Commission on Pensions
▪ Ensure that the increases in the carbon tax are and any subsequent Government decisions on
progressive by spending €3 billion on targeted social its recommendations, the State Pension age will
welfare and other initiatives to prevent fuel poverty remain at 66 years and the increase to 67 years
and ensure a Just Transition will be deferred. This will allow full consideration
by Government of any permanent changes.
▪ Set out the future distribution of the Pandemic
The Commission will report by June 2021. The
Unemployment Payment, based on the principles of
Government will take action having regard to the
fairness and equity
recommendations of the Commission within 6 months
▪ Improve jobseeker supports for people aged under 24
over the lifetime of the Government
21You can also read
