Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698137279569.pdf (Ireland)
Statement of Strategy 2020-2023 Contents Foreword by the Minister Introduction by the Secretary General Our Mission, Strategic Objectives and Values Strategic Objective 1 Strategic Objective 2 Strategic Objective 3 Key Challenges and Opportunities in our Operating Environment Achieving our Strategic Objectives will be supported by these enablers Appendix A – Output Measures and Targets Appendix B – Commitments in the Programme for Government 2020, where the Department of Social Protection has a lead role Appendix C - Commitments in the Programme for Government 2020, where the Department of Social Protection has a contributory role Page 3 4 6 8 10 11 12 15 16 20 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 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.

to deliver on this strategy.

I look forward to working 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 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 contributions – they helped to inform and guide the 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.
a r ti Sup p o rt s f o Workplace P r c i p a ti o n External C Intern al & o n n DSP e c ti o n s e r u t l u C & e r , n o ti a s ni a Org Structu Right policies & services at the right time in the right place for: C C o o s n t t s & r o l s Employers Families & Children Retired & Older People People of Working Age E Social Prote c ti o n & mployment Ser v i c e P o l i c i e s 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 Centre of Policy and Service Delivery Drive Cost, Efficiency and Effectiveness Develop Staff, Structures and Processes As a Department, we value: Public Service We are dedicated to serving the people of Ireland in an efficient and impartial manner.

Customer Focus We are totally committed to the positive difference we can make to our customers’ lives and Irish society.

Total Professionalism We are proud of our professionalism and commitment to quality in everything we do.
Engaged Staff We believe that our effectiveness as an organisation is dependent on a highly skilled and engaged workforce.

Innovation We believe that having the attitude and environment to 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 ▪ Deliver commitments in PathWays to Work, Roadmap for Social Inclusion and Roadmap for Pensions Reform ▪ Focus policy on promoting active participation in society, supporting employment and ensuring the sustainability of the social welfare system Inclusion – including reduction in poverty rates and improvement in living standards ▪ Delivery of schemes and services to the highest standard ▪ Progress towards the UN Sustainable Development Goals ▪ Inform policy through robust research and evaluation and through seeking inputs from civil society and other stakeholders ▪ Increased labour market participation rates ▪ Help safeguard vulnerable adults at risk ▪ Improvement in employability of clients and increased engagement with employers ▪ The ability of all service users, including people with disabilities, to access all of the Department’s services and information services ▪ Achievement of the EU, UN and Ireland’s strategic agenda and goals in the social affairs domain ▪ Production of evidence-based advice to Government on social protection issues ▪ Government approval and adoption of policy reforms to support the sustainability of the social insurance system and, in particular, the sustainability and adequacy of the pension system ▪ High levels of client satisfaction ▪ Progress towards delivery of the Department’s goals on climate action.
▪ Ensure continued delivery of the Department’s schemes and services to the highest standard including that: ▪ Decisions, payments, reviews and appeal decisions for all schemes are made promptly ▪ Queries received from clients and their representatives are answered promptly and clearly ▪ Ensure that the Department’s services and information are accessible to all service users and compliant with its Public Sector Human Rights and Equality Duty in all its activities ▪ Contribute to achievement of Ireland’s international commitments including the UN Sustainable Development Goals and the EU Social Charter ▪ Support the Department’s Agencies in the delivery of their functions ▪ 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 the Programme for Government, the Roadmap for Social Inclusion, Pathways to Work and the Roadmap for Pensions Reform ▪ ▪ Increase in the level of, and trends in, client service satisfaction measures 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 (including Comprehensive Employment Strategy for People with Disabilities) ▪ Commencement of the implementation of the Total Contributions Approach and an Auto-enrolment system in pensions ▪ Achievement of claim processing standards and processing targets ▪ Quality of decisions and the communication of same ▪ Adherence with all regulatory requirements ▪ Publication of relevant policy papers/reform plans ▪ Publication of the Report of the Commission on Pensions ▪ Progress in implementation of the commitments in the Programme for Government on climate action.
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 ▪ Continue re-organisation to a front-office/back- office model of working including establishment of dedicated customer contact teams ▪ Implement the Compliance & Anti-Fraud Strategy 2019-2023 to improve control and compliance across all schemes ▪ Improved processes and procedures ▪ Reduction of fraud and error ▪ Timeliness of decision-making to claim award/refusal ▪ Enhanced corporate governance ▪ Greater inter-agency cooperation ▪ Continue to improve corporate governance, financial ▪ Improved sustainability of the social welfare system management and reporting systems ▪ Continue to exchange information with other Public Sector bodies in accordance with the General Data Protection Regulation requirements ▪ Continue to provide services and payments for other public bodies on an agency basis ▪ Evaluate reforms to underpin the long-term sustainability and adequacy of our income support system (pensions, in particular) ▪ Develop and implement a Management Accounting system to inform operations, management decisions and strategies ▪ Continue to implement robust supplier and contract management processes.
▪ Strong evidence base for policy development ▪ ▪ Improved measurement of unit cost data for Department activity Improvement in the timeliness and value of debt recovery.
High Level Indicators ▪ ▪ IT systems service availability and performance Implementation of Digital Strategy Actions and front-office/back-office method of working ▪ The number of people using online services 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.
10 Statement 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 2020 as well as the Civil Service Renewal Plan ▪ Provide high-quality, tailored training, accredited learning and education opportunities for staff ▪ Ensure that appropriate supports are provided to support the decisions, payments and appeals processes through staff training, sound processes and good IT systems ▪ Provide appropriate technological and other tools to assist staff in their work ▪ Work closely with staff representative organisations on all aspects of employee relations including organisation change ▪ Continue to sponsor and implement the Engagement and Innovation Programme to engage staff in developing solutions to issues identified within the Department ▪ Learn from and extend as appropriate, remote working and other practices developed in response to COVID-19 ▪ Embed the ‘can-do/will-do’ and flexible approach to innovation, building on the experience from our response to COVID-19 ▪ Continue to develop the workforce planning framework with stakeholders to reduce time-to-hire ▪ Encourage and support staff mobility within the organisation ▪ Develop approaches to ensure a resilient workforce by promoting wellbeing throughout the organisation ▪ Promote and develop diversity and inclusion initiatives and programmes ▪ Implement the Customer Service Strategy - in particular, to achieve recognition for ISSA best practice guidelines for administration of social protection systems ▪ Continue to implement civil service arrangements relating to attendance, illness, performance and discipline.
11 ▪ High levels of staff engagement ▪ High levels of staff performance ▪ Low levels of staff absence and turnover ▪ Consistently high customer service standards ▪ Programme for Government targets for remote working achieved or exceeded ▪ Timely staff recruitment and assignment ▪ Further certification of International Social Security Association (ISSA) management guidelines for social security institutions ▪ Staff awareness of and empathy with service requirements of clients with particular needs ▪ Structured training, accredited learning and educational curriculum provided to staff.
High Level Indicators ▪ Staff engagement metrics as reported in staff surveys ▪ Number of staff completing accredited programmes ▪ Staff attendance metrics ▪ Staff turnover metrics ▪ Customer service and customer satisfaction metrics ▪ Contribution made to the achievement of actions in the Civil Service Renewal Plan ▪ Delivery of HR Strategy commitments ▪ ▪ Implementation of structural, technological and organisational changes ISSA certification for key functions/processes ▪ Levels of staff and manager awareness of diversity and inclusion issues from staff surveys ▪ Level of engagement and take-up of Learning and Development opportunities ▪ Proportion of staff working remotely.
Statement 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 increasing demands on the social welfare budget will Poverty Reduction and Active Inclusion need careful management during the lifetime of this Social transfers play a vital role in alleviating poverty strategy statement.

Demographic and Other Pressures and fostering a sense of social cohesion.
Some groups, particularly children and young families, lone parent families and people with a disability experience higher 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.
12 Statement 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.


Beyond Income Support Public Service Reform 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, on the route back to employment and self-sufficiency.
In addition to the Roadmap for Social Inclusion 2020-2025: Ambition, Goals, Commitments, Pathways to Work 2021- 2025 will aim to extend and enhance the provision of employment services beyond the registered unemployed to include additional groups such as those with caring responsibilities, people with disabilities and qualified adult dependents of recipients of working-age payments.
Data Protection The Department is fully committed to maintaining Data Protection compliance over its entire range of schemes and services.

This requires significant resources, continuing audit programmes along with ensuring Data Protection Impact Assessments (DPIA) are completed as business processes are changed.
Policy Development and Legislation Policy and legislative development for over 80 social welfare and inter-department schemes as well as policy responsibility for civil registration and gender recognition.

Support of Other Departments, Public Sector Bodies and Contracted Service Providers Continuing to foster the good working relationships the Department has with other Government Departments, public sector bodies and contracted service providers will be critical to achieving the Government’s objectives.
Co-operation and support will be necessary in implementing the cross-cutting commitment in the Roadmap for Social Inclusion 2020-2025: Ambition, Goals, Commitments, Pathways to Work 2021-2025 and the Roadmap for Pensions Reform.
13 Statement 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 initial goal set in 2009 was a 33% efficiency improvement target by 2020, which the Department has achieved.

Under Ireland’s Climate Action Plan (June 2019), and the Programme for Government, this ambition has been increased, to a 50% energy efficiency improvement by 2030.
Following the withdrawal of the United Kingdom from the European Union, the Department continues to play an important role in ensuring that the social security rights of citizens under the Common Travel Area arrangements are safeguarded and maintained.

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.
14 Statement 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 culture and values ▪ Management of team and individual performance ▪ Alignment of Department structures and staff deployment with this strategy ▪ Close engagement and co-operation with staff representative organisations ▪ Continued use of strategic workforce planning ▪ Use of Continuous Professional Development to strengthen knowledge, capabilities, leadership and skills throughout the organisation ▪ Establishment of internal and external engagement, consultation, communications and networks ▪ Availing of opportunities presented through Public Service Reform and Renewal (e.g.
staff mobility) ▪ Deployment of modern technologies in an innovative way to maximise efficiency and effectiveness in the use of resources – including through remote working ▪ Availability of cross-Government programmes, such as shared services and data sharing ▪ Ongoing analysis and improvement of key business processes ▪ Increased use of the online platforms, MyWelfare.ie, MyGovID.ie and WelfarePartners.ie to provide services and information digitally and securely to clients, stakeholders, partners ▪ Greater use of management accounting techniques to inform business decision making ▪ Investment in energy efficiency technologies, and in Reduce, Reuse and Recycle initiatives.
▪ Encourage and embed a culture of innovation across Governance the organisation ▪ Support staff to work collaboratively and cultivate new partnerships and networks ▪ Use of contracted and third party services to complement and augment the Department’s own service capacity including branch offices, An Post, Local Employment Services/Jobpath ▪ Provision of supports to staff to promote wellbeing ▪ Corporate Governance Framework ▪ ▪ Independent Social Welfare Appeals Office Integrated risk management, strategic planning and business planning system and process ▪ Data privacy and security policies, standards and guidelines ▪ Internal controls ▪ Supports for staff for new ways of working in line with Audit Committee ▪ Oversight by Internal Audit Unit and the emerging best practice ▪ Development and embedding of the digitalisation culture and structure through staff training and engagement.
15 ▪ Ongoing review of legislative code ▪ Use of external advisory bodies, such as the Labour Market Advisory Council, to challenge and advise the 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.
Statement of Strategy | Department of Social Protection [37] III.

[37] III.

[37] III.
Employment Affairs and Social Protection [37] Details of Programmes - Objectives, Outputs and Financial & Human Resources PROGRAMME EXPENDITURE Employment Affairs and Social Protection Appendix A - Output Measures and Targets Employment Affairs and Social Protection Details of Programmes - Objectives, Outputs and Financial & Human Resources A - SOCIAL ASSISTANCE SCHEMES, SERVICES, ADMINISTRATION AND PAYMENT TO SOCIAL INSURANCE FUND Details of Programmes - Objectives, Outputs and Financial & Human Resources 2021 REVISED ESTIMATES OUTPUT TARGETS PROGRAMME EXPENDITURE PROGRAMME EXPENDITURE [37] [37] Key Outputs and Public Service Activities Details of Programmes - Objectives, Outputs and Financial Human Resources A - SOCIAL ASSISTANCE SCHEMES, SERVICES, ADMINISTRATION AND PAYMENT TO SOCIAL INSURANCE FUND 2019 Output Target 2020 Output Target A - SOCIAL ASSISTANCE SCHEMES, SERVICES, ADMINISTRATION AND PAYMENT TO SOCIAL INSURANCE FUND A - SOCIAL ASSISTANCE SCHEMES, SERVICES, ADMINISTRATION AND PAYMENT TO SOCIAL INSURANCE FUND 2018 Output Outturn (2018 Output Target) PROGRAMME EXPENDITURE Key High Level Metrics Key Outputs and Public Service Activities Pensions Key Outputs and Public Service Activities Average no.
of weekly payments Key High Level Metrics Key High Level Metrics Pensions Pensions Average no.

of weekly payments Average no.

of weekly payments Average no.

of monthly payments 2018 Output Outturn (2018 Output Target) 2018 Output Outturn (2018 Output Target) 2019 Output Target 2019 Output Target 2020 Output Target 2020 Output Target 607,960 632,630 607,960 607,960 632,630 632,630 44,220 44,420 44,220 44,220 90 90 90 75 44,420 44,420 90 90 90 75 299,672 (298,380) 75 75 267,520 75 75 273,185 Average no.
of monthly payments Average no.

of monthly payments % of contributory claims to award within processing time standards % of contributory claims to award within processing time standards % of contributory claims to award within processing time standards % of State Pension Non Contributory claims to award within processing time standards % of State Pension Non Contributory Average no.

of weekly payments claims to award within processing time standards Average no.
of weekly payments % of State Pension Non Contributory Working Age - claims to award within processing time Income Supports standards Average no.
of weekly payments Average weekly Live Register Working Age - Income Supports Working Age - Income Supports Working Age Employment Supports Working Age Working Age Illness, Employment Employment Disability and Supports Supports Carers Illness, Illness, Disability and Disability and Carers Carers Average weekly Live Register Average weekly Live Register % of claims to award within processing time standards Average no.

of weekly payments % of claims to award within processing time standards Average no.


of weekly payments Average no.

of weekly payments Average no.

of weekly payments Average no.

of annual Carer's Support Average no.

of weekly payments payments Average no.

of annual Carer's Support payments Average no.
of annual Carer's Support payments % of Illness Benefit, Invalidity Pension and Occupational Injury Benefit claims to award within processing time standards* % of Illness Benefit, Invalidity Pension and Occupational Injury Benefit claims to award within processing time standards* % of Illness Benefit, Invalidity Pension and Occupational Injury Benefit claims to award within processing time standards* % of Disability Allowance claims to award within processing time standards % of Disability Allowance claims to award within processing time standards % of Disability Allowance claims to award within processing time standards % of Carer’s Allowance claims to award within processing time standards % of Carer’s Allowance claims to award within processing time standards % of Carer’s Allowance claims to award within processing time standards % of Domiciliary Care Allowance claims to award within processing time standards** Average no.
of weekly payments % of Domiciliary Care Allowance claims to award within processing time standards** Average no.

of weekly payments % of Domiciliary Care Allowance claims to award within processing time standards** Average no.

of weekly payments Average no.

of monthly Child Benefit payments Average no.

of monthly Child Benefit payments Average no.


of monthly Child Benefit payments % of Child Benefit claims to award within processing time standards % of Child Benefit claims to award within processing time standards % of Child Benefit claims to award within processing time standards Average no.

of Rent Supplement payments Average no.

of Rent Supplement payments Average no.

of Rent Supplement payments Average no.

of Household Benefits Average no.

of Household Benefits payments payments Average no.
of Household Benefits payments Children Children Children Supplementary Supplementary Supplementary Payments Payments Payments 590,993 (590,190) 43,942 (44,720) 92 (90) 69 (75) 590,993 (590,190) 590,993 (590,190) 43,942 (44,720) 43,942 (44,720) 92 (90) 69 (75) 92 (90) 69 (75) 299,672 (298,380) 299,672 (298,380) 221,320 (225,000) 221,320 (225,000) 221,320 (225,000) 93 (90) 93 (90) 93 (90) 55,897 (63,480) 55,897 (63,480) 55,897 (63,480) 347,565 (347,890) 347,565 (347,890) 347,565 (347,890) 110,879 (112,640) 110,879 (112,640) 110,879 (112,640) 77 (90) 58 (75) 20 (70) 77 (70) 77 (90) 58 (75) 77 (90) 58 (75) 20 (70) 20 (70) 77 (70) 77 (70) 57,302 (59,420) 1,196,118 (1,195,390) 57,302 (59,420) 57,302 (59,420) 1,196,118 (1,195,390) 1,196,118 (1,195,390) 79 (90) 79 (90) 79 (90) 26,680 (27,620) 26,680 (27,620) 434,470 (435,870) 434,470 (435,870) 26,680 (27,620) 434,470 (435,870) % of Household Benefits & Free Travel claims to award within processing time standards No.
of control surveys completed and published % of Household Benefits & Free Travel claims to award within processing time standards No.

of control surveys completed and published % of Household Benefits & Free Travel claims to award within processing time standards No.
of control surveys completed and published Control Control Control 97 (90) 97 (90) 1 (2) 1 (2) 97 (90) 1 (2) % of debtors*** receiving a weekly social welfare payment making debt repayments % of debtors*** receiving a weekly social welfare payment making debt repayments % of debtors*** receiving a weekly social welfare payment making debt repayments 75% (75%) % of the value of outstanding debts being repaid*** % of the value of outstanding debts being repaid*** % of the value of outstanding debts being repaid*** 47% (47%) 75% (75%) 75% (75%) 47% (47%) 47% (47%) Appeals Appeals Appeals Payment Payment Payment Services for Services for Services for Other Other Other Departments Departments Departments No.
of appeals awaiting decision at year end No.

of customers with Local Property Tax deductions from their payment No.

of Magdalen Commission customers in payment No.

of appeals awaiting decision at year end No.

of customers with Local Property Tax deductions from their payment No.

of Magdalen Commission customers in payment No.

of appeals awaiting decision at year end No.

of customers with Local Property Tax deductions from their payment No.
of Magdalen Commission customers in payment 8,963 (8,000-9,000) 8,963 (8,000-9,000) 8,963 (8,000-9,000) 25,382 (26,000) 25,382 (26,000) 25,382 (26,000) 420 (305) 420 (305) 8,500-9,500 8,500-9,500 8,500-9,500 8,500–9,500 8,500–9,500 8,500–9,500 25,250 25,250 25,250 25,300 25,300 25,300 460 420 (305) * Illness Benefit and Occupational Injury Benefit statistics are not available due to migration to a new IT platform.
** From the 1st of April 2018, the processing time standard for Domiciliary 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).

* Illness Benefit and Occupational Injury Benefit statistics are not available due to migration to a new IT platform.
** From the 1st of April 2018, the processing time standard for Domiciliary 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).

480 480 480 460 460 16 Statement of Strategy | Department of Social Protection Appendix A 2021 REVISED ESTIMATES OUTPUT TARGETS [37] Details of Programmes - Objectives, Outputs and Financial Human Resources III.
Employment Affairs and Social Protection Details of Programmes - Objectives, Outputs and Financial & Human Resources [37] PROGRAMME EXPENDITURE Legislation 2018 Output Outturn 2019 Output Target 2020 Output Target PROGRAMME EXPENDITURE - Employment (Miscellaneous Provisions) Act 2018 - Social Welfare, Pensions and Civil Registration Act 2018 - Civil Registration Act 2019 - Social Welfare Act 2019 (Jobseeker’s Benefit for the Self-Employed) - Social Welfare (No.
2) Bill 2019 (Budget Bill) - Social Welfare (Spring) Bill - Social Welfare (Budget) Bill - Payment of Wages Bill (to amend Payment of Wages Act 1991, in relation to treatment of tips) - 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 Commission for the National Minimum Wage (2018) - Recommendations of the Low Pay Commission for the National Minimum Wage (2019) - Pathways to Work Impact Evaluations of JobPath and Jobsplus - Recommendations of the Low Pay Commission for the National Minimum Wage (2020) Context and Impact indicators No.

of payments No.

of claims decided - weekly paid schemes* No.
of telephone calls answered % of population at risk of poverty** Pre Social transfers Post Social Transfers Consistent Poverty Rate Pension Coverage*** Defined Benefit scheme members Defined Contribution scheme members Personal Retirement Savings Accounts (PRSAs) 2016 80.7m 742,958 7.3m 44.9% 16.5% 8.3% 471,608 299,782 250,719 2017 79.7m 755,957 7.5m 43.8% 15.7% 6.7% 457,220 329,297 264,664 2018 79.5m 667,499 6.5m 40.9% 14% 5.6% 494,289 351,657 281,127 * 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.
High Level Goal: Promote active inclusion and reduce the proportion of jobless households in society by providing targeted activation and development and employment services EQUALITY BUDGETING OBJECTIVES AND PERFORMANCE INDICATORS Key Outputs and Public Service Activities Key High Level Metrics Share of population aged 18-59 years resident in jobless households2 Target an aggregate progression to employment rate across activation programmes of 40% (measured 6 months after completion of programme)3 Reduce the ratio between youth and overall unemployment4 Context and Impact Indicators 17 1- Unemployment rate5 Long-term unemployment rate5 Youth unemployment rate5 Employment rate5 2- 3- 4- 5- Number of participants on employment programmes6 2018 Output Outturn (2018 Output Target) 2019 Output Outturn (2019 Output Target) 9.5% (<10%) 55% (40%) 2.2:1 (2:1) 2017 6.8% 3.0% 14.4% 67.7% 31,830 8.8% (<9.5%) 58% (40%) 2.8:1 (2:1) 2018 5.8% 2.1% 13.7% 68.7% 31,585 2020 Output Target 1 Not yet available Not yet available Not yet available 2019 4.9% 1.4% 13.5% 69.1% 30,690 Statement of Strategy | Department of Social Protection [37] III.
Legislation Employment Affairs and Social Protection [37] Details of Programmes - Objectives, Outputs and Financial & Human Resources PROGRAMME EXPENDITURE 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 No.

of payments No.

of claims decided - weekly paid schemes* No.
of telephone calls answered % of population at risk of poverty** Pre Social transfers Post Social Transfers Consistent Poverty Rate Pension Coverage*** Defined Benefit scheme members Defined Contribution scheme members 2016 80.7m 742,958 7.3m 44.9% 16.5% 8.3% 471,608 299,782 Personal Retirement Savings Accounts (PRSAs) 250,719 Appendix A 2017 79.7m 755,957 7.5m 43.8% 15.7% 6.7% 457,220 329,297 264,664 2018 79.5m 667,499 6.5m 40.9% 14% 5.6% 494,289 351,657 281,127 * 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.
2021 REVISED ESTIMATES OUTPUT TARGETS 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 Key High Level Metrics Share of population aged 18-59 years resident in jobless households2 Target an aggregate progression to employment rate across activation programmes of 40% (measured 6 months after completion of programme)3 Reduce the ratio between youth and overall unemployment4 Context and Impact Indicators Unemployment rate5 Long-term unemployment rate5 Youth unemployment rate5 Employment rate5 Number of participants on employment programmes6 Number of participants on employment supports (Back To Work Enterprise Allowance and Back To Education Allowance)6 Number of Working Family Payment recipients6: - Families - Children Proportion of population 0-17 years resident in jobless households2 2018 Output Outturn (2018 Output Target) 2019 Output Outturn (2019 Output Target) 9.5% (<10%) 55% (40%) 2.2:1 (2:1) 2017 6.8% 3.0% 14.4% 67.7% 31,830 20,581 57,745 129,274 11.9% 8.8% (<9.5%) 58% (40%) 2.8:1 (2:1) 2018 5.8% 2.1% 13.7% 68.7% 31,585 15,514 54,116 122,056 11.8% 2020 Output Target 1 Not yet available Not yet available Not yet available 2019 4.9% 1.4% 13.5% 69.1% 30,690 11,024 52,036 117,238 11.3% 1 Targets for 2020 are not yet available as these
 will be published as part of the new Pathways to Work policy in early 2020 2 Jobless household statistics are from the CSO’s LFS Households and Family Units release Q2, 2019, and these figures refer to Q2 each year.
3 Figures are from Q3 each year 4 This is a volatile metric which is prone to revision 5 2019 figures refer to CSO LFS Q3 2019 6 2019 figures are to end of October 1- 2- 3- 4- 5- 6- 7- 8- 18 Statement of Strategy | Department of Social Protection [37] [37] [37] [37] Employment Affairs and Social Protection Employment Affairs and Social Protection Employment Affairs and Social Protection Appendix A Employment Affairs and Social Protection 2021 REVISED ESTIMATES OUTPUT TARGETS EQUALITY BUDGETING OBJECTIVES AND PERFORMANCE INDICATORS EQUALITY BUDGETING OBJECTIVES AND PERFORMANCE INDICATORS EQUALITY BUDGETING OBJECTIVES AND PERFORMANCE INDICATORS [37] [37] [37] [37] 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 level of Paternity Benefit among eligible employees and self-employed people High Level Goal: Increase the take-up level of Paternity Benefit among eligible employees and self-employed people EQUALITY BUDGETING OBJECTIVES AND PERFORMANCE INDICATORS EQUALITY BUDGETING OBJECTIVES AND PERFORMANCE INDICATORS 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 Key Outputs and Public Service Activities Key High Level Metrics Key High Level Metrics Key Outputs and Public Service Activities Key High Level Metrics Key High Level Metrics Paternity Benefit claims as a
 percentage of Maternity Benefit claims1 Paternity Benefit claims as a percentage of Maternity Benefit claims1 Paternity Benefit claims as a percentage of Maternity Benefit claims1 Paternity Benefit claims as a percentage of Maternity Benefit claims1 Context and Impact Indicators Context and Impact Indicators Context and Impact Indicators Context and Impact Indicators Number of Paternity Benefit claims awarded2 Number of Paternity Benefit claims awarded2 Number of Paternity Benefit claims awarded2 1- 2017
 2017 26,559 26,559 58% 58% 58% 2018 Outturn 58% 2017 26,559 2017 1- 1- 2- 2- 3- 3- 4- 4- 5- 5- 6- 6- 7- 7- 3- 2- Number of births3 Number of Maternity Benefit claims awarded2 Number of Paternity Benefit claims awarded2 Number of Maternity Benefit claims awarded2 Number of Maternity Benefit claims awarded2 1- Number of births3 Number of births3 Number of Maternity Benefit claims awarded2 2- Number of male PRSI Class A, E, H & S contributors4 Number of male PRSI Class A, E, H & S contributors4 3- Number of female PRSI Class A, E, H & S contributors4 Number of female PRSI Class A, E, H & S contributors4 4- Number of males in employment5 Number of males in employment5 5- Number of males in employment5 Number of births3 4- 5- 6- Number of female PRSI Class A, E, H & S contributors4 Number of male PRSI Class A, E, H & S contributors4 Number of male PRSI Class A, E, H & S contributors4 Number of female PRSI Class A, E, H & S contributors4 2018 Outturn 2018 Outturn 2018 Outturn 2020 Output Target 2020 Output Target 2020 Output Target 2019 Outturn 2019 Outturn (Output (Output Target) 2 Target) 2 62% 62% (>60%) (>60%) 2019 Outturn (Output Target) 2 62% (>60%) 2019 Outturn (Output Target) 2 62% (>60%) >60% >60% 2020 Output Target >60% > Not yet available
41,429 61,016 37,500 23,210 Not yet available Not yet available Not yet available 37,500 1.313m 1.313m Not yet available Not yet available 61,016 Not yet available 1.313m 62,053 Not yet available Not yet available Not yet available Not yet available 1.146m 1.146m Not yet available Not yet available Not yet available Not yet available 1.313m 1.146m Not yet available Not yet available Not yet available Not yet available 1.186m 1.186m 1.221m 1.221m 1.146m 1.186m 1.221m Not yet available 1.252m 1.252m 1.252m Not yet available 1.065.5m 1.065.5m 1.252m
 1.065.5m Number of females in employment5 Number of females in employment5 6- Number of males in employment5 Number of females in employment5 7- 1.008m 1.008m 1.186m 1.008m 1.036m 1.036m 1.221m 1.036m Number of females in employment5 1 It should be noted that Paternity and Maternity Benefit claims are not directly comparable as eligibility is dependent on the person’s employment status 1 It should be noted that Paternity and Maternity Benefit claims are not directly comparable as eligibility is dependent on the person’s employment status 1 It should be noted that Paternity and Maternity Benefit claims are not directly comparable as eligibility is dependent on the person’s employment status 7- 1.065.5m 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 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 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 child, while Paternity Benefit can be taken within 6 months of the birth of the child.


1 It should be noted that Paternity and Maternity Benefit claims are not directly comparable as eligibility is dependent on the person’s employment status birth of the child, while Paternity Benefit can be taken within 6 months of the birth of the child.
2 2019 figures are to end October 2 2019 figures are to end October 2 2019 figures are to end October 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 3 CSO Vital Statistics 2018 3 CSO Vital Statistics 2018 birth of the child, while Paternity Benefit can be taken within 6 months of the birth of the child.
3 CSO Vital Statistics 2018 4 P35 Revenue data, figure is number of people by primary class 4 P35 Revenue data, figure is number of people by primary class 2 2019 figures are to end October 4 P35 Revenue data, figure is number of people by primary class 5 2019 figures refer to CSO LFS Q3 2019 5 2019 figures refer to CSO LFS Q3 2019 3 CSO Vital Statistics 2018 5 2019 figures 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 1.008m 1.036m Details of Appropriation-in-Aid Details of Appropriations-in-Aid Details of Appropriations-in-Aid Details of Appropriations-in-Aid Details of Appropriations-in-Aid 2019 Estimate 2019 Estimate 2019 Estimate Current Current Current €000 €000 €000 Current €000 Capital Capital Capital 2019 Estimate €000 €000 €000 Capital Total Total Total €000 €000 €000 Total €000 2020 Estimate 2020 Estimate 2020 Estimate Current Current €000 €000 Current €000 Current Capital Capital 2020 Estimate €000 €000 €000 Capital Capital Total Total €000 €000 Total €000 Total €000 €000 €000 B - B - B - APPROPRIATIONS-IN-AID APPROPRIATIONS-IN-AID APPROPRIATIONS-IN-AID APPROPRIATIONS-IN-AID: APPROPRIATIONS-IN-AID: B - APPROPRIATIONS-IN-AID: APPROPRIATIONS-IN-AID 1.
1.

Recovery of administration expenses from the Social Recovery of administration expenses from the Social Insurance Fund .... Insurance Fund .... Recovery of administration expenses from the Social 1.

APPROPRIATIONS-IN-AID: Insurance Fund .... 1.

Recovery of administration expenses from the Social Insurance Fund .... Subtotal:- Subtotal:- Subtotal:- APPROPRIATIONS-IN-AID: Other APPROPRIATIONS-IN-AID: Other APPROPRIATIONS-IN-AID: Other 2.

Recoveries of Social Assistance overpaid .... 2.


Recoveries of Social Assistance overpaid .... 3.

Repayment from the Social Insurance Fund of 3.

Repayment from the Social Insurance Fund of amounts paid initially as Social Assistance .... amounts paid initially as Social Assistance .... Subtotal:- 2.

Recoveries of Social Assistance overpaid .... APPROPRIATIONS-IN-AID: Other 3.

Repayment from the Social Insurance Fund of amounts paid initially as Social Assistance .... 2.
Recoveries of Social Assistance overpaid .... 3.

Repayment from the Social Insurance Fund of amounts paid initially as Social Assistance .... 4.

Receipts under "Liability to Maintain Family" provisions 4.

Receipts under "Liability to Maintain Family" provisions in Part 12 of the Social Welfare Act 2005 .... in Part 12 of the Social Welfare Act 2005 .... 4.

Receipts under "Liability to Maintain Family" provisions in Part 12 of the Social Welfare Act 2005 .... 4.
Receipts under "Liability to Maintain Family" provisions 5.

Receipts from the General Register Office ….

5.

Receipts from the General Register Office ….

5.

Receipts from the General Register Office ….

6.

Receipts from Additional Superannuation Contribution on 6.

Receipts from Additional Superannuation Contribution on 6.

Receipts from Additional Superannuation Contribution on in Part 12 of the Social Welfare Act 2005 .... Public Service Remuneration ….

Public Service Remuneration ….

5.


Receipts from the General Register Office ….

Public Service Remuneration ….

6.

Receipts from Additional Superannuation Contribution on 7.

Receipts from European Social Fund ….

7.

Receipts from European Social Fund ….

7.

Receipts from European Social Fund ….

Public Service Remuneration ….

8.

Receipts from National Training Fund (Community 8.

Receipts from National Training Fund (Community 8.

Receipts from National Training Fund (Community 7.


Receipts from European Social Fund ….

8.

Receipts from National Training Fund (Community 9.

Receipts from Pensions Board - Staff Superannuation ….

9.

Receipts from Pensions Board - Staff Superannuation ….

10.

Homeless Unit Operational Cost - contributions from 10.

Homeless Unit Operational Cost - contributions from 9.

Receipts from Pensions Board - Staff Superannuation ….

Employment) .... 10.


Homeless Unit Operational Cost - contributions from 9.

Receipts from Pensions Board - Staff Superannuation ….

Employment) .... Employment) .... Employment) .... external agencies ….

external agencies ….

external agencies ….

10.

Homeless Unit Operational Cost - contributions from 11.

Receipts from Dormant Accounts ….

11.

Receipts from Dormant Accounts ….

11.

Receipts from Dormant Accounts ….

external agencies ….

12.

Recovery of assistance from Insurance Claims ….

12.


Recovery of assistance from Insurance Claims ….

11.

Receipts from Dormant Accounts ….

13.

Receipts from Fund for European Aid to the 13.

Receipts from Fund for European Aid to the 13.

Receipts from Fund for European Aid to the 12.

Recovery of assistance from Insurance Claims ….

13.

Receipts from Fund for European Aid to the Most Deprived ….

Most Deprived ….

14.

Miscellaneous ….

14.

Miscellaneous ….

Most Deprived ….

14.


Miscellaneous ….

Most Deprived ….

14.

Miscellaneous ….
Subtotal:- Subtotal:- Subtotal:- Subtotal:- Total :- Total :- Total:> Total:> Total :- €000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 131,930 131,930 - - 131,930 131,930 131,930 - - 131,930 131,930 131,930 58,800 58,800 - - 58,800 5,420 5,420 58,800 - - 5,420 5,420 320 320 310 310 - - 320 - - 310 320 310 - - 7,410 - - - 7,410 - - - 6,100 - - 600 6,100 600 - - 2,500 - - 550 - - 2,700 2,500 550 2,700 - - 260 - - 800 - - - 260 800 - - 85,770 7,410 7,410 - - 6,100 6,100 600 600 2,500 2,500 550 550 2,700 2,700 260 260 800 800 - - - - - - - - - - - 5,420 320 320 310 310 320 310 320 310 7,410 - 7,410 - 6,100 600 6,100 600 2,500 550 2,700 2,500 550 2,700 260 800 - 260 800 85,770 7,410 7,410 - - 6,100 6,100 600 600 2,500 2,500 550 550 2,700 2,700 260 260 800 800 - 85,770 85,770 - - 4,000 320 320 340 340 320 340 - - - - 6,000 6,000 7,250 7,250 6,100 6,100 600 600 5,000 5,000 2,800 2,800 4,500 4,500 1,000 1,000 - - 96,210 96,210 - - 320 340 6,000 7,250 6,100 600 6,000 7,250 6,100 600 5,000 2,800 4,500 1,000 5,000 2,800 4,500 1,000 - - - - - - - - - - - - - - - - - - - - 96,210 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 121,980 121,980 121,980 121,980 121,980 121,980 121,980 121,980 58,300 58,300 58,300 4,000 4,000 58,300 4,000 4,000 320
 320 340 340 320 340 6,000 6,000 7,250 7,250 6,100 6,100 600 600 - - 5,000 5,000 2,800 2,800 320 340 6,000 7,250 6,000 7,250 6,100 600 6,100 600 - 5,000 - 2,800 5,000 2,800 4,500 1,000 4,500 4,500 1,000 1,000 - 4,500 1,000 - 96,210 96,210 96,210 Total:> 217,700 217,700 217,700 217,700 - - 217,700 #VALUE!
#VALUE!

217,700 85,770 - - #VALUE!

85,770 217,700 217,700 217,700 217,700 217,700 217,700 218,190 218,190 218,190 218,190 96,210 - - - - #VALUE!

#VALUE!

#VALUE!

218,190 218,190 96,210 218,190 218,190 218,190 218,190 218,190 218,190 Total :- Total:> 217,700 217,700 - #VALUE!

217,700 217,700 218,190 218,190 - #VALUE!


218,190 218,190 19 Statement 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 improvement and reform plans in conjunction with the Department of Public Expenditure and Reform.
Budget overspends within the budgetary year must be ▪ Develop initiatives that improve employment opportunities for people with disabilities living in rural areas, including through remote working options 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 ▪ Protect core weekly social welfare rates do not succeed ▪ Recognise the importance of ancillary benefits and eligibility criteria to vulnerable groups ▪ Fine-tune and expand targeted employment schemes, such as the Wage Subsidy Scheme (WSS) and 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 incapacitated children, in recognition of the enormous value of the work carried out by them ▪ Increase the availability of activation schemes, including those run by local employment services ▪ Enhance back-to-work schemes and initiatives to assist in upskilling those who are seeking new employment opportunities after the crisis ▪ Review the Back to Education Allowance, to ensure that it can help those unemployed as a result of COVID-19 to access education and training 20 Statement of Strategy | Department of Social Protection ▪
 Continue to fund the Mortgage Arrears Resolution ▪ Continue to prioritise and protect supports for lone Service, Abhaile ▪ Maintain the entitlement for the Free Travel Scheme for all individuals aged 66 and over ▪ Work with private bus operators and the National Transport Authority (NTA) so that the Free Travel Scheme is available on all publicly licensed bus routes ▪ Remove the need for a person aged 16 and 17 years to have two specialist reports before they can apply for legal gender recognition, by providing for self- declaration, with parental consent and by making parents, having regard to the recommendations of the Joint Oireachtas Committee on Social Protection’s Report on the Position of Lone Parents in Ireland (2017) ▪ Act to reform our child maintenance system and address key issues such as calculation, facilitation, and enforcement, guided by international best practice and in light of the findings of the Murphy Review ▪ Maintain the State Pension as the bedrock of the Irish pension system 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 of non-binary people ▪ Establish a Commission on Pensions to examine 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 ▪ Set out the future distribution of the Pandemic Unemployment Payment, based on the principles of fairness and equity ▪ Improve jobseeker supports for people aged under 24 over the lifetime of the Government will be deferred.
This will allow full consideration by Government of any permanent changes.

The Commission will report by June 2021.

The Government will take action having regard to the recommendations of the Commission within 6 months 21 Statement of Strategy | Department of Social Protection ▪ Introduce a Total Contributions approach, aligning a ▪ Consideration will be given to increasing all person’s contributory pension more closely with the classes of PRSI over time to replenish the Social contributions they make.
This will include a provision Insurance Fund to help pay for measures and changes for credited contributions, ensuring that people to be agreed including, inter alia, to the state who take time off work to care for loved ones are pension system, improvements to short-term sick not disadvantaged ▪ The new Government will introduce a pension auto-enrolment system.
Taking account of the pay benefits, parental leave benefits, pay-related jobseekers benefit and treatment benefits (medical, dental, optical, hearing) exceptional strain both employers and employees ▪ Continue to support the annual Social Inclusion are now under, we will seek to deliver gradually an Forum as an important means of promoting automatic enrolment scheme based on the following engagement between people experiencing poverty principles: Matching contributions will be made by and exclusion, the community and voluntary sector both workers and employers and the State will top up and Government contributions; There will be a phased roll-out over a decade of the contribution made by workers; There will be an opt-out provision for those who choose to opt out; Workers will have a range of retirement savings products to choose from; There will be a charges cap imposed on pension providers ▪ As we emerge from the COVID pandemic, we must build upon the unity, which was fundamental in our response, to improve outcomes for those who are struggling on low incomes, struggling with caring responsibilities, having to raise their families alone, or living with a disability.
Any changes made in ▪ Introduce a system to enable people to defer receipt social welfare provisions will continue to be gender of their state contributory pension on an annual basis, and equality-proofed.

We will do this by rigorous to include actuarial increases in payment as soon implementation of the new social inclusion strategy, as practicable A Roadmap for Social Inclusion 2020-2025.
▪ Facilitate those without a full social insurance record to increase their retirement provision by choosing to continue making PRSI payments beyond pensionable age 22 Statement of Strategy | Department of Social Protection Appendix C Commitments in the Programme for Government 2020, where the Department of Social Protection has a contributory role ▪ Legislate to provide for adoptive leave and benefit ▪ Implement an upskilling and reskilling programme so for male same-sex adoptive couples (in conjunction that workers from sectors that are unlikely to return with the Department of Children, Equality, Disability, to full capacity in the following year can avail of the Integration and Youth) ▪ We will establish a Commission on Welfare and Taxation to independently consider how best the tax system can support economic activity and promote increased employment and prosperity, while ensuring that there are sufficient resources available to meet the costs of the public services and supports in the medium and longer term (in conjunction with the Department of Finance) ▪ Extend free GP care to carers in receipt of the Carer’s Support Grant (in conjunction with the Department of Health) ▪ Further develop the integration of digital services in opportunities in other more sustainable sectors.
As part of this, we will publish an updated Apprenticeship Action Plan to look at new ways of structuring, funding, and promoting apprenticeships.

It will have specific targets for the uptake of apprenticeships by women, people with disabilities and disadvantaged groups.

We will, by the end of 2020, develop a strong pipeline of apprenticeships and traineeships (including mature apprenticeships) to support our recovery phase and to provide new career paths for people with different interests and abilities.
We will embed apprenticeships and traineeships into Irish enterprise (in conjunction with the Department of Further and Higher Education, Innovation and Science) Government and the creation of a single digital unit to ▪ Introduce returnships in partnership with employers, drive more public services online (in conjunction with to support women who have taken time out of the Department of Public Expenditure and Reform) work to raise their families or care for loved ones, to re-enter the labour market through new education, training, and personal development programmes (in conjunction with the Department of Further and Higher Education, Innovation and Science) ▪ Extend paid parental leave for parents, to allow them to spend more time with their baby during its first year (in conjunction with the Department of Children, Equality, Disability, Integration and Youth) 23 Statement of Strategy | Department of Social Protection ▪ Investigate the provision of paid leave and social ▪ Drive digital transformation in the public service, with protection provision to victims of domestic violence greater integration of digital services.
Budget and (in conjunction with the Department of Justice) expenditure plans for each department must include ▪ Promote an awareness and support programme for employers to support the recruitment and retention of people with disabilities ▪ A balanced scorecard for each area of public policy, focused on outcomes and the impact that those policies have on individuals and communities.
Initially, this will be focused on housing, education, and health ▪ Explore how Ireland can be at the forefront of protecting citizens’ rights with respect to facial recognition technology, access to encryption tools, and net neutrality measures that drive the digitalisation of public services and work within our public services, while maintaining access to those services to all (in conjunction with the Department of Public Expenditure and Reform) ▪ We are committed to the introduction of personalised budgets, improving the provision of services for people with disabilities through a range of options, including service brokers, and empowering people to choose the supports that most meet their needs.
This will be based on the experience of the pilot schemes ▪ Set out a pathway for the future implementation of the Temporary Wage Subsidy ▪ Work across government to address food poverty in children and ensure no child goes hungry.

24 Statement of Strategy | Department of Social Protection