Corridors of power emptied

One of the glaring gaps in the current arrangement in the civil service is the absence of a performance management system for secretaries general, writes Kevin Rafter

THE senior civil servants who run government departments are among the most influential people in the State. Individuals such as Brian Purcell, who headed the Department of Justice until this week, wield considerable power. So when trouble hits a government department — as it has with a tsunami-type impact at the Department of Justice — it is a matter of great public concern.

Earlier this year, I was asked by the Government to chair an Independent Panel to examine how performance and accountability in the civil service, and in particular at a senior level, could be strengthened. Our report is currently on Minister for Public Expenditure and Reform Brendan Howlin’s desk. He is expected to bring an action plan of proposals to Cabinet in the autumn.