strategy statement03 - 05

commercialisation of the outputs of publicly funded research must also be developed.

The move to a lessening of direct state involvement and, indeed, participation in many areas of enterprise, driven in large part by the EU, has raised consciousness about the importance of effective regulation. In recent times Ireland has fallen in international competitiveness rankings on business transparency and corruption against a backdrop of revelations of domestic and international malpractice. During the previous strategy period the Department made substantial progress in driving forward the regulatory agenda to address these and other issues. Particular points of note are the strengthened role of the Competition Authority, the establishment of the Office of the Director of Corporate Enforcement, the completion of the first phase of work of the Motor Insurance Advisory Board (MIAB) and the advancement of the process to create the Irish Financial Services Regulatory Authority (IFSRA).

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The period also saw a growing concern about the need to ensure that consumer issues are more fully addressed, not least because of the inflation issue, but also because of the potential that demand for high standards has in driving competitiveness. In response, additional resources have been committed and structures have been established to facilitate consumer representatives’ input to policy formulation and development. Much needed regulatory infrastructure has also been put in place. The strategic challenge in the coming period is to demonstrate that these structures can achieve demonstrable results in lowering barriers to entry, promoting more vigorous competition and giving consumers increased choice and lower prices. In addition, we must also continue to simplify and improve our regulatory legal base and implementation arrangements.

Effective competition is the best way of ensuring value for money for consumers. However, the removal of unwarranted regulatory restrictions or other impediments to competition is not sufficient of itself to guarantee this. To generate effective competition,

Department of Enterprise, Trade & Employment

consumers should also be well informed about the price and quality of goods and services, and be prepared to be assertive in seeking alternative sources of supply. They also need information on their rights in relation to suppliers, and how to go about seeking redress if those rights are infringed. In this context, the fragmented nature of the legislative framework for consumer protection, which has developed in an ad hoc fashion over a long period of time, needs to be reviewed and reformed.

The environmental analysis has set out the critical events which will occur within the European Union during the coming strategy period. It highlighted the changing nature of Ireland’s relationships within the Union, particularly in the context of enlargement. The Department has an exceptionally high degree of interaction with the EU, and thus the nature of these relationships has a significant effect on our ability to achieve our overall goals.

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The need to rebalance public spending in line with the revenue base of a lower growth environment has been well established. This necessitates prioritisation of those policies and programmes that will yield the best results for the citizen and the achievement of maximum efficiency in the delivery of those programmes. It also demands that the programme of public service modernisation be advanced both within the Department and its offices and agencies, with a strengthened emphasis on enhancing staff competencies and achievement of outcomes as well as outputs, based on high quality data and analysis.

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Modernisation of the Department’s financial management systems as part of the overall Management Information Framework Project is a vital underpinning factor to allow more targeted and effective use of resources. However, this project is critically dependent on the development and utilisation of quality performance indicators. These indicators need to be deployed at the overall strategic level. However, it is also important that they be backed up with robust monitoring of the specific outputs delivered by the Department’s offices and agencies.