Statement
of Strategy
2015-17
Contents
1: Mission, mandate, objectives and values
5
3: Objectives, Strategies and Performance Indicators
9
5: Monitoring Arrangements
20
Appendix B: Statement of Government Priorities 2014-2016
23
2: Operating environment
4: Key Linkages
Appendix A: Organisation Chart
2
6
20
21
Foreword
Simon Coveney, TD
Minister for
Agriculture, Food
and the Marine.
Aidan O’Driscoll,
Secretary General
Message from Minister Simon Coveney, TD, and Aidan O’Driscoll, Secretary General
This Statement of Strategy for the Department of Agriculture, Food and the Marine outlines the mission and mandate of the
Department and identifies our objectives for the next three years, as well as detailing the key strategic actions required to
achieve these objectives. The remit of the Department is extensive and this is our jointly agreed strategy, which sets the
framework for the delivery of a wide range of initiatives in terms of policy and trade development, food safety, animal health
& welfare, plant health, the rural and marine economy and environment, and our schemes and services.
The agri-food, forestry and fisheries sector is a valuable indigenous industry, with exports reaching record levels of almost
€10.5 billion in 2014. Its value to the national economy is significantly greater than other industries due to its high expenditure
on Irish goods and services and its low level of profit repatriation. The Department, its staff and State Agencies, have a vital
leadership role in facilitating and encouraging an environment where the sector can flourish.
The Food Harvest 2020 strategy for smart, green growth has been very successful in providing a vision and a road map for the
development of Ireland’s agri food sector. Plans are progressing for a new Agri-Food Strategy up to 2025, and this will be
published in July 2015. The key strategies and targets that will emerge from the new agri-food strategy will provide the basis
for primary producers, the agri-food industry, Department and State Agencies to maintain the impetus and momentum to
build on the very strong foundations laid by Food Harvest 2020.
With the abolition of milk quotas, 2015 will be a very significant and exciting year for the dairy sector. There are opportunities
arising in new and emerging markets, not least for our beef exports with the recent opening of the USA and China markets.
Negotiated during the Irish Presidency of the EU, the implementation of the CAP Pillar 1 basic and greening payments worth over €1.2
billion per annum to Irish farmers will be a key focus for the Department in the coming years. Equally, the approval and implementation
of the new co-funded Rural Development Programme (CAP pillar 2 worth over €4 billion in the period to 2020) is a priority.
On the marine, the implementation of the Common Fisheries Policy, also negotiated during the Irish Presidency, will be very important,
as will the continued implementation of the Harvesting our Ocean Wealth Strategy, through the Marine Co-ordination Group.
There are a wide range of other developments taking place across the Department including but not limited to areas such as
the new Forestry Programme 2015-2020, plant health, food and feed safety, continued development of the horseracing
industry, trade developments, sustainability in agriculture, agri-food research, animal welfare and the continued development
of an innovative agri-food sector which maximises its contribution to economic renewal and job creation.
The Statement also sets out our values as an organisation in supporting and promoting:
■ A public service ethos of independence, integrity, impartiality, equality, fairness and respect.
■ A culture of accountability, efficiency and value for money.
■ The highest standards of professionalism, leadership and rigour.
The Department is committed to becoming a more inclusive organisation and we want to ensure that all our staff members
feel valued both for who they are and what they contribute to the work of this Department.
The next three years will bring tremendous change to the industry and to the 163,000 people working in it. This Strategy
Statement sets out how the management and staff of the Department intends to approach these challenges, to drive the
development of the agriculture, food and fisheries sector and to harness its full potential while maximising its overall
contribution to our country’s economic recovery.
3
Mission
To lead the sustainable development of the agri-food,
forestry and marine sector and to optimise its
contribution to national economic development and
the natural environment
Objectives
Agri-Food, Forestry
and Marine Policy
and Trade
Development
Progress the
economic
development of
the agri-food,
forestry and marine
sectors, including
facilitating the
achievement of
Food Harvest 2020
targets.
Food Safety,
Animal Health and
Welfare and Plant
Health
Rural and Marine
Economy and
Environment
Promote
economic,
social and
environmentally
sustainable
farming, fishing
and forestry.
Promote and
enhance the
already high
standards of food
safety, consumer
protection, animal
health and welfare
and plant health.
Schemes and
Services
Deliver schemes
and services
effectively and
efficiently, provide
a quality service to
all our clients and
adhere to the
highest standards
of good corporate
governance.
Values
The Department will support and promote:
■
■
■
A deep-rooted public service ethos of independence, integrity, impartiality, equality,
fairness and respect
A culture of accountability, efficiency and value for money
The highest standards of professionalism, leadership and rigour.
4
1
Mission, mandate, objectives and values
Mission Statement: To lead the sustainable
development of the agri-food, forestry and marine
sector and to optimise its contribution to national
economic development and the natural environment1.
Mandate
The Department’s mandate
includes the following principal
functions:
■ National policy and trade
development and support for
the agri-food, forestry and
marine sectors.
■ Monitoring and implementation
of regulations and controls to
ensure compliance with relevant
national and EU legislation and
standards.
■ Supporting and overseeing State
Bodies and Agencies.
■ Developing and implementing
national and EU schemes to
support the sector.
■ Controlling and reducing animal
and plant disease levels and
improving animal welfare
standards.
■ Maintaining effective financial
management systems and
controls.
■ Representation at international,
EU and national negotiations.
Objectives
■ Agri-Food, Forestry and Marine
Policy and Trade Development:
Progress the economic
development of the agri-food,
forestry and marine sectors,
including facilitating the
achievement of Food Harvest
2020 targets.
■ Food Safety, Animal Health and
Welfare and Plant Health:
Promote and enhance the
already high standards of food
safety, consumer protection,
animal health and welfare and
plant health.
■ Rural and Marine Economy and
Environment:
Promote economic, social and
environmentally sustainable
farming, fishing and forestry.
■ Schemes and Services:
Deliver schemes and services
effectively and efficiently,
provide a quality service to all
our clients and adhere to the
highest standards of
good corporate governance.
1 Agri-food includes primary agriculture and the food and beverage industry, forestry includes
primary forestry and forestry processing and marine refers to fisheries and fish processing.
5
Values
The Department will support and
promote:
■ A deep-rooted public service
ethos of independence,
integrity, impartiality, equality,
fairness and respect
■ A culture of accountability,
efficiency and value for money
■ The highest standards of
professionalism, leadership and
rigour.
The Department of Agriculture,
Food and the Marine is committed
to becoming a more inclusive
organisation and is taking steps to
achieve this at all levels. We want
to ensure that all our staff
members feel valued both
for who they are and what they
contribute to the work of this
Department. We want to enable
them to develop to their fullest
potential and offer them rewarding
and fulfilling careers within the
Department.
2
Operating environment
The Sector
A comprehensive situation analysis of the sector (including a strengths, weaknesses, opportunities and threats
analysis) was included as part of the Department’s Draft Rural Development Programme submitted to the E.U.
Commission in July 2014. It included an overall description of the current situation in Ireland in terms of:
Definition of rural areas
Geography and physical description
Demographic information
General economic context
The rural economy
Agriculture and agri-business, including Food Harvest 2020, the economic context of the sector, employment in
the sector and agri-food exports.
■ Income levels
■ Environment and land management.
■
■
■
■
■
■
A wide range of issues were identified as being current strengths for the sector:
■ Food Harvest 2020 and the agri-food sector: Food Harvest 2020 sets out a cohesive roadmap for the agri-food
industry to build capacity, adapt to challenges and grow in the context of emerging opportunities in the
decade to 2020. The fact that this is an agreed plan from the major stakeholders in the agri-food industry is in itself
a major strength.
■ Quality assurance: Robust quality assurance schemes are in place in the beef, pig meat, sheepmeat, poultry and
horticulture sectors through Bord Bia. Carbon measurement is now part of the Bord Bia scheme and a dairy
scheme is being piloted. Origin Green is a further innovation in this area in terms of demonstrating the
commitment of Irish food and drink producers to sustainability in terms of greenhouse gas emissions, energy
conservation, water management and biodiversity.
■ Animal health and welfare: Ireland has robust disease monitoring systems and high animal welfare standards
overall.
■ Excellent food safety systems: Ireland’s system of traceability in relation to food production has been
acknowledged as amongst the highest in the world.
■ Education, research and knowledge transfer: Ireland has a well established and high quality public research and
development system in general and in the agri-food and rural development sectors.
■ EU supports and schemes: Ireland has benefited from participation in a range of EU schemes and supports and
these continue to be a key support in rural Ireland.
■ Ireland’s green reputation: The temperate Irish climate is generally well suited to its low-cost grass-based
agriculture production systems, and forestry. Ireland’s green reputation is well founded and it has very carbon
efficient livestock production systems.
Weaknesses were also noted in terms of:
■ Farm viability: many farms experience low profitability and are over reliant on direct payments.
■ Structural issues such as the age profile of farmers, which is high and increasing.
■ Income volatility: the cyclical nature of commodities markets, with agriculture being mostly price takers on
export markets.
■ Environmental challenges, including water quality and biodiversity.
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2
Operating environment
Opportunities were identified:
Increasing demand for food: The Food and Agriculture Organisation of the United Nations (FAO) and the
Organisation for Economic Co-operation and Development (OECD) report that globally there is an increasing demand
for food due to worldwide population growth and increased demand for meat and dairy, major components of the
Irish agri-food sector, as dietary patterns change in emerging economies. This presents the opportunity for a strong
export performance to assist in meeting the smart, green growth targets that have been set out in Food Harvest 2020.
The removal of milk quotas in 2015: This will provide an historic opportunity for expansion and for innovation in
the dairy sector. This will reinvigorate the sector and restore a new dynamism for growth absent since the introduction
of quotas in 1984. Irish dairy production has the potential for expansion primarily because of the competitive position
of Irish dairy production relative to competitor countries.
Building on Ireland’s green reputation: There are opportunities to take advantage of Ireland’s Green
Reputation in terms of image and branding, but sustainability claims must be substantiated with scientific evidence.
Also there are opportunities for improvement to capitalise further on low emissions and the level of carbon efficiency
of Irish production systems.
However there are also threats:
■
■
■
■
Global economic uncertainty could impact negatively as agriculture is reliant on exports.
There is pressure on the EU budget although funding to 2020 should be guaranteed.
Rising input costs are a threat to competiveness and viability.
There are environmental threats in terms of limiting emissions, attaining targets for renewable energy and the
effects of climate change on the environment and on production systems.
There are both threats and opportunities in terms of the international trade agenda.
The Department
Organisationally, after almost a decade of reorganisation and rationalisation during which staff numbers were reduced
by a third and a major local office reform programme was undertaken, the focus is currently on consolidation. The
Department has demonstrated that it is strong policy-maker and has facilitated the necessary conditions for the
various sectors to develop and grow. It is strong in negotiating internationally, maintaining standards and regulating
effectively at home, while delivering high quality schemes and services to its stakeholders. The ongoing Public Service
Reform Programme, including the recently published Civil Service Renewal Programme, will allow the Department to
build on this progress and to address any weaknesses, whether internal or in terms of cross-Departmental work and
agency coordination.
■ Resources: Funding
The Department’s budget for 2015 is €1,260m. In addition, the Department is the Accredited Paying Agency for EU
funding of direct payments of the order of €1,121 million annually, bringing the total gross annual expenditure
to €2.381 billion.
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2
Operating environment
■ Resources: Staffing & Property
The Department’s staffing complement at the end of November 2014 was 3,032 full-time equivalents. This
represents a reduction of 1,446, or 32%, in staffing levels since 2005. Workforce planning is used by the Department
as a tool to forecast current and future staffing needs and to assist in achieving the correct balance in resource
supply so that the right number of employees, with the right skills, are available at the right time. The Department
continually reviews staffing levels in all areas in light of operational needs and overall Government policy on staffing
levels to ensure that sufficient resources are available to maintain a high level of customer service.
Staff are located in the six headquarter offices: Dublin, Portlaoise, Cavan, Wexford, Clonakilty and Backweston,
Co Kildare. In addition the Department has 16 Regional Offices in locations throughout the country, 13 Fisheries
Centres, 10 Laboratories, 5 Farms and Border Inspection Posts at Dublin Airport, Dublin Port, Rosslare, Shannon
Airport and Cork port. The Department has significantly reduced its property footprint in recent years and
continues to engage with the Office of Public Works (OPW) in the efficient management of office premises and
other facilities.
A detailed organisation chart is set out in Appendix A.
Civil Service Renewal
The Department/Office is fully committed to the ongoing programme of change in the Civil Service which seeks to
build capacity to respond to existing and future challenges and improve the performance of the Civil Service and its
staff. The Civil Service Renewal Plan provides the framework for renewing the Civil Service over the next three
years. The Plan outlines a vision for the Civil Service and practical changes that will create a more unified,
professional, responsive and open and accountable Civil Service, providing a world-class service to the State and to
the people of Ireland. Strong leadership and active participation in the implementation of this programme of change will
be a key focus over the period.
There are exciting opportunities for the Department in facilitating and leading growth and change in these dynamic
and expanding sectors during a time of great change. However, the Department needs to be aware of, and
mitigate where possible, the threats that currently exist and that are likely to arise.
State Bodies and Agencies
The following commercial and non –commercial State Bodies and Agencies operate under the remit of
the Department:
■
■
■
■
■
■
■
■
■
■
■
■
■
Bord Bia;
Teagasc;
Bord Iascaigh Mhara;
Marine Institute;
The Irish National Stud Company Limited;
Coillte Teoranta;
Horse Racing Ireland;
Irish Greyhound Board;
Sea-Fisheries Protection Authority (SFPA);
National Milk Agency;
Veterinary Council of Ireland;
Agriculture Appeals Office;
Aquaculture Licences Appeals Board;
www.bordbia.ie
www.teagasc.ie
www.bim.ie
www.marine.ie
www.irish-national-stud.ie
www.coillte.ie
www.goracing.ie
www.igb.ie
www.sfpa.ie
www.nationalmilkagency.ie
www.vci.ie
www.agriappeals.gov.ie
www.alab.ie
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3
Objectives, Strategies
and Performance Indicators
Objective 1
Agri-Food, Forestry and Marine Policy
and Trade Development
Progress the economic development of the agri-food,
forestry and marine sectors, including facilitating the
achievement of Food Harvest 2020 targets.
High Level Indicators and Priorities
■ Achievement of the actions and targets in the Programme for Government, the Action Plan for
Jobs, Food Harvest 2020, ‘Harnessing Our Ocean Wealth’ and other sectoral strategies.
■ Through the High level Implementation Committee, continue to work with all State Agencies and
private sector groups in furthering the Food Harvest 2020 strategy of smart, green growth for
the Irish agri-food sector.
■ Efficient implementation of the reformed CAP and CFP, including the implementation of the CAP
Pillar 1 basic and greening payments, worth over €1.2 billion per annum to Irish farmers, and the
approval and implementation of the new co-funded Rural Development Programme
(CAP Pillar 2), worth over €4bn over the period to 2020.
■ Work with the dairy sector to pursue the historic opportunity presented by the ending of milk
quotas in 2015.
■ Support the recently appointed Committee in the development of a new agri-food sector
strategy to 2025.
■ Focused coordination and oversight of the Department’s State Agencies.
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3
1.1
Objectives, Strategies
and Performance Indicators
Strategic Action
1.2
1.3
1.4
1.5
1.6
1.7
1.8
1.9
1.10
Performance Indicators
Implement relevant commitments in the ‘Programme
for Government 2011-2016’, the ‘Action Plan for Jobs’,
‘Food Harvest 2020’, the forthcoming 2025 Agri-Food
Strategy Committee Report, ‘Harnessing Our Ocean
Wealth’ and other sectoral strategies.
■ Achievement of the actions and targets of policy documents
and strategies, as quantified and reported publicly.
Implement new CAP reform arrangements in respect
of Pillar 1 (direct payments and market supports) and
Pillar 2 (Rural Development Programme) for the
period 2015-2020.
■ Approval of the Rural Development Programme.
■ Timely delivery of new direct payments system and rural
development measures.
Promote and defend the interests of the Irish
agriculture, fisheries, food and forestry sectors at EU
and international level.
■ Irish input into EU legislation, trade agreements and policies.
■ Promote and enhance trade interests.
Support and oversee the State agencies in the
discharge of their development, regulatory,
promotion, training, advisory and other functions,
ensuring close coordination around agreed
Government objectives.
■ Level of funding provided.
■ Impact of State Agency activities on the sector assessed, using
baseline data and periodic performance reviews.
■ Compliance with corporate governance requirements assessed.
Advance the development of the food & drinks
industry including seafood, organic, artisan and local
produce.
■ Achievement of increased value of agriculture, food and fish
value-added and exports in line with Food Harvest 2020 targets.
■ Impact of actions taken under ‘Food Harvest 2020’ and other
initiatives to increase value, innovation and competitiveness of
the overall food sector.
Advance the competitive and sustainable
development of the primary agriculture, fisheries and
forestry sectors.
Support, co-ordinate and align research and
innovation activities in respect of plants, animals,
food, forestry & the marine to best progress the
sector’s development in coherence with the National
Research Prioritisation Plan.
Ensure the legislative framework is in place to operate
all schemes and services in an effective manner and in
compliance with EU requirements.
Actively promote North-South cooperation in the
context of the North-South Ministerial Council and
implement the agreed work programme.
Participate effectively in Ireland’s efforts to fight
global hunger and malnutrition, particularly through
engagement with FAO and WFP, and the newly
launched Alliance for Climate Smart Agriculture
(ACSA) and other initiatives.
■ Achievement of increased value of agriculture, food and fish,
primary output in line with Food Harvest 2020 targets.
■ Outcome of analysis of recommendations contained in
‘Forests, Products and People – Ireland’s forest policy – a
renewed vision’.
■ Consider measures to assist dairy expansion and the mitigation
of price volatility.
■ Facilitate the establishment of producer organisations in the
beef industry.
■ Number, value and impact of research projects funded under
Irish (FIRM, Stimulus & CoFoRD) and Horizon 2020 research
programmes.
■ Collaboration with international research agencies, such as the
Global Research Alliance.
■ Timely establishment of the necessary legislative framework.
■ Meeting deadlines on transposition of EU Directives.
■ Number and extent of North-South policy initiatives
implemented.
■ Scale of contribution to, and policy impact on FAO, World Food
Programme, ACSA and other hunger and nutrition activities.
■ Key indicators agreed for policy coherence for development.
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3
Objectives, Strategies
and Performance Indicators
Objective 2
Food Safety, Animal Health and Welfare
and Plant Health
Promote and enhance the already high standards of
food safety, consumer protection, animal health and
welfare and plant health.
High Level Indicators and
Priorities
■ Operate and enforce effective animal
and plant health, food and feed safety
regimes to support Ireland’s €11 billion
agri-food export trade and ensure
consumer safety.
■ Status of food and feed safety as indicated by
markets available to Irish products, and the
verification reports and audits of external agencies
e.g. Food Safety Authority of Ireland (FSAI),
the EU Food and Veterinary Office (FVO).
■ Compliance of the Department and the agencies
operating under its aegis with regulatory
requirements (EU and National Legislation)
■ Animal health status protected and enhanced as
evidenced by changes in disease incidence and
substantiation of disease-free status.
11
■ Enhanced animal welfare standards.
3
Objectives, Strategies
and Performance Indicators
Strategic Action
2.1
2.2
2.3
2.4
2.5
2.6
Operate and oversee effective food safety monitoring,
inspection and control programmes.
Performance Indicators
■ Effective level of compliance with statutory regimes and
Multi-Annual National Control Plans, as verified by
inspections and other control programmes, such as internal
and external audits and sampling programmes.
■ Effectiveness of responses to food safety, consumer interest
and fraud incidents.
■ Compliance with DAFM service contract with the FSAI.
■ Early detection and rapid response to new and emerging
risks to the food-chain.
■ Satisfactory outcomes to audit of food and feed safety
controls by potential trading partners.
Operate authorisation, monitoring, inspection,
certification and control programmes to ensure that
imports and inputs (feed, fertilisers, biocides, seeds,
timber and timber products, etc) meet statutory
requirements and food safety standards
■ Effective programmes and level of compliance with
statutory regimes as verified by results of inspections and
other control programmes.
Develop and implement initiatives to promote the
highest possible welfare and health standards for all
animal and farmed fish and secure compliance.
■ Implementation of the Animal Health & Welfare Act 2013.
■ Level of compliance with health and welfare standards.
■ Effectiveness of measures to deal with non-compliance
including collaborative action with other agencies,
particularly Local Authorities and An Garda Síochána, and
NGOs on welfare cases.
Promote and enforce enhanced animal/fish product
identification and trace-back systems to support food
safety, trade and animal health & welfare.
Develop, promote and implement effective measures
to control animal, fish diseases and contaminants.
Review and update animal health contingency plans
and legislative framework of OIE listed diseases.*
*Foot and Mouth, Avian Flu, Classical Swine Fever, Pancreatic Necrosis, etc.
■ Further development of animal identification and
traceability systems.
■ Level of traceability achieved based on internal / external
audit and evaluation systems.
■ Continued monitoring of finfish and aquaculture production
by the Marine Institute and the SFPA.
■ Uptake of control programmes and reduction in disease
levels.
■ Effective laboratory and field surveillance for endemic, new
& emerging diseases and exotic diseases.
■ Maintenance of national animal health status.
■ Compliance with EU requirements as indicated by FVO
Reports.
■ Progress on collaboration & partnership with industry in
dealing with animal health issues, particularly production
and non-regulated diseases, via Animal Health Ireland and
similar initiatives.
■ Completion of reviews, simulation exercises and updating of
contingency plans, manuals and legislation, as necessary.
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3
Objectives, Strategies
and Performance Indicators
Strategic Action
2.7
2.8
2.9
2.10
Performance Indicators
Promote cross-sectoral collaboration on “One Health”
issues.
■ Effective cross-departmental and inter-agency collaboration
on tackling issues such as antimicrobial resistance.
Operate an efficient and effective plant health service
by implementing a monitoring and control
programmes for harmful plant and forestry pests and
diseases.
■ Level of detection and control of harmful organisms of plant
and forest species.
■ Maintenance of national plant health status.
Implement the new EU legislation in plant health and
review and update contingency plans.
■ Implementation of new legislation.
■ Completion of reviews, and updating of contingency plans/
manuals.
■ Simulation exercises carried out.
Operate a comprehensive, responsive and effective
laboratory service for animal health, plant health, food
& feed safety, pesticides regulation and seed
certification.
■ Effective provision of analytical, investigative and advisory
support for regulatory, diagnostic and surveillance
purposes.
■ Preparedness (rapid response capability and surge capacity)
to meet changing requirements and time-critical situations.
■ Scope of Laboratory Accreditation maintained and
enhanced.
■ National Reference Laboratories functions delivered upon,
within biosecure facilities.
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3
Objectives, Strategies
and Performance Indicators
Objective 3
Rural and Marine
Economy and Environment
Promoting economic, social and environmentally
sustainable farming, fishing and forestry.
High Level Indicators and Priorities
■ Work closely with other State Agencies in the pursuit of our objectives on sustainable agriculture,
including climate change negotiations, and the protection of air, water and soil from pollution and on
dealing with “One Health” issues.
■ Participation rates in environmentally friendly agriculture and fishing schemes and developments.
■ Impact of Food Harvest 2020 as measured by ‘green’ initiatives at producer and processer level,
including the promotion of sustainable expansion.
■ Changes in water quality, ammonia and agriculture related greenhouse gas (GHG) emissions as
measured by the Environmental Protection Agency (EPA).
■ Increased output value of agriculture, marine, forestry and rural micro enterprises in line with Food
Harvest 2020.
■ Impact of the RDP on the agriculture sector and the wider rural economy as assessed through the
monitoring and evaluation framework.
■ Roll-out the new Forestry Programme 2015-2020.
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3
3.1
Strategic Action
3.2
3.3
3.4
3.5
3.6
3.7
Objectives, Strategies
and Performance Indicators
Develop and implement measures, schemes and
services that underpin a rural economy.
Performance Indicators
■ Number and income levels of farm households.
■ Number of full and part time farmers, foresters, fishermen.
■ Level of annual expenditure on schemes in the revised Rural
Development Programme.
■ Roll-out and take-up of new Schemes in new Forestry Programme.
Promote structural change at farm level.
■ Average farm size.
■ Profile of farmers (age, gender, education levels).
■ Consolidation of holdings and collaborative farming measures.
Promote and implement specific measures supporting
environmentally sustainable agriculture and fisheries.
■ Report annually to the Oireachtas on sustainable agriculture
and sea fisheries.
■ Funding allocation and participation rates in revised rural
development programme including GLAS, TAMS and
knowledge transfer schemes.
■ Implementation of National Action Plan for Pesticides.
■ Implement new EIA screening and consent system.
■ Operation of the national ‘derogation’ under nitrates.
■ Number of fish stocks fished at sustainable levels.
■ Fisheries and aquaculture in Natura sites in compliance with EU
directives.
Work at international, EU and national level for a
coherent and effective response to the twin
challenges of food security and climate change.
■ Progress on agriculture work programme in UN climate change
negotiations.
■ Continue to negotiate within EU on Ireland’s contribution
towards the attainment of EU 2030 targets for GHG and
ammonia reductions.
■ Preparation of sectoral input into the national low carbon
transition and mitigation plan, and the national adaptation plan.
Actively collaborate with other organisations to
deliver policies on environmental sustainability and
biodiversity.
Work collaboratively at national level to maintain a
positive taxation policy.
Develop policies and programmes to increase the
output of organic produce in a viable market
environment.
■ Collaborative engagement with the Department of the
Environment, Community and Local Government, EPA and
OPW on National Climate Change Strategy, the Climate Action
and Low Carbon Development Bill 2014, Nitrates Action
Programme, Water Framework, Directive, Birds and Habitat
Directives, National Biodiversity Plan Marine Strategy
Framework Directive, and Flood Risk Management.
■ State Agencies supported in their sustainability activities.
■ Progress on implementation of the Agri-taxation Review.
■ Participate in the marine taxation review.
■ Progress achieved on agricultural area converted to organic
production.
■ Share of market supplied by indigenous organic products.
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3
Objectives, Strategies
and Performance Indicators
Strategic Action
3.8
3.9
3.10
3.11
Performance Indicators
Enhance the development of a sustainable and diverse
forestry sector.
■ Maximise planting levels within budgetary resources.
■ Progress achieved on attaining 30% of annual planting target
for broadleaf.
■ Value of forest products.
■ Contribution made by forests to public good such as
biodiversity carbon sequestration and recreation facilities.
Develop the seafood sector
■ Value of landings into Ireland.
■ % of seafood processed.
■ Value of seafood exports.
Coordinate and contribute to the development of
policy measures to promote bioenergy from the
Agriculture and Forestry Sectors.
■ Agriculture and forestry sector initiatives reflected in
bioenergy policy
Support a safe working environment on farms.
■ Implement the new ‘Farm Safety Scheme’.
■ Continue to cooperate with the Health and Safety Authority
(HSA) on farm safety.
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3
Objectives, Strategies
and Performance Indicators
Objective 4
Schemes and Services
Deliver schemes and services effectively and
efficiently, provide a quality service to all our clients
and adhere to the highest standards of good
corporate governance.
High Level Indicators and Priorities
■ Maintenance of high standard of financial management and controls as verified by external
monitoring agencies.
■ Improved capability and responsiveness through staff recruitment and development, effective use
of technology and efficient structures and processes.
■ Performance of the Department and its contribution to public sector reform in the context of the
Public Service Reform Plan 2014-2016.
■ Degree to which commitments in the Farmers Charter are achieved.
■ Improved satisfaction rates from citizens and bodies with whom we interact as verified by surveys
or other monitoring arrangements.
■ Effective contribution to the cross-sectoral governance agenda such as the Civil Service Renewal
Plan, decisions in the context of the current Comprehensive Review of Expenditure and other
relevant overarching policy frameworks such as the eGovernment Strategy.
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3
4.1
Objectives, Strategies
and Performance Indicators
Strategic Action
4.2
4.3
4.4
4.5
4.6
4.7
Deliver schemes and services to citizens in accordance
with agreed quality principles and targets.
Performance Indicators
■ Performance on payment targets and protocols specified in the
Farmers Charter & Action Plan.
■ Feedback from citizens and the Charter Monitoring Committee.
Implement and monitor progress on the
Department’s Integrated Reform Plan under the
Public Service Reform Plan 2014-2016 and the Civil
Service Renewal Plan.
■ Implementation as reported to the Department of Expenditure
and Public Reform.
■ Improved efficiency in programme delivery.
Develop and improve services to all customers
■ Feedback system for internal customers developed and
monitored in principal support divisions.
■ Performance of service delivery, including response times for
correspondence, phones, tests, licences, etc. measured,
reported and improved.
■ Progress achieved on ISO Quality Management certification.
■ Degree of effective collaboration with other
Departments/agencies.
Develop and implement HR policies which encourage
a motivated and skilled workforce
■ HR Strategy agreed and implemented.
■ Training Strategy implemented.
■ Effective monitoring of and improved participation in the
Performance Management and Development System (PMDS)
■ On -the- job training, mentoring, coaching, networking systems
introduced and improved.
■ Succession planning rolled out.
Review Department’s structures and processes to
improve capability and achieve more effective
operations
Provide a high quality service to the Minister and
Minister of State
Operate to the highest standards of financial
management, including procurement and revenue
collection, to ensure full compliance with EU and
national financial, audit and control requirements
■ Department’s structures and processes aligned with changing
requirements and reduced resources via ongoing reviews of
operations
■ Effective ICT systems operated to support efficient delivery of
schemes, operations and controls.
■ Generic processes automated.
■ Progress ICT systems for claim and payment processing,
inspection scheduling and reporting.
■ Reduced unit cost of scheme operations.
■ Level of service provided as measured by timely delivery of
replies to PQs, information, briefing material, speeches and papers.
■ Feedback given to senior management.
■ Budgetary resources managed effectively.
■ Outcome of audit reports of Internal Audit Unit, C&AG, and EU
clearance of accounts decisions.
■ Risk Management and other financial control systems operated
effectively and, where necessary, adjusted.
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3
Objectives, Strategies
and Performance Indicators
Strategic Action
4.8
4.9
4.10
4.11
4.12
4.13
4.14
4.15
Undertake regular evaluations of key spending areas
through the Value for Money and Policy Review
programme
Enhance strategic planning within Divisions and the
Department
Provide legal services to all Divisions in the Department
and to manage the prosecution and defence of
litigation involving the Department
Improve awareness of Department’s activities and
provide clear, understandable information to all
customers (internal and external)
Pursue simplification of schemes and controls.
Implement successful policies on equality and diversity
Implement the health and safety risk management
system (HRSRMS) which includes compliance with
legislative and best practice requirements and
promotes the highest standards of health and safety
across the Department’s operations.
Contribute to the delivery of cross-departmental policies and
issues in the Programme for Government 2011-2016 and other
key Government strategies, including the new Statement of
Government Priorities, the Action Plan for Jobs, the Medium
Term Economic Strategy, the Public Service Reform Plan 20142016 (and in that context the Department’s Integrated
Reform Delivery Plan), the Civil Service Renewal Plan,
decisions in the context of the current Comprehensive
Review of Expenditure and other relevant overarching policy
frameworks such as the eGovernment Strategy.
Performance Indicators
■ Reviews completed within defined timeframes.
■ Monitor and report on degree of action taken on review
recommendations.
■ Divisional Business Plans linked to Strategy Statement,
completed and reviewed within target dates.
■ Implementation of Estimates format linking the Strategy
Statement, performance budgets and outcomes.
■ All contingency plans reviewed, updated and tested, as
necessary.
■ Data management strategy completed and updated on an
ongoing basis.
■ Policy analysis expertise developed.
■ Legal advice provided to management.
■ Timely and effective response to all litigation involving the
Department.
■ Successful outcomes to legal actions.
■ Range, quality, accessibility and use of Departmental
publications and briefings.
■ Participation in and feedback from seminars.
■ Improved communication strategy implemented.
■ Number of on-line applications
■ Streamlined inspection services.
■ Equality, gender and disability impact assessments included in
major policy initiatives.
■ Progress achieved on providing full disability access and other
relevant objectives in the National Disability Strategy.
■ Meeting or exceeding the statutory employment target of 3%
for people with a disability
■ Training specifically targeted at women at senior management
level to improve gender balance at HOD and MAC level
■ Health and Safety (H&S) objectives established and implemented.
■ H&S system integrated into all operating procedures.
■ Risk assessments reviewed and updated annually to ensure
their relevance and effectiveness
■ Employees supported in their H&S roles and responsibilities.
■ Effective collaborative on cross- departmental issues as
indicated by effective outcomes of Senior Officials Groups,
Inter-Departmental Committees, etc.
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4
Key Linkages
This Department has a broad remit covering a wide range of economic, social and environmental issues. The successful
implementation of these goals and strategies is, to a large extent, dependent on a co-ordinated approach from a
number of Departments and agencies.
A growing range of complex issues require extensive cross-departmental action and a ‘whole of Government’ approach
to achieve desired outcomes. Co-ordination is achieved using a variety of mechanisms including Cabinet Committees,
Senior Officials Groups, sectoral groups such as the Food Harvest 2020 High Level Implementation Committee, crossdepartmental committees, working groups and regular business contacts both formal and informal. A further
important element of this process is effective two-way engagement, information sharing and feedback between
stakeholders, citizens, EU and international institutions.
Internally, our current organisational structure brings together closely related work areas. Cross functional coordination takes place both through permanent structures and ad-hoc groups established as required. There is an
increased use of multi-disciplinary teams to address crosscutting issues and to respond to specific challenges. Reduced
resources has meant that staff from all streams, veterinary, professional, technical and administrative, must continue to
more actively collaborate and work closely together to ensure effective and co-ordinated service delivery.
The Department undertook a round of consultation with other Departments and generally stated that it remains
committed to working with other Departments and organisations in any way that will assist in achieving common goals
and objectives. A number of specific issues were raised and these will be considered accordingly.
The Department asked others that in drafting their Strategy Statement, the following should be taken into
consideration:
■ Food Harvest 2020, the strategic vision for the agriculture, food and fishing sector. Also Milestones for Success 2014,
the latest progress report on Food Harvest 2020.
■ The Common Agricultural Policy (CAP), including Ireland’s draft Rural Development Plan
■ The Common Fisheries Policy (CFP)
■ The Report of the Commission for the Economic Development of Rural Areas (CEDRA).
5
Monitoring Arrangements
Internally, progress on the Strategy Statement is monitored by MAC and Heads of Divisions, via Divisional Business
Plans, on an ongoing basis. Other review mechanisms include the Department’s Annual Report, the Annual Output
Statement, reviews of processes and controls under the Risk Management System, the Value for Money and Policy
Review programme, as well as reviews conducted by the Management Service and Internal Audit Divisions. These will
help to highlight any necessary changes in policy emphasis and resource reprioritisation.
External independent monitoring of progress achieved will be effected through the regular progress reports e.g. on the
Programme for Government, and regular reports to bodies such as the EU, FVO and the C&AG. The Department is also
accountable to the Oireachtas and the relevant Committees including the Select Committee on Agriculture, Food and
the Marine.
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Appendix A: Organisation Chart
Aidan O’Driscoll – Secretary General
MAC/Director
Brendan Gleeson
Livestock Products, Food,
Horse and Greyhound Racing
Vacancy
EU, Trade,
Economics,
Rural Development,
Sustainability
Ann Derwin
Corporate Affairs
Deputy
Function
Head of Division
Meat & Milk Policy, Food Safety
Milk, Meat Hygiene & Animal By-Products
Dairy Controls and Certification
Food Industry Development
Colm Hayes
Tom Loftus
Nicholas Finnerty
Marian Byrne
CAP Rural Development
EU Policy and International Trade
Climate Change and Bio Energy Policy
Economics & Planning
Embassies
Brussels
Fintan O’Brien
Brid Cannon
Paul McKiernan
Vacancy
Management Services
Accommodation, ISO and Health & Safety
Human Resources
Corporate Affairs, FOI,
Teagasc,
State Bodies Co-ordination
Finance, Procurement
Accounts
Internal Audit
Legal Services
Grainne Mulligan
London, Paris, Rome, Berlin,
Geneva, Moscow, Beijing, Washington
Breffini Carpenter
Brid Cannon
Sharon Murphy
Kay Ryan
Heber McMahon
Geraldine Mullen
Colm McKiernan
Patricia Cannon
Sean Keevey
Information
Management
& Technology
IMT- Direct Farm Payments Systems (IACS)
IMT- Infrastructure and Operations
IMT- Customer, Financial, Fisheries
& Animal Health Systems
IMT- CAP Implementation
Vacancy
Darren Murray
Joe Hanly
Paul Dillon
Agriculture Structures
Market Supports
Forestry (exc. Coillte)
Forest Service Inspectorate
Forest Service
International Forest Policy
Agriculture Structures & Market Supports
Agriculture Environment and Structures
Seamus Dunne
Bridgeena Nolan
Stephen Fitzpatrick
Ronan O’Flaherty
Liam Fahey
Kevin Smyth
Direct Payments
Basic Payment Scheme
Basic Payment Scheme
CAP Entitlements
Direct Payment Inspection Controls
Paud Evans
Gordon Conroy
Bernie Brennan
Al Grogan
21
Paul Savage
Appendix A: Organisation Chart
MAC/Director
Deputy
Cecil Beamish
Fisheries
Function
Head of Division
Seafood Policy & Development
Sea Fisheries Administration
Aquaculture & Foreshore Management
Marine Engineering
Marine Agencies and Programmes
Josephine Kelly
Kevin Moriarty
John Quinlan
Noel Clancy
Paschal Hayes
Dave Beehan
Chief Inspector
Dermot A Ryan
Deputy Chief
Inspector
Livestock Breeding, Production & Trade
Pesticide Controls
Pesticide Registrations
Feedstuffs, Fertilisers, Grain and Poultry
Crop Evaluation and Certification
Plant Health & Horticulture
Research & Codex
Nitrates, Biodiversity and Engineering.
Crop Policy, Production & Safety
Gerry Greally
Tom Medlycott
Aidan Moody
Vacancy
Donal Coleman
Gabriel Roe
Richard Howell
Bill Callanan
Kevin Cassidy
Martin Blake
Chief Veterinary Officer
Richard Healy
Director of
Animal Health
and Welfare
ERAD, Veterinary Medicines &
Regional Offices Administration
Animal Health and Welfare
Animal Identification and Movement
Animal Health- ruminants ERAD,
Animal Identification
International Trade, Class A Contingency
Surveillance, Animal by-Products and TSEs
Animal Health – non-ruminants;
Animal Welfare
Veterinary Northern Area
Management Team
Veterinary Southern Area
Management Team
Veterinary Public Health
Implementation
Veterinary Public Health Policy
Veterinary Service Internal Audit Unit,
Animal Remedies
Investigations
Philip Kirwan
Michael
Sheridan
Deputy Chief
Veterinary
Officer
Paula BarryWalsh
Deputy Chief
Veterinary
Officer
Donal Sammin
Director of
Laboratories
James Choiseul Plant Health, Pesticides and
Head of
Seed Testing Laboratories
Agriculture
Dairy Sciences Laboratories
Laboratories
Veterinary Public Health
Regulatory Laboratory
Vacancy
Regional Veterinary Laboratories
Head of
Bacteriology/Parasitology
Veterinary
Pathology
Laboratories
Virology
22
Dermot Murphy
Martin Farrell
Margaret Good
Sally Gaynor
John Griffin
Michael Sheahan
Thomas McTague
Pat Meskell
Peter Maher
Dave Nolan
Hazel Sheridan
Pat Flanagan
Tom Keating
Eoin O’Brien
Montserrat Guitierrez
Micheal Casey
John Egan
John Moriarty
Vacancy
Appendix B:
Statement of Government
Priorities 2014-2016
(applicable commitments and cross-Departmental commitments)
Strengthening the Domestic Economy & Prioritising New Jobs for the Unemployed
■ The targeting of 25,000 extra jobs in agri-food sector in the next seven years, through the
implementation of Ireland’s €4 billion Rural Development Programme and the Harvest 2020 Strategy. The
abolition of milk quotas next year will present new opportunities to increase our global dairy sales with
new investment around the country.
■ Enactment of the Climate Action and Low-Carbon Development Bill by the end of the year together with
a new national roadmap to help Ireland meet its EU2020 climate change targets. The Government will
also ensure that any additional climate change and renewable energy targets for Ireland are fair and
realistic, and take appropriate account of our particular national circumstances and economic challenges,
including in respect of the agriculture sector.
■ Using the new network of 31 Local Enterprise Offices in every local authority to support entrepreneurship
and small business activity throughout the country. We will also publish a new Entrepreneurship Policy
aimed at achieving a 25% increase in start-ups over the next five years and to deliver a doubling of the jobs
impact of start-ups in 5 years, in part through improvements to the design of the Seed Capital Scheme in
the upcoming budget.
Responsible and Sustainable Management of the Public Finances
■ While well over 90% of the budgetary correction is already done, significant challenges remain. We will
complete a Comprehensive Review of Expenditure ahead of the Budget in order to prioritise expenditure
allocations for the coming years.
Rebuilding Trust in Politics & Public Institutions
■ We will systemically publish details of all appointments to State Boards.
Protecting & Enhancing Peace in Northern Ireland
■ We will continue to develop the North-South institutions, with a particular emphasis on infrastructural
development in the border region. We will also develop further proposals on North-South co-operation in
health, tourism, and economic development.
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