Jack Chambers
Dublin West · Fianna Fáil · Ireland
“We have been clear about the absolute necessity to protect the huge ecosystem of digital and infrastructure investment in Ireland over the past ten to 20 years. Part of that has been the wider and ongoing discussion on the security of subsea cables.”
“Progress in achieving balanced regional development and detailing the delivery of the NDP is monitored through regular updates on the capital investment tracker and the MyProjectIreland interactive map viewer.”
“The tax strategy group examines the different options that are available to the Government during the summer. That informs the respective tax package that will advance. We have to honest about the measures we take in terms of taxation. They have to be sustainable and affordable in the long term. USC brings in about €5.5 billion per year.”
“I am not privy to the interaction the Deputy had with the Minister for housing on this, but the Local Government Fund distributes the respective funding across different local authorities, and Galway County Council and Galway City Council would receive allocations through that. I was clear in my initial response to Deputy O'Hara.”
“My Department has taken a proactive and co-ordinated approach to supporting the responsible and effective adoption of AI across the public service.”
“More broadly, the achievement of balanced regional development is a key priority of this Government and is at the heart of Project Ireland 2040, which includes the national planning framework, which sets out the wider spatial strategy for the next 20 years, along with the national development plan, NDP.”
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“This will be combined with a consultation and public engagement in June to gather the broader views of stakeholders across our economy. The team will also examine what reforms have been successfully introduced in other jurisdictions that may be applicable in Ireland. I expect to provide a report to Government by the end of July on what have been identified as the most significant barriers that are slowing infrastructure development. The results of this analysis will inform a focused plan on high-impact reform measures that Government will consider for implementation. On cost overruns, delivering value for money is central to my Department’s approach to infrastructure delivery and is achieved though clear frameworks and guidance.”
“I thank Deputy Ó Cearúil. In line with the commitments made in the programme for Government, I recently announced a series of actions to accelerate the delivery of strategic infrastructure in Ireland, including the creation of a new infrastructure division in my Department. Initially, the infrastructure division will focus on the preparation of a systematic, evidence-based assessment of the barriers impeding timely infrastructure development. To undertake this work, experts from key State agencies have already been redeployed to my Department and are working with civil servants on this task. Over the coming weeks, the infrastructure division will engage with key stakeholders to gather the evidence necessary to identify the most critical barriers to development that might potentially cause delays.”
“There is a very strong team in the investment office within the Department that has been ready to conduct this work. We have received submissions from all other Departments around the priorities and the extensive uplift they all want. We have to manage and co-ordinate that. There is always more ambition than there is possibility around what can be allocated, but we are working through that. The Deputy is right that we need to make sure there is a focus on basic infrastructure, particularly water, energy, and, in certain instances in rural Ireland, transport, in order that we can meet the broader industrial opportunities that are there if we invest and accelerate the deliver of that. I appreciate the contributions of the Deputies in respect of this matter.”
“I thank the Deputies for their respective contributions. On Deputy O'Rourke point on the need for much more additional headroom for Meath County Council, the new national planning framework provides additional headroom to local authorities to zone more land to drive increased housing supply. The current baseline position is not at all near what we require to deliver the quantum of housing we in this House all want to see delivered. The need to accelerate the outworking of that will be really important in the period ahead. I take the Deputy's other point on the opportunities around transport-oriented development. In response to Deputy Farrell, the Department has been very clear around the programme for Government commitment on an earlier view of the national development plan.”
“The continued uplift we are giving in the context of the renewed national development plan will help support infrastructure objectives for the west of Ireland. We are reviewing the national procurement policy presently. The Minister of State, Deputy Higgins, is leading out on that work, which we will be progressing over the coming months. That will dictate the overall framework about how procurement decisions are made across Government contracts.”
“I thank the Deputies for raising those issues. I am not going to get into the distribution of different projects or priorities today. I will say, however, that one of the areas of emphasis in the review of the national development plan is transport infrastructure. I am engaging with the Minister, Deputy O'Brien, on that. The focus is to identify what projects can be delivered. I know there is a great deal of interest in Meath in the particular project Deputy O'Rourke referenced. There are many projects in other parts of the country that are critically important in terms of both the delivery of public transport and helping to fulfil broader climate objectives. Deputy Farrell is absolutely right that there is a particular deficit regarding infrastructure objectives in parts of the west.”
“I will also be chairing a session on infrastructure prioritisation and delivery at the national economic dialogue, where interested stakeholders will have the opportunity to share their views across many sectors. Intensive engagement at both official and ministerial level has commenced and the intention is to publish a review document in July that will feature five year capital allocations to Departments over the period 2026 to 2030 and overall capital ceilings to 2035. While particular allocations obviously have yet to be agreed, the objective is to support what is set out in the programme for Government and, in particular, the delivery of thousands of additional homes and to boost our overall competitiveness.”
“Alongside the review process, Departments have also been asked to consider whether their planned programmes meet the criteria for designated environmental projects to receive funding from the infrastructure, climate and nature fund. An amount of €3.15 billion is available from the fund out to 2030 and is part of the overall funding envelope. In addition, a wider assessment is being carried out around the climate impact of the funding as part of the NDP and that will be published alongside the review document in July. I am also launching a public consultation on the review which will be open for submissions until 26 June. The consultation is an opportunity for individuals, Members or, indeed, organisations to share their views on national priorities for public capital investment.”
“In early April, I secured Government approval to commence the review process following which Departments were written to, to advise on the Government's approved approach to the review. The core focus of the review will be to ensure that supporting economic infrastructure can be prioritised to deliver the tens of thousands of additional homes that are required and to support our broader competitiveness. Throughout April and early May, Departments have prepared their funding submissions and this has been followed by bilateral engagement between my Department and individual spending Departments to assess investment plans and programmes. This series of bilateral engagements commenced at official level and is currently continuing and has commenced fully at ministerial level.”
“I propose to take Questions Nos. 89, 112, 147, 153 and 156 together. The programme for Government sets out the clear ambition to prioritise the delivery of transformative, critical and growth-enhancing infrastructure over the next five years. To support these goals, Government has prioritised an early review of the national development plan, which is being led by my Department. From February, officials in my Department set about identifying the parameters, priorities and critical milestones for the review. This was done to support the ambition of the review to improve our infrastructure, especially housing, water, energy, transport and health digitalisation.”
“The Department of Children, Disability and Equality have put forward a variety of prospective priorities when it comes to children, disability and equality and we are working through those on a whole-of-government level. We will be able to set out the allocations for those in July.”
“First, the cross-cutting work of the infrastructure division and the task force is to cut through some of the processes in place in every Department which affect delivery of infrastructure - economic or social. Second, there is a review of the national development plan. That is a bilateral engagement involving all Ministers on what their priorities will be for the next number of years. Obviously, there will be an additional envelope available and work has commenced on that. I have been meeting Ministers bilaterally to discuss what their priorities are and what is deliverable over the next number of years around capital allocations.”
“A central and pressing focus in our economy right now is that we have serious constraints in energy and, in particular, water. Without those two fundamentals, we cannot deliver the homes and social infrastructure we require or the investment opportunities that will bring broader employment growth and prosperity for the future. Of course, there are other objectives in the national development plan, which I share. The broad outworking of this work will strengthen the provision of childcare.”
“Looking at the past number of years and the overall support given in terms of childcare affordability, we have made significant strides which have helped many families throughout communities. We also need to work with many of the SMEs and childcare providers, many of which are in the constituency Deputy Currie and I represent, on some of the challenges they have reflected to us as part of the budget process. That is why the broad work of the infrastructure division is to ensure the national development plan's strategic outcomes are underpinned with accelerated delivery. We are advancing that through the reforms that will be stood up from the infrastructure task force and also the additionality that will be made available in the context of the review of the national development plan.”
“Furthermore, the existing Project Ireland and national development plan set out national strategic outcomes which emphasise the importance of access to quality childcare, education and health services and aim to ensure that the co-ordination and provision of childcare places, primary and post-primary schools places and health infrastructure are consistent with the objectives of the national planning framework. Therefore, the ongoing review of the national development plan will consider the programme for Government commitments on childcare. The broader references are there in terms of State involvement in the provision of childcare.”
“It will also provide guidance and advice on the development of a small number of high-impact reform items that are robust, achievable, time-bound and rigorously focused on addressing the challenges identified. These reform actions will be brought to Government for approval. The task force will oversee the subsequent implementation of these reform actions through challenge meetings with the Departments and agencies responsible for implementation.”
“The wide-ranging work of the accelerating infrastructure task force is accelerating the project life cycle which should support the underpinning of better social infrastructure, including childcare. For the Deputy's information, the role of the task force, which I chair, is primarily focused on cross-cutting policies. Specifically, it will provide strategic guidance and expert input to policy proposals to speed up infrastructure delivery. It will provide guidance and advice to officials to ensure that barriers to infrastructure delivery are identified accurately and represent the most impactful barriers impeding timely and effective delivery.”
“I have established the accelerating infrastructure task force to support the immediate work programme of the new infrastructure division in my Department, which is to identify and propose measures to address barriers to the delivery of strategic infrastructure across Ireland. This issue is key priority for me and the Government. The work programme for the task force and the new division will focus on many critical infrastructure areas in terms of the electricity and energy, transport and water sectors, as these three key elements are required to underpin the development of all other economic and social infrastructure, including healthcare, housing and childcare facilities. The specific issue of childcare policy and places to which the Deputy refers is a matter for my colleague, the Minister for Children, Disability and Equality.”
“-----and that is what we are doing. That is what we will do. I will publish a scheme in light of that. That is what I am committed to doing. The programme for Government is clear on the need to update the ethics in public office legislation and my commitment will be to bring forward a general scheme. When it is ready, I will publish it and it will be for all Members to feed into how we can ensure that it is a strengthened piece of legislation. Obviously, there will be a pre-legislative scrutiny process around that. That is what I am working through at the moment and I am committed to doing that.”
“Deputy Connolly asked me about this in April and I am committed to working through that and to bringing forward a scheme. When I am in a position to give a specific date on when I can publish it, I will bring that to House. I am currently examining the respective policy considerations and the decision points that have to be made for a scheme and then it will be drafted and published, as is the normal practice.”
“I thank both of the Deputies. I am in the Department a number of months and my commitment is to bring forward a general scheme but I want to make sure that, as I am advancing that, I examine the long history to this which has been referenced. The history has been too long. Deputy Connolly referenced 2009 and Deputy O'Callaghan referenced other time points. I want to bring forward a general scheme that can be examined by Members to try to strengthen the framework that is there. I am committed to doing that but I have to make sure I construct a scheme which responds to the need for a strengthened body underpinned by integrity principles and improves the transparency, which I have referenced. My commitment is to progress that.”
“I am examining all the outstanding policy issues, including those I have outlined, and I am engaging with officials to determine the most appropriate way forward to meet the commitment in the programme for Government. My ultimate goal is to create a fit-for-purpose and easy to understand ethical framework that contributes to the quality, efficacy and transparency of our system and positively builds on the strength of our existing framework.”
“The report also recommends a strengthening of the Standards in Public Office Commission, SIPO. Certain more recent recommendations around ethics will also need to be considered in the context of the reform agenda. The House will understand that this is a complex area that requires consideration before a scheme is brought forward. There are broader operational and policy considerations I want to explore and get right as the new Minister in the Department. I am conscious that this represents an opportunity to make real, meaningful and positive change to our current regime. I want to ensure that happens in a coherent way from a policy perspective and that it is also user-friendly from an operational perspective.”
“I propose to take Questions Nos. 84, 132 and 136 together. I thank the Deputy and the other Deputies who have also raised this matter. As Deputy O'Callaghan will be aware, we are committed in the programme for Government to updating the ethics in public office legislation. This follows a wide-ranging review of the legislative framework for ethics in public life that my Department undertook during the term of the previous Government, the report and findings of which were published in February 2023. The report's recommendations include that the legislative framework for ethics should be underpinned by a set of integrity principles, that disclosure requirements should be strengthened to improve transparency and that consideration should be given to whether the regime should encompass more officeholders.”
“The outworking of this pay agreement is providing significant increases to core pay when we consider the overall increases over a two-and-a-half year period. We want to continue that collective approach when it comes to pay and industrial policy.”
“Many public servants working here are involved in the bargaining process, which the trade unions were centrally involved in for the current public pay agreement. That collective pay agreement has brought industrial peace to our country relative to many other countries in Europe and elsewhere. It is important for that collaboration to continue. The emphasis of the current public sector agreement is on lower paid workers, including teachers, nurses and others as they exit college. There are significant other supports that we are trying to ramp up in the context of the budget we set out last year, including the renter's tax credit. The local bargaining mechanism is also an opportunity for trade unions to involve themselves in that process and the additionality that is available through it.”
“This is why the State's overall investment in housing as part of the national development plan is critical. Last year during the budgetary process, we advanced the expansion of the renter's tax credit to respond to the relative price of rent in the economy. That will be a continued focus for the Government in the national development plan and through the budgetary process.”
“As I was going to say before I had to conclude, there is a local bargaining provision that allows management and unions to negotiate changes to pay and terms and conditions up to a maximum of 3% of pay costs for the relevant grade. The first instalment under this provision, equivalent to 1% of pay costs, is due to be implemented from 1 September 2025 and negotiations are commencing at local level across the public service. This agreement, like its predecessor, is weighted towards lower paid public servants. Over the lifetime of the agreement, the lowest paid public servants will see cumulative benefits of up to 17.3%, inclusive of the local bargaining provision, compared with the standard benefits of 10.25%. The Deputy asked about housing.”
“These agreements have enabled the Government to increase pay for our public servants in a fair, sustainable and affordable way. The current agreement runs for two and a half years from 2024 to mid-2026 and the total cost amounts to €3.6 billion. The agreement provides for increases of 10.25% over a two-and-a-half-year period. This is made up of general round increases totalling 9.25%, as well as a provision for a local bargaining mechanism equivalent to 1% of the basic pay cost. Under the current agreement to date, public servants have benefited from pay increases totalling 6.25%. There is one further general round of 1% for all public servants due on 1 August. This will be followed by two further general round increases in 2026, with an increase of 1% in February 2026 and an increase of 1% in June 2026.”
“The public service is a good employer and continues to offer competitive pay and other terms and conditions to attract and retain staff, including flexible working arrangements, opportunities for continuous professional development, pension provision and secure employment. In the case of recruitment policy in the Civil Service, for which I have policy responsibility, my Department works closely with the Public Appointments Service and other Departments to achieve the objectives set out by the 2024 plan for Civil Service renewal and to ensure that the State remains an employer of choice. The Deputy referenced remuneration. As she is aware, pay in the public service has been governed by a system of collective agreements since the negotiation of the Croke Park agreement in 2010.”
“I thank the Deputy. As she is aware, a broad range of factors influence staff recruitment and retention. As a result of Ireland's significant economic growth, unemployment is low and labour market conditions remain tight. Labour and skills shortages are presenting recruitment and retention challenges for employers across the labour market, including the civil and public service, as the Deputy mentioned. Despite this, staff numbers in the public sector have continued to grow significantly. Between 2015 and quarter 1 of 2025, which is the most recent data available to my Department, overall estimated public service numbers in full-time equivalent terms increased by over 36% from 302,000 to over 411,000.”
“There are instances where a particular Department or agency, because of an issue that might arise, requires a service level agreement to be stood up but that should be complied with. The dignity and protection of vulnerable people is essential within that. Any instances of people not being treated appropriately should be reported and the service level agreement adhered to in full in the context of what was meant to be provided to the individuals involved.”
“Some of the examples the Deputy references are shocking. Where there is maltreatment or misuse of public funds, it should be reported to the Accounting Officer, Department and line Minister involved. There are often service level agreements that underpin the money put forward for the service to be provided. If it is not being provided or the public good is being undermined or not followed through in the context of the service level agreement, that should be reported and there should be full accountability through the relevant Department or Accounting Officer. The objective in the development of many services is good public services, led by increased recruitment across the public sector.”
“On the leasing of services generally through service level agreements and State provision of services, the issue of external service delivery was covered in Building Momentum, the public service agreement. In that agreement, the parties reaffirmed their commitment to the appropriate use of direct labour, where consistent with efficient and effective public service delivery. The provisions of recent public service agreements relating to external service delivery will continue to apply. I cannot speak to the specific examples the Deputy referenced except to say the trend of public service recruitment in the past five years has been significant across many front-line areas of public services and we are committed to continuing to drive increased provision of public services in how we frame the budgets in the future.”
“All public bodies are obliged to treat public funds with care and to ensure the best value for money is obtained wherever public money is spent or invested. It is the responsibility of the relevant Department to ensure procedures are in place for compliance with all required procedures within the Department or office or the bodies under its aegis. It is a matter for each Accounting Officer with the associated agencies to ensure compliance with the Public Spending Code, public financial procedures and relevant circulars and to ensure value for money and appropriate consideration of alternative options. They also need to take account of the requirement 8.25 of the 2016 code of practice for the governance of State bodies, which requires an annual report on adherence to the relevant procedures and the Public Spending Code.”
“To speak more generally on the scale of recruitment of public servants, over the past five years we have seen an extensive and positive expansion in the numbers of public servants across many areas of remit, and rightly so. If there are any changes, there is a process under the public pay agreement to manage them.”
“My Department has been responsible for a number of recent reform initiatives, including the Better Public Services strategy, which aims to deliver inclusive, high-quality and integrated public service provision. Better Public Services is aligned with the ten-year strategy for the Civil Service, Civil Service Renewal 2030, which is built on three core themes: digital first and embedding innovation; workforce, workplace and organisation of the future; and evidence-informed policy and services. It is also aligned with Connecting Government 2030: A Digital and ICT Strategy for Ireland’s public service. There are no functions, roles or services within my Department that were outsourced to the private sector which were previously carried out by civil servants.”
“Where this fails to resolve the dispute, parties will use the dispute resolution mechanism set out in chapter 5 of the agreement. Accordingly, where a dispute arises, it will be subject to a six-week period of initial bilateral engagement at local level between the parties. Where agreement cannot be reached, the dispute will be referred to the WRC or, if necessary, the Labour Court. Where a conciliation or arbitration scheme applies, the issue will be referred within six weeks to the conciliation machinery under the scheme and, if unresolved, to the arbitration board. The Labour Court or arbitration mechanism is the final stage in the dispute resolution service.”
“My Department works to serve the country, its people and the Government by delivering well-managed and well-targeted public spending, delivered through modernised, effective and accountable public services. The process around outsourcing set out in the public service pay agreement states that where outsourcing is being considered in respect of an existing service, both official and staff sides will consult on the development of a service plan which evaluates and compares the in-house service and the outsourcing option. The public service pay agreement 2024-2026 reaffirms the commitment to the above and states that where a dispute arises through the application of this process, parties will seek to resolve it through direct dialogue.”
“It is to give confidence and momentum and show there is a pipeline to the construction sector that can be commenced. This systematic exercise is required. Of course, there are people and different State agencies, bodies or Departments that have been involved in parts of the delays contributing to this. That is why we have a blank canvas in how we change that for the better. That is the measurement and metric of the outworking of the reforms that will advance.”
“There are countless projects in the national development plan that are caught in endless delays. This is not about the work I am doing at the centre of Government. It is not about one particular project or pet project that the Deputy or anyone else might have. It is about how we change the life cycle of projects universally, so we accelerate for priorities set out in the national development plan. We are taking the international experience as a key evidence base for how we bring about the reforms that need to be stood up. Whether in housing, energy, transport, or water infrastructure, too many projects are in endless processes where the public have seen indicative allocations many years ago and they have still not seen delivery.”
“Providing that international comparison with the evidence base from published research will help complement the systematic exercise happening domestically around the project life cycle.”
“We are systematically examining all aspects of the project life cycle to try to truncate timelines and do that on a systematic basis to accelerate delivery. As part of the international metric, we are looking at best practice in terms of the World Bank, the IMF and the OECD. We are also interested in looking at common law jurisdictions where there is a lot of commonality on infrastructure delivery, like New Zealand, Australia and the UK. What is also really interesting are the different timelines that exist in many US states that have taken different approaches to infrastructure delivery, many of which are confined by constraints and cannot get things done, and others which have unlocked delivery.”
“I make the point that it is all too slow and that is the basis of the reform process happening in parallel with the work of the review of the national development plan. That is why additionality by itself will not move the dial and why the report on the barriers to infrastructure delivery will be finalised in July. That will work in parallel with the updated review of the national development plan, whether they are published on the same day or not is something we have to sequence. However, the plan is to have both prepared to set out the issues in the area of reforms. As I have said, the acid test will be how we forensically examine the project life cycle. There are countless examples that everyone in this House is aware of, where it is simply taking too long.”
“In addition, five individuals with key sectoral expertise in the delivery of strategic infrastructure and the planning process have been deployed to support the work of division from EirGrid, ESB Networks, Transport Infrastructure Ireland, Uisce Éireann and An Bord Pleanála. Staff from the Department's communications unit are being made available to support the public engagement of the division in delivering its key outputs. This brings the current total headcount for the infrastructure division to 62.”
“This infrastructure delivery work is in addition to the infrastructure division’s ongoing work across its national investment office functions, construction procurement and overseeing certain departmental Votes. The establishment of the division has seen a significant increase in its constituent units' staffing levels. It is led by a deputy Secretary General and comprises an assistant secretary and five units, each of which is led by a principal officer. On the current breakdown of grades, including vacancies up to an including principal officer, there are five principal officers, 20 assistant principal officers, 18 administrative officers, four higher executive officers, two executive officers and six clerical officers.”
“To be of assistance to the Deputy, the key Government commitments that the infrastructure division will be responsible for delivering in the short term are: an early review of the national development plan by July; expanding the Department’s infrastructure expertise to assist delivery through the redeployment of sectoral experts to the Department; the establishment and provision of support to the newly established accelerating infrastructure task force; and preparing a report to Government to identify the barriers to delivery and subsequent actions in order to accelerate the completion of infrastructure across our economy. This report will be prepared on the basis of broad stakeholder engagement, public engagement and a review of international best practice in order to construct a detailed evidential assessment for subsequent action.”
“The programme for Government significantly expanded my Department’s work on infrastructure and included the establishment of a new infrastructure division. The division's specific responsibilities and deliverables are being progressed as part of the Department's forthcoming statement of strategy, which will go to Government in advance of the summer.”
“That is why we are taking a focused approach to how we develop the work programme of both the infrastructure task force and the infrastructure division. The task force is also tasked with examining international best practice in the context of how we can measure Ireland against that. We know we have a significant infrastructure deficit. Some of that is in our delivery systems and in the processes that have developed over many years. All of that will fit within the recommendations that will come by the summer. It is about trying to move the dial on infrastructure delivery.”
“I do not disagree with much of what the Deputy said. There are often too many reports which contain endless recommendations. We have tried to change our approach to how this process is working. It is how we can identify high-impact reforms that are implementable and timebound that will make an objective difference. That has been the central mandate of the task force. That is why there will be a report by the summer. The outworking of it, and the core remit of the task force, is to oversee, with me chairing it, the implementation of this across government. That is the mandate it has been given. Having hundreds of recommendations in hundreds of pages of a particular report means that the specific actions are lost.”