In drafting the accelerating infrastructure report, there was extensive engagement with ministerial and official level colleagues to ensure clear ownership of actions and the expectations for delivery of these actions. On publication, Departments were required to set out how they will implement the series of actions under their remit and ensure individuals know what they are accountable for. My Department will be managing the monitoring and reporting on delivery of the actions in the report and action plan, which w…

The task force is continuing to ensure we have challenge meetings and continued oversight of delivery. We have a Cabinet committee on infrastructure and the critical infrastructure Bill, and we will bring the scheme to the Government in the coming weeks. That will place clear obligations around the prioritisation of infrastructure across regulatory bodies and agencies when it comes to trying to speed up infrastructure delivery across the State. I have also said in my role in terms of sanctioning respective Departme…

There are variety of mechanisms in that regard. It is about trying to drive compliance. There are obviously sanctions and requests received relating to staffing. For example, if a particular agency is not delivering in line with what we have set out in the infrastructure report, a request for additional staffing might be a consideration or how we restructure or reform a particular agency if it is not contributing to wider delivery. That is an example of it. If things are escalated and we do not see delivery and cha…

Each year the expenditure report seeks to improve on previous iterations to refine and improve the approach used to present budget day figures. The expenditure report for 2026 provides a more detailed description of the budget package components than in previous years, in the table set out on page 12. There have been many alternative approaches in the past and work on the best way to present each year's budget will be an iterative process. The approach taken to the budget 2026 differs from previous years and theref…

To take the Deputy's business model analogy, businesses do not do ELS as he has sought in his question. Businesses look at the totality of expenditure and to drive better delivery, better outputs and better efficiency in terms of the totality of spend. That is exactly what we are seeking to do in how we framed and delivered budget 2026. That is where the weaknesses of existing levels of service are identified and we now focus on the totality of expenditure rather than only the incremental budget package, which has …

That is obviously a separate issue to the existing levels of service in the Deputy's question. What we have set out is a new national development plan and a new way of delivering infrastructure in the economy. We have a series of reforms we are advancing through 2026 which are about accelerating wider delivery but also responding to the evidence, which is there, that too many of the systems are cumbersome, slow and duplicative in many instances. This has impacted delivery on water, energy, transport and the wider s…

As part of the budgetary process each year, my Department sets overall expenditure ceilings for each ministerial Vote group. These are laid out in the budget day expenditure report, with further detail provided in the Revised Estimates published in December. Following the allocation of each expenditure ceiling, each Minister designs the programmes and subhead level across Departments and the agencies under their remit, accounting for the demands for services in different areas and regions and having regard to demog…

I acknowledge the particular issue that exists. I meet with many constituents from both Tyrrelstown and Hollystown, where the bus service does need to be much improved. There has been a significant increase in housing supply in Tyrrelstown and Hollystown, but there is a need to improve the service for the sake of many of the existing residents. Part of the BusConnects plan is to deliver that, which is obviously more on the infrastructure side, but there is also a need improve the frequency of buses and the respecti…

There have been issues for people in Hollystown. Some even have quite a long walk to get to the existing bus stop. There is a need to improve the existing service but also to reflect the feedback people have given in respect of the various bus routes. Like the Deputy, I will engage with the National Transport Authority on some of the amendments that need to be made to the bus routes and in the context of reflecting the feedback we are getting from constituents. The authority needs to future-proof the transport syst…

I thank Deputy Neville. In December 2025, the Government published the Accelerating Infrastructure Report and Action Plan. It is a comprehensive programme of actions designed to speed up the delivery of critical infrastructure across the State. This action plan responds to well-documented challenges of lengthy development timelines, fragmented processes and rising costs. These have all been identified as major barriers to achieving Ireland’s housing, energy and climate objectives. The plan sets out 30 targeted acti…

I will go into that detail shortly.

I agree with everything the Deputy said and I appreciate his inputs at the infrastructure committee as well. There are well-documented issues with the existing culture, which has been too risk averse, leading to delays and cost increases. It is too process driven. It is about putting a delivery culture and delivery focus first. That means increasing risk appetite, but also taking practical steps, for example, carrying out early site clearance works in advance of or in parallel with another part of the process or fo…

It is about having a clear, greater and more proportionate risk appetite statement for many infrastructure decisions. Ultimately we are measured on delivery and it is a process-driven approach. We have circular analysis and delays that will not narrow the infrastructure gap, which is well documented. The risk appetite statement will set out the expected benefits for delivery for a Department or agency, and how the assumption of greater risk outweighs the potential cost. We know that some of the processes we are try…

I thank Deputy Connolly and I appreciate his support on this. My Department is responsible for the infrastructure guidelines, which replaced the public spending code for capital appraisal since the end of 2023. These set the value for money requirements and guidance for evaluating, planning and managing Exchequer-funded capital projects. Management and delivery of investment projects and public services within allocation and the national frameworks is a key responsibility of every Department, Accounting Officer and…

On Deputy Connolly's first point, this is removing an unnecessary middle step which was adding time. The critical points are approval of the preliminary business case, which sets the political direction for a project to be advanced with prospective capital spend, and final approval for a contract award, which involves the respective Minister. Again, it removes a middle step which did not provide value and just added time. This is what is being changed. In terms of transport and water projects, we will have a regula…

We have taken every step in the infrastructure life cycle and tried to cut time. The Deputy referenced transport and water. We have the joint utilities and transport clearing house. That reflects those key sectors which build the foundations of any community in terms of water, energy and transport infrastructure. Improving co-ordination in how that wider infrastructure is delivered is part of that objective. All the utilities are involved in that, including Eirgrid and the ESB in the context of infrastructure. We w…

I propose to take Questions Nos. 13, 28, 61, 77 and 83 together. My Department will be managing the monitoring and reporting on delivery of the actions in the Accelerating Infrastructure Report and Action Plan, which will be led within the infrastructure division. The action plan details 30 headline actions for delivery by quarter and sets target outputs and outcomes to be achieved. All lead Departments have continued to engage over recent weeks and days to provide an update on what is meant to be delivered for qua…

We are essentially reducing the number of approval steps from three to two. The critical approval role of a Minister is after the preliminary business case. It is about putting discipline on how a preliminary business case is designed. In many instances, the administrative timelines taken for preliminary business cases are far too excessive. We are trying to put much greater discipline on that in terms of the wider project design and how a preliminary business case is built up. Even though political direction may h…

We engage daily with the infrastructure team in the Department and the infrastructure division. According to the latest update, everything has been delivered in quarter 4 and we are on track with respect to the actions set for quarter 1 of this year. We are working in parallel to ensure steps or actions that are required in quarters 2 and 3 are being worked on as well if they have timelines in the middle of the year or later on in this year. Right now, there is progress across the respective areas. Over the last nu…

I thank Members of the House for the opportunity to provide an update on the Government’s work to accelerate infrastructure delivery, and to discuss my Department’s role in the management and delivery of capital projects and programmes. In particular, I will outline some of the recent and ongoing developments in my Department, as we implement the actions contained in the accelerating infrastructure action plan which the Government published in December. As we look back on recent weeks and the rupture in the global …