Meet some Strategic Advisers - Pat O’Neill

“I’m interested in doing something to make the public sector more effective and efficient, and genuinely making a difference. ”

What were your key motivations to join the SIB?

Having worked in both the public and private sectors, I feel I’m a public servant at heart.  I’m interested in doing something to make the public sector more effective and efficient, and genuinely making a difference.

What influence have you had since you joined?

Quite a bit because I look after a number of sectors.

In the Northern Ireland Office, my recommendation to the Secretary of State for a new combined Police, Fire & Rescue and Prison Service training college was accepted. This is a first for Northern Ireland.

In terms of the Prison Service, I’m working with the senior management to ensure that the infrastructure deficit identified is capable of meeting the future operational role of the prison service. Initially, the prison service was considering the replacement of one of their prisons, and a ‘one size fits all’ approach to their accommodation needs. My insistence on the use of a benchmarking exercise, with a selected group of high performing prisons - both nationally and internationally, supported the need for a strategic step change. Now we’re looking to provide accommodation which supports the day to day prisoner management strategies, such as rewarding good performance, while at the same time reconditioning offenders so they can contribute to society and stand a better chance of not re-entering the system.

In conjunction with the Department of Health, Social Services and Public Safety we benchmarked our Ambulance Service against the best in the UK with the aim of creating a high performance service with a more intelligent way of working. For instance, in 9 out of 10 times (a high performing ambulance service) can predict where the next heart attack is going to occur and get on the road to that incident. This leads to a far more effective use of resources. The business case, under development, for fleet, equipment and infrastructure supports this operational model.

I also explored an accounting policy which had a negative bearing on one of my projects for the Department of Employment and Learning. I wrote a paper, submitted it to the Department of Finance and Personnel who then submitted it to Treasury. Treasury accepted my recommendation for the change in accounting policy. I’m currently reviewing the V.A.T. treatment for the Northern Ireland Office infrastructure projects.

What are the key challenges for you to tackle over the next 12 months?

To make sure the infrastructure we provide is capable of supporting the future operational needs of each organisation within my remit.

Around 70% of the economy is driven by the public sector. We need to reduce that reliance. We need to encourage the private sector to take up the slack and help build the economy. But for that to happen, we must create an environment where the private sector can flourish, allow them deliver services (traditionally delivered by the public sector) if they can deliver better value for money. Once again, this means that the infrastructure investment must support the future economic model.

How would you describe the culture within SIB?

For me, it could best be described as a ‘person culture’ where I have the freedom to focus on the task. It’s up to me to drive my own portfolio within the legislative environment of the SIB and the strategic direction set by my Chief Executive and the SIB Board. Plus I occasionally get involved in areas outside my immediate remit. For instance, because of my work with the Further Education sector (as mentioned earlier) I identified an accounting treatment impediment which would not traditionally be addressed by any Government Department. I have also been requested to conduct a benchmarking exercise with the out-of-hours GP Service. I evaluated it and saw there was potential to increase the efficiency in the delivery of this service which I compiled into a business case and presented to the SIB investment committee for approval.

What was your background before you joined?

Six years in the Department of Finance in the Republic of Ireland. The first three years of that I set up the national PPP pilot programme and supporting structures such as: procuring teams, interdepartmental groups, liaising with unions, etc. I drafted the legislation which set up the National Development Finance Agency and chaired a working group which compiled a compendium of contract clauses for all future PPP contracts. In the last three years of my time with the Department of Finance I drafted the national PPP policy guidelines covering areas such as: risk; tax treatment; stages in the procurement process; and, process auditing to list a few.

Before that I was head of sales for a PFI bid team. I had 21 projects in my portfolio, from magistrates courts to schools, community hospitals to police stations. I headed up bids that totalled around £750m.

Previously I worked on organisational change – in terms of systems and structures – in a third level college in South London. Earlier in my career I was involved in the set up of a commercial business.