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The report analyses the policy development process in Ireland. It focusses on three main areas that shape policy development: evidence, implementation, and legitimacy. It also discusses the skills, capacities, methods and tools in the Irish public sector that support effective policy development. The report highlights Ireland’s strengths, identifies gaps, provides examples of good practices, and suggests a number of areas of opportunity and action to bolster the policy development system and improve policymaking.

Skills are the key to shaping a better future and central to the capacity of countries and people to thrive in an increasingly interconnected and rapidly changing world. Megatrends such as digitalisation, globalisation, demographic change and climate change are reshaping work and society, generating a growing demand for higher levels and new sets of skills. OECD Skills Strategy projects provide a strategic and comprehensive approach to assess countries’ skills challenges and opportunities and help them build more effective skills systems. The OECD works collaboratively with countries to develop policy responses that are tailored to each country’s specific skills needs. The foundation of this approach is the OECD Skills Strategy Framework, which allows for an exploration of what countries can do better to: 1) develop relevant skills over the life course; 2) use skills effectively in work and in society; and 3) strengthen the governance of the skills system. This report, OECD Skills Strategy Ireland: Assessment and Recommendations, identifies opportunities and makes recommendations to secure a balance in skills, foster greater participation in lifelong learning, leverage skills to drive innovation and improve firm performance, and strengthen skills governance to build a joined-up skills ecosystem in Ireland.

New OECD surveys of employers and workers in the manufacturing and finance sectors of seven countries shed new light on the impact that Artificial Intelligence has on the workplace —an under-researched area to date due to lack of data. The findings suggest that both workers and their employers are generally very positive about the impact of AI on performance and working conditions. However, there are also concerns, including about job loss—an issue that should be closely monitored. The surveys also indicate that, while many workers trust their employers when it comes to the implementation of AI in the workplace, more can be done to improve trust. In particular, the surveys show that both training and worker consultation are associated with better outcomes for workers.

Overall, the health of the Irish population has improved substantially during recent decades and is quite good compared with other OECD countries. However, spending is elevated, partly reflecting a system that is strongly based on hospitals. Population ageing is exacerbating spending pressures. In addition, the health sector is dealing with past underspending, particularly in capital outlays in the years following the global financial crisis, that have constrained service delivery, contributing to substantial waiting lists and heavy pressure on staff. The government has initiated wide-ranging reforms, termed Sláintecare, with the aim of broadening the coverage of universal care, decentralising provision and enhancing the integration of primary, community and hospital care. The reforms are complicated, reflecting a healthcare system that is complex and at times opaque. This is particularly the case with the interaction of the public and private parts of the system in which private patients enjoy easier access to care, leading to concerns about a two-tier healthcare system. The creation of new regional health areas is set to support more decentralised decision-making, but information systems to track spending and reform implementation need an overhaul. The COVID-19 pandemic has diverted policy-making attention just as the reforms got underway, but stepping up the efforts to address legacy issues and move forward on the reforms is now key to meet the coming challenges while using resources effectively.

This profile identifies strengths, challenges and specific areas of action on cancer prevention and care in Ireland as part of the European Cancer Inequalities Registry, a flagship initiative of Europe’s Beating Cancer Plan. It provides a short synthesis of: the national cancer burden; risk factors for cancer (focusing on behavioural and environmental risk factors); early detection programmes; and cancer care performance (focusing on accessibility, care quality, costs and the impact of COVID-19 on cancer care).

Ireland has launched an ambitious strategy to build a more inclusive, efficient and sustainable justice sector. Irish citizens recognise these efforts: Ireland is one of the OECD countries with a higher percentage of citizens trusting their government and courts, according to the recent OECD Survey on the Drivers of Trust in Public Institutions. This study aims to support these efforts by analysing the judicial workforce and relevant support structures and processes currently employed by the Irish courts. In particular, the study seeks to contribute to the deliberations of the Irish Judicial Planning Working Group, which was established to identify reform initiatives and evaluate staffing needs to enhance the efficient administration of justice over the next five years.

Irish authorities are reshaping the nation’s higher education landscape, creating a network of technological universities that merge, build on, and extend the mission of the country’s institutes of technology. Its emerging technological universities are tasked with providing research-informed teaching and learning across all levels of higher education, linking their programmes to the needs of their region’s citizens, businesses and professions. This paper was commissioned by Ireland’s Higher Education Authority and Department for Further and Higher Education, Research and Innovation, who asked the OECD to identify a set of benchmark higher education institutions from other OECD countries that can provide insights for the development of future Irish technological universities through examination of their human resource policies, career paths and organisational structures. Drawing upon this evidence, and analysis of current policies in Ireland’s institutes of technology and technological universities, this analysis identifies options for new career and employment contracts and organisation structures