The project to integrate the functions at present carried out in Irish Lights Office in Dublin with existing operations at Dun Laoghaire requires not only the design and build of the new premises but also a review of how the organisation does its business.

IRISH LIGHTS has undergone major changes in the past few decades. In bygone days Lightkeepers and Lightshipmen were at the forefront of the Service, and it was they who kept the lights and fog signals operating to the expected high standards of availability and reliability. To support the Lightshipmen and Lightkeepers there was an administration to provide transport and supplies, and look after people management, payments, and related issues. The prime function of the Depot at Dun Laoghaire was to provide stores and materials in support of the lighthouses and lightvessels, as well as workshops for carrying out maintenance to equipment and refurbishing buoys.

Lighthouse automation began very early in the 20th century-so far as I can ascertain Charlesfort Lighthouse was converted to unwatched in 1906. However, these early automations were confined to smaller lighthouses on the mainland or offshore in sheltered waters.

The last two lightships were automated in 1982 and a programme to automate the last 22 watched major lighthouses began in 1985. The completion of lighthouse automation brought about a new era for the Commissioners of Irish Lights. The mix of people working within the Service shifted from Lightkeepers and their support structure to more people with technical and engineering skills.

Following the automation of Baily Lighthouse in 1997 there were no remaining full-time Lighthouse Keepers and the remit of keeping the aids to navigation operating fell to the staff of the Engineering and Marine Departments. The introduction of new technologies such as solar power continued a trend of investing in technology. The installation of differential Global Positioning System (DGPS) stations and automatic identification system (AIS) shore stations ensures that the Commissioners of Irish Lights are keeping abreast of and, in many cases, are advancing new developments in marine aids to navigation.

While the operation of two main sites, the Pembroke Street head office and the Dun Laoghaire depot, was acceptable in the past, it became increasingly clear that there was a need to consolidate the two sites to provide an integrated organisation. Operating at a single site will provide for better working and therefore a more efficient and effective organisation. With this in mind, a scheme has been devised to consolidate all operations at Dun Laoghaire in a single purpose built unit. The completion date is expected to be in 2007.

In tandem with the new building, or bricks and mortar project, an Integration Project Team (IPT) was set up under the leadership of Colin Day with team members Tanya Colerus, Captain Robert McCabe, Garry Davis, and Robert Sparkes. Rory McGee assisted as a part-time member. The team received support from Paul Fuller, a management consultant with previous experience of Trinity House Lighthouse Service.

The team came together for almost a year from September 2004 and examined the processes in operation within Irish Lights and, with the aid of workshops, interviews, and external investigations, designed new processes considered to be more efficient and cost effective, especially in the context of the planned move to a consolidated site at Dun Laoghaire.

The Team wishes to thank all those who contributed towards their work. Over 70 different employees participated in the workshops where full and frank debate took place on a wide range of issues relating to the work of the Service. The job was challenging but the IPT worked hard to address the issues raised as well as consider the needs of Irish Lights' stakeholders.

The team was based in the blue room, so called because of the blue carpet and furniture, kindly vacated by the Marine Department for the period, and we were kept fortified by endless cups of strong coffee and the occasional Marine lunchtime get-together. All work and no play would have left the IPT a very dull bunch!
After designing the new processes and making recommendations for their implementation, the team also made proposals regarding the number and size of departments in the new Irish Lights organisation structure.

All the recommendations were contained either within the IPT Interim Report that was noted by the Board on 30 March 2005, or in the IPT Final Report that was adopted by the Board on 22 July 2005.

There are over 200 detailed recommendations in the IPT reports. However, the key changes can be summarised as follows:
• The consolidation of the present Human Resources and Finance functions into a single Support Department (this is a working title-the actual name of the department is yet to be decided);
• Updating the present corporate information technology systems;
• Introducing central coordinated planning for the Engineering and Marine Departments;
• Organising and managing the technical resources of the Engineering Department in a more flexible and integrated way;
• Delivering a more unified organisation, taking advantage of being on a single site to improve communication, flexibility and integration of Irish Lights business;
• Streamlining the organisation.

One of the most difficult things that organisations, and more importantly the people within an organisation, have to deal with is change. Fear of the unknown and a desire to retain the status quo can hinder an organisation in improving and developing. Challenges will face our Service as the organisation moves to the single site and the new processes are established. It will be up to everybody to work together to overcome any obstacles.

The project tasks cover a wide range of activities which are essential to fostering a unified and integrated workforce, having an ethos with a clear understanding of the Commissioners of Irish Lights vision statement:
To deliver a reliable, efficient and cost effective aids to navigation service for the benefit and safety of all mariners.