Health & Welfare Divisional Report 09-11

www.qualitypublicservices.ie

IMPACT Health & Welfare DivisionReport 2009–2011

Front cover photoIMPACT members participated in a number of actions against community sectorcuts including the 2010 ‘spectacle of defiance and hope’ pictured on the cover.

Photo by Aislinn Delaney.

IMPACT Health & Welfare Division

Report 2009-2011

www.qualitypublicservices.ie

Organisation ............................................................................................................................5Divisional executive committee ....................................................................................................................................5

Pay and incomes ....................................................................................................................5Croke Park agreement ....................................................................................................................................................5

Background to Croke Park ............................................................................................................................................5

Minimum pay ........................................................................................................................................................................6

Pensions ................................................................................................................................................................................7

Travel and subsistence....................................................................................................................................................7

Modernisation and industrial relations ........................................................................7Croke Park agreement: Modernisation ..................................................................................................................7

Health service employment levels ..............................................................................................................................8

HSE framework document ............................................................................................................................................8

Psychology ............................................................................................................................................................................8

Children and family services..........................................................................................................................................9

Social workers......................................................................................................................................................................9

Social care workers ..........................................................................................................................................................9

Community welfare services ........................................................................................................................................9

Procurement ........................................................................................................................................................................9

Finance ....................................................................................................................................................................................9

Population health ............................................................................................................................................................10

Medical laboratories......................................................................................................................................................10

Oral health services........................................................................................................................................................10

HSE West............................................................................................................................................................................10

Labour Court recommendation 19766 ..............................................................................................................10

Community and voluntary sector ................................................................................11

Other issues..........................................................................................................................11Health services national partnership forum ......................................................................................................11

Transfer policies ..............................................................................................................................................................11

Garda clearance procedures ....................................................................................................................................11

Withdrawn HSE circulars............................................................................................................................................11

Appendices............................................................................................................................13Appendix one: Salary scales ......................................................................................................................................14

Appendix two: Travel and subsistence rates......................................................................................................21

Appendix three: Vocational groups ........................................................................................................................22

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Back row (left to right):Tony Martin, Gerry Dolan (staff), Stephen O’Neill (staff), Robbie Ryan (staff), Jack McCarthy

Middle row (left to right):Denis Rooney, Matt Tully, Ruth Robinson, Sinead Wynne, Martin Brideman, Dave Hackett

Front row (left to right):Adrienne Byrne, Dolores Callanan, Louise O’Donnell (National Secretary),

Siopha O’Reilly, Jacinta O’Sullivan (staff)

Divisional Executive Committee members not in photo: Sean Dowling, Eamon Hannan, Patricia Mellsop.

Health and Welfare divisional executive committee membersP

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Divisional organisation

Divisional executive committeeThe following were elected to IMPACT’s Health andWelfare divisional executive committee (DEC) at the 2009divisional conference: Sophia O’Reilly (Cathaoirleach),Adrienne Byrne (Leas Cathaoirleach), Dolores Callanan(third divisional rep resentative on the CEC), MartinBridgeman, Ashley Connolly, Sean Dowling, David Hackett,Eamon Hannan, Jack McCarthy, Phil McFadden, PatriciaMellsop, Ruth Robinson, Denis Rooney, Matt Tully andSinead Wynne. Tony Martin and Mick Quinn replacedAshley Connolly and Phil McFadden when they resignedfrom the DEC to take up full-time positions with the union.

Pay and incomes

Croke Park agreementPublic service unions voted to ratify the Croke Park publicservice agreement by a margin of almost two-thirds inJune 2010 and more unions have ratified the agreementsince. IMPACT members had earlier voted to accept thedeal by a margin of 77% to 23% in a national ballot of themembers concerned. The turnout was 57%. Theagreement rules out compulsory redundancies or furthercuts in public service pay. It also contains importantsafeguards on pensions and outsourcing and includes aprocess for the reversal of public service pay cuts ifsufficient savings flow from the substantial reforms set outin the deal.

The number of public servants fell by around 16,000between March 2009 and March 2011. This staffingreduction is now generating annual savings of €900million and substantial additional savings will flow asGovernment plans for further large-scale staffing cuts areimplemented between now and 2015. The Croke Parkreform and redeployment measures are designed tomaintain and, in some cases expand, services in the faceof these huge staff reductions. The ongoing moratorium onpublic service recruitment and promotion accounts formost of the staffing reductions, although 2,000 left thehealth service through voluntary redundancy and earlyretirement schemes at the end of 2010.

Between them, the so-called pension levy and pay cuts arealso creating additional annual savings of €1.8 billion, whilereforms in specific parts of the public service havedelivered further significant savings. The websitewww.implemen tation body.gov.ie sets out in detail thesavings and reforms being delivered under the agreement.

IMPACT has worked hard to ensure the full and rapidimplementation of the agreement and to build and retainsupport among key opinion formers in Government andelse where. IMPACT general secretary Shay Cody andother union leaders met finance minister Brian Lenihan inadvance of the IMF negotiations at the end of 2010 andthe minister confirmed his Government’s commitment tothe agreement. An Irish Congress of Trade Unionsdelegation met representatives of the IMF, EuropeanCentral Bank and European Union and discussions alsotook place with the European Trade Union Confederation.Subsequently, the November 2010 deal agreed betweenthe last Government and the IMF, European Central Bankand European Union specifically said that the Croke Parkagreement remains in place. However, the IMF-ECB-EUmemorandum of understanding includes a Governmentrequirement to “consider an appropriate adjustment” inthe public sector wage bill if the Croke Park agreementdoes not deliver sufficient savings.

IMPACT has also maintained communications with themajor political parties, including the new Governmentparties. In response to questions from IMPACT during the2011 election, all the major political parties said theywould honour the agreement on the understanding that itwould deliver very substantial savings and a reconfigur -ation of public services.

However, the agreement continues to attract vocal andgenerally ill-informed criticism from commentators in themedia, business and a small minority of politicians, whosupport compulsory redundancies and more pay cuts inthe public service. This presents a real danger that thepolitical ground could shift unless the agreement is seen todeliver real savings and reforms. For this reason, unionrepresentatives on the Croke Park national implemen -tation body have continued to press management fortangible proposals that produce savings, avoid futurecosts, bring service improvements, or deliver quantifiableefficiency improvements. IMPACT also developed detailedtraining modules for branch representatives to help themto ensure that the deal is being implemented on theground and that staff get the protections included in thedeal. This training has been delivered to branches in allregions and remains available. delivered to branches in allregions and remains available.

Background to the Croke Park dealThe Government-imposed so-called ‘pension levy’ becameeffective on 1st March 2009. Just before this, IMPACT’sCentral Executive Committee (CEC) confirmed that it hadno basis to sanction participation in a planned one-daystrike after its members voted in favour of industrial actionby a margin of 65% in favour and 35% against, which wasmarginally short of the two-thirds majority required underthe union’s rules.

Following extensive consultation, which included a jointmeeting of the CEC and all five divisional executive comm -ittees (DECs), a consultative council meeting, staff meet -

5Report 2009–2011

ings, and the union’s 2009 divisional conferences, the CECadopted a statement of campaign priorities, which coveredpay, pensions, job security, working conditions, theprotection of public services during the recession, and thepursuit of increased investment in public services as theeconomy recovers. The union then organised hundreds ofworkplace meetings over the summer of 2009, whichwere attended by over 10,000 members in total. As aresult, a second ballot in September-October 2009achieved a massive 86% endorsement for industrial actionon a 69% turnout. Meanwhile, it became clear that theGovernment was planning a further public service pay cut.

In October 2009 the union also launched a €450,000advertising campaign, aimed at bolstering its defence ofpublic services and the people who provide them. Thisincluded full-page newspaper adverts, nationwide billboardadvertising, advertising inside buses and DART trains, aleaflet drop to over a million households, and a ‘viral’campaign using Facebook, Twitter and the IMPACTwebsite.

A 24-hour public service strike took place on 24thNovember 2009 involving IMPACT and other publicservice unions. This led to resumed talks with Governmentrepresentatives after unions received indications that theGovernment might negotiate an alternative to theimposition of pay cuts. IMPACT entered the talks on thebasis of its agreed priorities, but recognised that anyagreement would have to find alternative payroll savings.The unions said this could be done through a transfor -mation of public services, which would generate hugesavings while protecting services as budgets and staffnumbers declined, plus agreed temporary measures tocut payroll costs in 2010 because the transformation wasunlikely to generate the necessary savings before 2011.

Between the end of November and early December 2009,sectoral negotiations about the transformation of publicservices had progressed so far that negotiators on bothsides had finalised texts on transformation in health, localgovernment, education, and the civil service and non-commercial semi-state bodies. These would have formedagreements in each sector subject to an overall deal beingconcluded. In addition, 12 days’ compulsory unpaid leavewas to be introduced, on a once-off basis, to generate therequired payroll savings in 2010. It was agreed that thiswould be implemented in ways that avoided any adverseimpact on services. It was accepted by both sides that thevalue of the unpaid leave would not be redeemable by staffat any time in the future, and that the measure would nothave negatively impacted on those retiring from the publicservice.

The cabinet discussed the proposal at its meeting of 1stDecember and, following that meeting, the employers’ sideconfirmed to unions that, although an overall agreementhad not yet been reached, the Government accepted thatthe unpaid leave proposal could form the basis of a deal. Asthe agreement was being finalized, the ICTU PublicServices Committee decided to suspend a second one-daystrike planed for 3rd December. Agreement betweenunions and employers was subsequently reached on theapplication of the unpaid leave in ways that ensured noadverse impact on services. But at the final meeting

between Government representatives and ICTU negotiat -ors the employers said the Government had decided not toproceed to conclude an agreement. It had reneged on theproposed deal.

The Government’s decision to reject the deal revealed itsdetermination to drive down wages in the public andprivate sectors. The 2010 budget included pay cutsaveraging 7% across the public service, although this wassubsequently drastically reduced for a small number ofsenior civil and public service managers. IMPACT soughtlegal advice on the imposition of the pay cuts.

Industrial action began at the end of January 2010. Theaction stopped cooperation with any new work practicesor modernisation measures, introduced a ‘work to rule,’and blocked work carried out on a voluntary basis outsideof members’ formal contracts of employment. It alsorequired members to refuse to cooperate with staffredeployment or take on work associated with newlyvacant posts or unfilled promotional posts, and refuse toperform higher duties without the payment of appropriateallowances. On 8th March the ICTU Public ServicesCommittee announced that there would be a secondphase of the industrial action, which would include selectivestrikes and other forms of disruptive action.

On foot of this, renewed discussions between publicservice management and unions got underway in CrokePark on 12th March. The talks were facilitated by KieranMulvey, Kevin Foley, Anna Perry and other senior LabourRelations Commission staff. At the request of KieranMulvey, the unions agreed not to escalate the industrialaction while the talks were underway, but the work-to-ruleremained in place. The talks concluded in the early hoursof 30th March 2010. IMPACT subsequently sought andreceived clarifications on aspects of the proposals, whichsignificantly clarified and strengthened its safeguards forworkers. The union then put the proposals to a ballot ofmembers concerned, who backed it by a large majority.

The final budget of the outgoing Government imposed afurther 10% pay cut for new entrants to public servicerecruitment grades. Staff who have previously been intemporary or permanent public service employment willnot be subject to the % additional cut if they are recruitedto the same grade or a grade analogous to their previousemployment. This includes those who have previously beenon fixed-term contracts or who were on approved breaksin service like leave, temporary assignments or second -ments. The additional pay cut, which comes on top of theso-called pension levy and the average 7% pay cut imposedlast year, applies to new entrants appointed on or after 1stJanuary 2011.

Minimum payThe new Government elected in February 2011 said itwould reverse the €1 an hour cut in the statutoryminimum wage. This was a priority campaign issue forIMPACT and ICTU after the cut in the pay floor wasintroduced by the outgoing Government in its last budget.However, the new administration is to press ahead with

6 IMPACT Health & Welfare Division

reform of the Joint Labour Committee (JLC) structure,which sets minimum pay and other conditions, above thestatutory base, in certain sectors. Unions, who fear thedeclaration that “reform options will examine the rate ofpay for atypical hours” could lead to a reduction in weekendand overtime rates set by JLCs, have vowed to keep up thepressure on the new Government.

PensionsSignificant changes in pension arrangements for newentrants to the public service were announced in the2010 budget. The Government also announced that it wasconsidering significant proposals for an end to the currentlink between pay increases and pension increases andmove to inflation-based pension increases for both existingand future pensioners. Neither was discussed with theunions and IMPACT has indicated its strong opposition toany change in pension terms including arrangements forindexation of pensions in retirement.

The Government’s main proposed provisions for the newscheme for new entrants include raising the minimumpublic service pension age from 65 to 66 years (in line withchanges to the old age pension), setting a maximumretirement age of 70 years and basing pensions on‘career average’ earnings rather than final salary. Publicservice unions decided to engage with management in anindustrial relations framework, as opposed to a consul -tative process, on the detail of the proposals and details ofthe scheme for new entrants. An outcome was concludedin the Labour Relations Commission, which was noted bythe ICTU Public Services Committee. Legislation isrequired to give effect to the new scheme.

Travel and subsistenceCivil service general council reports 1504 and 1505 setout agreed travel and subsistence rates for the civilservice, which are generally applied across the publicservice. In 2009, the rates were reduced by 25% throughlegislation. No review of the rates has taken place sinceJune 2008 when civil service unions lodged a claim to thecivil service conciliation and arbitration scheme for theimplementation of the agreed rates. The claim wasprocessed as far as the arbitration stage. However, theunions judged that the arbitrator was unlikely to find intheir favour in the current climate, particularly asGovernment had imposed the cuts through legislation.Therefore, the unions proposed a joint informal review oftravel and subsistence rates in accordance with thenormal criteria, which take account of motoring costs,hotel costs and foreign travel. The informal review will takeaccount of figures gathered at the end of April 2011.Agreement to a joint informal review does not imply anychange in the existing Government policy.

Modernisation andindustrial relations

Croke Park agreement:ModernisationUnder the Croke Park agreement, each sector is requiredto establish an implementation body and produce actionplans for the implementation of the agreed modernisationmeasures. A Health Service Implementation Body (HSIB)was established in October 2010 with an indepen dentchair and equal representation from unions and employ -ers. IMPACT national secretary Louise O’Donnell is amember of the HSIB.

The health service employers submitted an action plan inOctober 2010 without prior consultation with unions. Anupdated action plan, which takes account of 2011 budgetmeasures, was submitted in January 2011. This much-enhanced document was presented to the unions lessthan 24 hours before it was submitted and, as a result,only minor changes were achievable. The action plansoutlines HSE proposals for national-level changes inaccordance with the Croke Park agreement and the 2011health service plan.

The HSIB had met nine times by the time this report wentto press and is generally meeting every two weeks. Its roleis to oversee the implementation of the action plan and toaddress issues that arise, including disagreements aboutthe scope of the agreement in accordance with theindustrial relations forums set out in Croke Park agree -ment. It has received presentations from senior manage -ment charged with delivering performance managementdevelop ment systems, integrated service areas (ISAs), anagency staff tender process and mental health ‘vision forchange.’ Briefings on the new children’s hospital, intell -ectual disability, children and older people, acute servicesand primary care are scheduled.

Government, employers, unions and the IMF-EU-ECB‘memorandum of understanding’ all acknowledge that theagreement will generate the most substantial savingsthrough the reduction of staff numbers and thesubsequent redeployment of staff to protect and, wherepossible, enhance service delivery in priority areas. Othersignificant issues earmarked for delivery under the healthservice action plan in 2011 are the transfer of communitywelfare officers from the HSE to the Department of SocialProtection, laboratory modernisation, centralisation ofmedical cards, the nursing home support scheme, primarycare teams, and shared services in HR, finance andprocurement. Progress has been made on a number ofthese, including the transfer of community welfare officersand changes in the medical labs that will generate €5million savings a year. Discussions on the implementationof the others are underway.

7Report 2009–2011

A number of health workers have expressed an interest inredeployment and IMPACT has highlighted local manage -ment’s reluctance to release these staff members. Sixarbitrators have been appointed to deal with situationswhere staff are earmarked for redeployment and casescan be referred to them if they cannot be resolved locally.The HSIB is working to improve communications about theimplementation and operation of the agreement becausepoor communications has emerged as a barrier toengage ment with the process.

Health service employmentlevelsThe moratorium on health service recruitment remains inplace under the Croke Park agreement. The Croke Parknational implementation body has estimated that the totalnumber of public servants fell by 16,000 between 2008and 2010, which is now generating savings of €900million a year. Under Croke Park, HSE staff numbers areexpected to fall to 2006 levels by the end of 2011. Thenew prog ramme for government substantially reducedFine Gael’s election pledge of 30,000 public service jobcuts, but its objective of a 22-25,000 reduction by 2015is a significant increase on Labour’s projected figure.Although they have given little specific detail of which jobswould go, both parties have distinguished between ‘frontline’ and other jobs. The programme for government rulesout compulsory redun dancies.

On 1st November 2010 health minister Mary Harney alsoannounced the introduction of a targeted early retirementand voluntary redundancy scheme for staff in manage -ment, administration and support grades, which was to becompleted by 30th December. IMPACT immediatelysought to engage with management on the terms of thescheme, including the timeframe. Management refused toengage and IMPACT referred the issue to the LabourRelations Commission (LRC). Management agreed toengage in the LRC on the management of the conse -quences of the package, but refused to go to the LabourCourt on the terms of the package. On 25th November theLRC pro duced parameters for dealing with vacated postsand identified processes to be followed.

A template for seeking expressions of interest was agreedduring further engagements and the union secured agree -ment that redeployed staff in receipt of acting allowancesfor more than two years would transfer at their actinggrade. We also agreed criteria for the redistribution ofwork. In total 2,003 people left the system under thepackages and IMPACT is still engaging with managementin relation to managing the fallout.

During the November-December 2010 period, IMPACTvocally raised staff dissatisfaction with the timetable andmanagement of the schemes, and concerns over themanagement of health services on foot of the exits. Thisincluded a letter to health minister Mary Harney and anumber of high-profile media initiatives.

HSE framework documentAt a Labour Relations Commission (LRC) conciliationhearing at the end of August 2010, IMPACT and the HSEagreed amendments to the framework agreement agreedwhen the HSE was established. The document wasamended to reflect the Croke Park agreement and inaccor dance with previous Labour Court recommen - dations. However, a number of related issues remain to beadd ressed.

On the regularisation of staff in acting-up grades, duringthe Croke Park negotiations the HSE agreed to regularisegrades III-VII who were acting for a period of two years ormore. The regularisation would only apply to these gradesand would be implemented on a cost-neutral basis. Theunion has been actively seeking the implementation of this.It is currently envisaged that the regularisation would takeplace within the second quarter of 2011. During dis -cussions on the 2010 exit packages, the union won afurther commitment that staff who were redeployed underthis process would do so at their acting grade.

There were a number of meetings about standardisationof hours and annual leave for certain health grades at theLRC. The last meeting took place on 17th September.Management refused to concede IMPACT’s demand thatHSE leave arrangements be rolled out across the healthsector on the grounds that it would be cost-increasing.IMPACT disputes this and the issue will be heard in theLabour Court in April 2011.

Discussions also took place on the non-payment of aHigher Review Body award to senor health service grades.The Labour Court eventually issued a recommendation.The union has also been pursuing the issue of people whohad an expectation under ‘abolition of office,’ althoughmanage ment said in December 2010 that no furtherprogress would be made. Other outstanding issues arisingfrom the framework agreement, LRC hearings and LabourCourt recommendations are being pursued.

PsychologyIn April 2009 IMPACT and the HSE agreed to conduct ajoint review of psychology services in the context ofongoing discussions on a number of industrial relationsissues. The review was completed in February 2011. Itoutlines the principles, roles, professional standards andtraining of health service psychologists and how psy -chology services could be structured in line with theproposed integrated service delivery model.

It also identifies workforce planning issues and sets out anorganisational structure for psychology services to ensurequality and competent service delivery. And it reviews thestatus of the 2002 ‘joint review recommendations’ in thecontext of HSE reform. The document is a useful and fineinitiative in the context of a change agenda.


In the summer of 2009 a national recruitment processwas held to fill basic and senior psychologist posts. Over20 basic grade public service educational and counsellingpsychologists, who would previously have been eligible toapply for senior posts, were deemed ineligible to complete.The union is addressing the issue in meetings with man -age ment.

At the start of the 2010 academic year the HSEattempted to change the trainee psychologists’ contractand force trainees to pay all of their fees in advance. Thisbreached an agreement that the HSE would pay 60% offees. At a meeting in October 2010 the HSE agreed not tointroduce the changes in 2010 and in February 2011 itwas agreed that 2010 entrants would have no changesintroduced during their three-year academic placement.

Children and family services A draft report by PA Consulting, circulated in late 2009,outlined models of integrated care for children and familyservices. Inspiring Confidence in Children and FamilyServices has implications for social workers, social careworkers, child care managers, family therapists, familysupport workers and other health professionals. IMPACTengaged with the HSE once the national dispute wasresolved by the Croke Park agreement and meetings tookplace from June 2010. IMPACT said it was willing toengage in a change process in the interest of children andfamilies, but sought clarity about how services would berolled out. The union said it wanted a properly resourcednational HSE office with responsibility for children andfamilies, an indication that the new HSE chief executivesupported the proposals, and discussions on acomprehensive set of proposals before any change wasimplemented. IMPACT wrote to the Minister of State forChildren and Families in July 2010 and met him inSeptember. The HSE has said it will put a final document tothe union.

Social workersThe proposed reconfiguration of children and familyservices has implications for social workers. The union hasalso been in discussions with the HSE over structuralanomalies in disability and mental health social work.These include the absence of a grading structure for thesespecialists and the non-implementation of the single-handed allowance for some members. Financialconstraints and the recruitment moratorium havehampered progress on this issue, which the unioncontinues to pursue as part of the change agenda. Thefilling of elder abuse posts have again have been delayed bythe recruitment moratorium and financial constraints.

Social care workersThe proposed reconfiguration of children and familyservices is an important development for social careworkers. IMPACT is working to reinvigorate the social careworkers national vocational group and extensivediscussions have taken place with the HSE to draft andagree national job descriptions for social care workers,leaders, deputy managers and managers. Financialconstraints and the recruitment moratorium havehampered the progress on a range of issues including theworking week, the European Working Time Directive,trainee social care workers, payment of 1/6 in certainlocations and employments, and issues outstanding fromthe 2001 social care workers’ agreement.

Community welfare servicesAs a result of a Government decision, the communitywelfare service transferred from the HSE to theDepartment of Social Protection on 1st January 2011.Staff were seconded to the department for nine months,during which industrial relations issues arising from thereorganisation are to be resolved. In accordance with theCroke Park agreement, this will be done with theassistance of the Labour Relations Commission and theLabour Court as appropriate. Once the industrial relationsissues are resolved, staff will transfer to the departmentand become civil servants. There is a dispute over whethergeneric staff like clerical and administrative workersshould be automatically included in the conversion to civilservant status. This matter of interpretation has beenreferred to the national implementation body of the CrokePark agreement.

ProcurementAgreement on a national operating model for the HSEprocurement function was reached in 2010 andimplementation, which began in November 2010, is beingmonitored by a joint HSE-IMPACT group. The group isaddressing difficulties before seeking assistance fromoutside bodies like the Labour Relations Commission. Inearly 2011, the HSE issued confirmation that staff inacting and temporary positions are covered by theoperating model agreement and will be regularised shortly.

FinanceThe HSE has briefed IMPACT on a broad overview ofproposed changes in the finance function. In accordancewith the Croke Park agreement, we have sought details oftheir priorities and timelines for 2011, the staff affected,the expected impact on staff, and the localities affected.The HSE has agreed to engage in local discussions toaddress issues arising from its proposals.

9Report 2009–2011

Population healthIn national discussions, IMPACT told management that theunion wants full details of proposed changes in populationhealth and the expected impact on staff. The union hasalso insisted that the changes takes place within theprovisions of the Croke Park agreement.

Medical laboratoriesThe introduction of an extended 8-8 working day over afive-day week in medical laboratories, agreed under in theLabour Relations Commission under the Croke Park deal,will save an estimated €5 million every year. Thearrangement was finalised in February 2011, when theLabour Court made a recommendation on how loss ofearnings for biochemists and other laboratory staff wouldbe handled. The Court agreed with the union view that lossof earnings for reduced out-of-hours payments should becalculated at 1.5 times the annual loss. This follows theformula agreed for loss of earnings related toredeployment. Local discussions on constructing rostersto facilitate the new arrangement will now take place. Localagreements covering Saturday attendance by clerical andadministrative staff and laboratory aides are not altered bythe agreement.

Oral health servicesIMPACT and the Irish Dental Association have had anumber of meetings with the HSE over its proposedreconfiguration of dental services, where the focus hasbeen on changes at senior dental practitioner level. TheHSE proposes to establish a national oral health office andan inspectorate function to help the dental structure followthe integrated service geographical and managementboundaries. Hygienists and dental nurses will be involved indiscussions once the senior structures are agreed.

HSE WestIn July 2010, management in the mid-west said theyintended to terminate the contracts of its fixed-termemployees. There was no progress in local talks andIMPACT referred the issue to the Labour RelationsCommission. Two meetings were held in August and aframework for local discussions, aimed at making savingswithout dismissing fixed-term workers, was agreed. Aftertwo weeks of talks, management acknowledged thatinnovative ideas had been put forward and it confirmedthat its projected budget overspend was down to €65million from €90 million. Talks continued on making furthersavings, which were equivalent to 200 full-time staff. By theend of 2010, discussions had resulted in saving thatbought the deficit to less than €17 million and nodismissals happened.

Labour Court recommendationLCR 19766Labour Court Recommendation LCR 19766 refers to fivenational claims which affect all the unions. The recomm -endation established a method of application of sick payscheme to fixed-term employees in officer grades. It wasalso agreed that the accrual of annual leave during sickleave would be done on the basis of the relevant Depart -ment of Finance circular with effect from 1st April 2010.

No agreement was reached on the accrual of annual leavein respect of hours worked above contracted hours so, inaccordance with the Labour Court recommendation, theagreements prescribed in the Department of Financecircular 27/03 apply with effect from 1st April 2010.

On payment of night duty premium for hours worked after8pm, the Court recommended that arrangements set outin the HSE terms and conditions of employment documentbe accepted unless alternative arrangements wereagreed between the parties or by any public sectoragreement. It was agreed that this would apply to allemployees from 1st November 2010 except for thosecurrently in receipt of alternative arrangements. Therewas no agreement on public holiday entitlement duringsick leave and this matter has been referred back to theLabour Court. No hearing date has yet been set.


Community andvoluntary sector

When the Government introduced its public service paycuts in December 2009, it was immediately forced toamend the legislation because it had illegally imposed thepay cuts on thousands of community and voluntary sectorworkers who are not employed directly by the state.Subsequently, the Health Service Executive (HSE)instructed the community and voluntary sector agencies itfunds to apply the public service pay cuts and said 2010funding would reflect this. Although Tánaiste MaryCoughlan told the Dáil that the HSE letter had been sent inerror, the HSE continued to seek to impose the policy andproceed with funding cuts.

IMPACT has continued to campaign against cuts in thecommunity and voluntary sector. In May 2010, IMPACT’sBoards and Voluntary Agencies branch commissioned areport, written by independent researcher Brian Harvey,on the effects of cuts in the sector. The Harvey reportremains the best indicator yet of how the sector has beendisproportionately hit by cuts as service demand soarsbecause of the recession.

The report estimated that up to 5,000 jobs, or almost10% of the sector’s workforce, would be lost despiteincreased demand for services. There are approximately6,100 voluntary and community organisations in Ireland,employing over 53,000 people. The estimated value of thesector to the economy is €6.5 billion, while state funding isapproximately €1.9 billion.

The union has taken a number of cases under the Paymentof Wages Act where voluntary agencies have moved toimpose pay cuts. IMPACT members participated in anumber of demonstrations over cuts in services and pay,including a 12,000-strong Dublin protest in September2009.

In September 2010 IMPACT, Siptu and the CommunitySector Employers’ Forum hosted a seminar on communitysector cuts, which was addressed by the union’s deputygeneral secretary Kevin. IMPACT members in the sectorcontinue to campaign against spending cuts to services aspart of the ‘communities against cuts’ coalition, whichincludes trade union and community activists. IMPACTmembers also took part in the ‘spectacle of defiance andhope’ in December 2010. The event, described as “an actof creative resistance to the redundant policies of aredundant regime” brought together a broad range ofcommunity and youth organisations, trade unions, culturalgroups, students and campaigning organisations fromDublin and beyond.

Other issues

Health Services NationalPartnership Forum (HSNPF)National level social partnership in the health servicesdisintegrated as a result of the imposition of pay cuts andthe so-called ‘pension levy.’ This raised questions about therole of workplace partnership and its ability to support theCroke Park agreement, which sets out clear industrialrelations procedures for dealing with disagreementsbetween management and unions. An exchange ofcorrespondence between health service unions andmanagement about HSNPF functions was underway asthis report went to print. In the meantime IMPACT was intalks about the future roles and reporting relationships ofHSNPF staff.

Transfer policies for IMPACT gradesThe IMPACT Health and Welfare Divisional Executiveestablished a sub-group to engage with management todevelop a workable transfer scheme for clerical,administrative and other grades. Some initial work hasbeen done and it is hoped to progress this issue during thecoming year.

HSE Garda clearanceproceduresA number of issues affecting all staff arose in relation toGarda clearance. A sub-committee of the National JointCouncil was established to consider them and this work iscontinuing.

Withdrawn HSE circularsA number of HSE circulars covering acting policy, sick pay,career breaks and other matters were withdrawnbecause they had not been agreed with the unions.

11Report 2009–2011

Appendices

Clerical/administrative

Figures current 1st January 2010 unless otherwiseindicated

Clerical Officer23,187 - 24,276 - 25,362 - 26,452 - 27,542 - 28,626 -29,683 - 30,739 - 31,800 - 32,856 - 33,921 - 35,919 -37,3411

Grade IV28,330 - 30,346 - 32,378 - 33,891 - 35,354 - 37,329 -38,764 - 40,209 - 41,5471 - 42,8912

Grade V40,209 - 41,522 - 42,834 - 44,146 - 45,458 - 46,9801

- 48,4962

Grade VI44,849 - 45,954 - 47,291 - 49,795 - 51,295 - 53,1571

- 55,0322

Grade VII47,015 - 48,186 - 49,558 - 50,933 - 52,314 - 53,545 -54,801 - 56,022 - 57,234 - 59,3221 - 61,4172

Catering

Catering Officer, Grade III28,331 - 30,347 - 32,378 - 33,891 - 35,354 - 37,329 -38,764 - 40,209 - 41,5471 - 42,8912

Catering Officer, Grade II40,209 - 41,523 - 42,833 - 44,148 - 45,459 - 46,9791

- 48,4972

Catering Officer, Grade I44,849 - 45,954 - 47,289 - 49,797 - 51,293 - 53,1611

- 55,0322

Catering Manager47,015 - 48,186 - 49,558 - 50,933 - 52,314 - 53,545 -54,801 - 56,022 - 57,234 - 59,3221 - 61,4172

Head of Catering64,812 - 66,403 - 68,904 - 71,413 - 73,903 - 76,404 -78,889

Chefs

Cook Trainee18,455 - 20,811 - 23,147

Chef, Grade II (with a qualification)25,158 - 26,010 - 26,801 - 27,656 - 28,521 - 29,294 -30,135 - 30,913 - 31,765 - 32,816

Chef, Grade II (without a qualification)25,158 - 26,010 - 26,801 - 27,656

Chef, Grade I25,468 - 26,306 - 27,205 - 28,040 - 28,934 - 29,751 -30,640 - 31,461 - 32,358 - 33,179 - 34,000 - 34,902 -36,028

Chef, Senior27,122 - 28,209 - 29,229 - 30,079 - 31,180 - 32,063 -33,026 - 33,911 - 34,876 - 35,764 - 36,651 - 37,623 -38,840

Chef, Executive28,875 - 29,799 - 30,797 - 31,717 - 32,719 - 33,644 -34,655 - 35,586 - 36,599 -37,531 - 38,465 - 39,484 -40,764

Community Welfare

Community Welfare Officer29,218 - 31,381 - 33,361 - 35,299 - 37,199 - 39,020 -40,839 - 42,675 - 44,451 - 46,246 - 48,084 - 49,849 -51,652 - 53,5321 - 55,4182 - 57,2463

Superintendent Community Welfare Officer61,966 - 64,257 - 66,518 - 68,748 - 70,978 - 72,264 -74,5161 - 76,7672

Draughtsman/Technicians

Draughtsman/Technician II27,489 - 28,521 - 29,536 - 30,546 - 31,544 - 32,568 -33,567 - 34,592 - 35,604 - 36,568 - 37,632 - 38,8861

- 40,1342

Draughtsman/Technician I37,632 - 38,277 - 39,117 - 39,961 - 40,788 - 41,628 -42,395 - 43,8071 - 45,2252

Supplies Officers

Supplies Officer Grade D28,499 - 29,426 - 30,351 - 31,280 - 32,207 - 33,134 -34,066 - 34,993 - 35,919 - 37,3411

Supplies Officer Grade C32,378 - 33,891 - 35,354 - 37,329 - 38,764 - 40,209 -41,5471 - 42,8912

Supplies Officer Grade B40,209 - 41,523 - 42,833 - 44,148 - 45,459 - 46,9791

- 48,4972


Appendix one - salary scales

1 = After three years service at the maximum.2 = After six years service at the maximum. 3 = After nine years service at the maximum.

These scales do not include the imposed ‘public service’ levy introduced in 2009, but do reflectreduced pay rates introduced in 2010.

Pay scales for new entrants to certain grades were reduced by a further 10% from 1stJanuary 2011. See www.impact.ie for more information.

Supplies Officer Grade A

44,849 - 45,954 - 47,289 - 49,797 - 51,293 - 53,1611

- 55,0322

Technical Services Officers

Assistant Technical Services Officer40,370 - 42,095 - 43,811 - 45,531 - 47,254 - 48,971 -50,687 - 52,408 - 54,137 - 55,9041 - 57,6692

Senior Assistant Technical Services Officer46,732 - 48,467 - 50,206 - 51,944 - 53,683 - 55,422 -57,161 - 58,892 - 60,637 - 62,372 - 64,3731 -66,3482

Chief Assistant Technical Services Officer62,275 - 64,217 - 66,143 - 68,036 - 69,934 - 71,824 -73,705 - 76,1161 - 78,5012

Technical Services Officer79,234 - 81,114 - 82,991 - 84,871 - 86,748 - 88,633 -91,4701 - 94,3092

General Grades

Dental Nurse (formerly dental surgery assistant with qulification)24,076 - 25,121 - 25,993 - 26,861 - 28,097 - 29,251 -30,168 - 31,293 - 32,717 - 33,250 - 34,261 - 35,527 -37,444 - 39,712 - 42,4871

Dental Surgery Assistant (without qualification)24,076 - 25,121 - 25,993 - 26,861 - 28,097

Dental Nurse Senior39,929 - 41,439 - 42,795 - 44,014 - 45,496 - 46,757 -48,140

Fire Prevention Officer46,733 - 48,467 - 50,206 - 51,944 - 53,683 - 55,422 -57,161 - 58,892 - 60,637 - 62,372 - 64,3731 -66,3482

Home Help Organiser40,209 - 41,523 - 42,833 - 44,148 - 45,459 - 46,9791

- 48,4972

Home Helps (pay path)27,504 - 27,994 - 28,494 - 28,987 - 29,492 - 30,044 -30,525

Home Helps (non-pay path)27,884 - 28,041 - 28,199 - 28,287 - 28,376 - 28,466 -28,552 - 28,642 - 28,730 - 28,827 - 28,918 - 29,016 -29,109

Nursery Nurse29,724 - 30,604 - 31,337 - 32,094 - 32,858 - 33,613 -34,374 - 35,153 - 35,928 - 36,714 - 37,4321

Nursing Grades

Student Nurse III24,014

Post Registered Student Nurse25,975 - 27,523

Staff Nurse (including registered midwife, registered sick children'snurse, registered mental handicap nurse)30,234 - 31,710 - 33,189 - 34,666 - 36,137 - 37,408 -38,683 - 39,952 - 41,222 - 42,469 - 43,8001

Senior Staff Nurse45,954

Dual Qualified Nurse34,100 - 36,312 - 37,492 - 38,399 - 39,400 - 40,731 -42,028 - 43,938 - 45,2711

Senior Staff Nurse (dual qualified)47,497

Clinical Nurse Manager 143,288 - 44,100 - 45,245 - 46,408 - 47,554 - 48,708 -49,993 - 51,191

Clinical Nurse Manager 2/Clinical Nurse Specialist47,089 - 47,886 - 48,559 - 49,659 - 50,874 - 52,067 -53,260 - 54,604 - 55,852

Clinical Nurse Manager 354,336 - 55,430 - 58,199 - 59,288 - 60,382 - 61,491

Clinical Instructor49,176 - 49,988 - 50,589 - 51,705 - 52,829 - 54,042 -55,262 - 56,480 - 57,697

Nurse Tutor55,599 - 56,368 - 57,133 - 57,903 - 58,671 - 59,441 -60,206 - 60,977 - 61,746 - 62,514

Principal Nurse Tutor58,359 - 59,479 - 60,501 - 63,696 - 64,814 - 65,855 -67,134 - 68,849

Student Public Health Nurse31,504

Public Health Nurse45,857 - 46,634 - 47,297 - 48,342 - 49,544 - 50,708 -51,881 - 53,199 - 54,426

Assistant Director of Public Health Nursing54,339 - 57,380 - 58,629 - 59,780 - 60,943 - 62,535

Director of Public Health Nursing71,978 - 74,084 - 76,197 - 78,309 - 80,419 - 82,532

Assistant Director of Nursing (band 1 hospitals)54,870 - 55,952 - 56,996 - 60,201 - 61,210 - 62,382 -63,477 - 64,566 - 68,853

Assistant Director of Nursing (all other hospitals)52,059 - 53,189 - 54,339 - 57,379 - 58,629 - 59,780 -60,943 - 62,534

15Report 2009–2011




Director of Nursing Band 173,106 - 75,069 - 77,035 - 78,995 - 80,956 - 82,925 -84,885


Director of Nursing Band 2A73,232 - 74,539 - 75,849 - 77,154 - 78,465 - 79,769 -81,078




Health and Social Care Professionals

Analytical Chemist, Executive Without Branch E Cert46,730 - 48,467 - 50,205 - 51,944 - 53,681 - 55,421 -57,157 - 58,892 - 60,635 - 62,372 - 64,3731 -66,3482

Analytical Chemist, Executive (Advanced practitioner)52,662 - 55,020 - 57,350 - 59,706 - 62,077 - 64,437 -66,750 - 69,7001 - 71,8042

Audiologist33,005 - 34,174 - 35,136 - 36,103 - 37,111 - 38,106 -39,064 - 39,8301

Audiologist, Senior41,808 - 43,484 - 44,563 - 45,792 - 47,043 - 48,321

Audiologist, Chief48,321 - 50,950 - 53,644 - 56,402 - 59,225 - 62,113

Biochemist37,518 - 38,611 - 39,650 - 42,109 - 43,700 - 45,306 -46,938 - 48,568 - 50,203 - 51,851 - 53,510 - 55,188 -56,818 - 57,9391

Biochemist, Senior52,871 - 55,310 - 57,474 - 59,688 - 61,968 - 64,210 -66,489 - 68,712 - 70,951

Biochemist, Principal64,253 - 68,296 - 72,007 - 75,711 - 79,429 - 83,134 -87,242 - 89,979 - 92,735

Biochemist, Top Grade89,899 - 94,124 - 97,566 - 101,064 - 104,615

Cardiac Catherisation Technician37,466 - 38,273 - 39,168 - 41,511 - 42,931 - 44,355 -47,8661 - 51,3202

Cardiac Catherisation Technician, Senior42,611 - 43,914 - 45,291 - 46,700 - 48,151 - 49,498 -52,8301 - 56,1672

Cardiac Catherisation Technician, Chief I46,521 - 47,507 - 48,817 - 50,088 - 51,360 - 52,619 -55,8741 - 59,1942

Cardiac Catherisation Technician, Chief II47,888 - 50,265 - 52,583 - 54,913 - 57,280 - 60,332 -63,7871 - 67,0532

Care Assistants (intelectual disibility agencies)26,590 - 27,031 - 27,746 - 29,434 - 31,409 - 31,942 -33,269 - 34,261 - 35,070 - 35,977 - 36,6801

Chiropodist37,743 - 38,982 - 40,031 - 41,118 - 42,191 - 43,293 -44,389 - 45,484 - 46,638 - 47,851 - 49,062 - 50,0331

Chiropodist Senior50,134 - 51,224 - 52,348 - 53,463 - 54,578 - 55,750 -56,987 - 58,220 - 59,208

Clinical Specialist Chiropodist55,564 - 56,654 - 57,776 - 58,893 - 60,006 - 61,180 -62,415 - 63,648 - 64,638

Clinical Engineering Technician31,749 - 32,423 - 33,780 - 36,463 - 38,456

Clinical Engineering Technician Senior39,828 - 41,834 - 44,029 - 46,350 - 48,831 - 51,314 -53,845 - 55,8031 - 57,6332

Clinical Engineering Technician Principal55,891 - 57,760 - 60,335 - 62,084 - 63,581 - 65,300

Clinical Engineering Technician Chief58,408 - 60,723 - 63,117 - 64,959 - 66,863 - 68,739 -70,808 - 72,554

Counsellor Therapist - National Counselling Service46,529 - 49,141 - 51,756 - 54,368 - 56,982 - 59,594 -62,206 - 64,820 - 67,379 - 69,922 - 72,465 - 75,002

Director of Counselling - National Counselling Service87,593 - 89,497 - 91,403 - 93,308 - 95,212 - 97,117 -99,021 - 101,918 - 105,199

Dental Hygienist37,860 - 39,188 - 40,406 - 41,670 - 42,945 - 44,232 -45,677 - 46,440 - 47,756 - 48,895 - 50,054 - 51,0391

Dietitian37,743 - 38,982 - 40,031 - 41,118 - 42,191 - 43,293 -44,389 - 45,484 - 46,638 - 47,851 - 49,062 - 50,0331

Dietitian, Senior50,134 - 51,224 - 52,348 - 53,463 - 54,578 - 55,750 -56,987 - 58,220 - 59,208

Dietitian Clinical Specialist55,564 - 56,654 - 57,776 - 58,893 - 60,006 - 61,180 -62,415 - 63,648 - 64,638





Dietitian, Manager60,641 - 62,858 - 65,072 - 67,242 - 69,400 - 71,559 -73,713

Dietician Manager-in-Charge III71,169 - 72,293 - 73,414 - 74,597 - 75,840 - 77,082 -78,077

Dosimetrist36,128 - 37,826 - 39,409 - 41,186 - 42,586 - 43,954 -46,483 - 47,938 - 49,458 - 50,973 - 52,901 - 53,582 -54,6401

Dosimetrist, Senior51,868 - 54,536 - 56,930 - 59,352 - 61,792 - 63,602 -65,434 - 67,231

ECG Technician, Student22,670 - 23,481 - 24,072

ECG Technician (with a formal qualification)27,992 - 28,564 - 29,183 - 30,869 - 31,863 - 32,850 -33,933 - 34,933 - 35,965 - 38,2991 - 40,6532

ECG Technician (without a formal qualification)27,992 - 28,564 - 29,183 - 30,869 - 31,863 - 32,850 -33,933

ECG Technician, Senior35,623 - 36,538 - 37,518 - 38,522 - 39,568 - 41,8541

- 44,0802

ECG Technician, Chief I38,100 - 38,933 - 40,015 - 41,075 - 42,319 - 44,4961

- 46,6552

ECG Technician, Chief II40,657 - 41,940 - 43,162 - 44,396 - 46,125 - 48,3391

- 50,6512

Environmental Health Officer40,370 - 42,095 - 43,811 - 45,529 - 47,254 - 48,973 -50,688 - 52,408 - 54,135 - 55,9031 - 57,6642

Environmental Health Officer, Senior46,733 - 48,467 - 50,206 - 51,943 - 53,681 - 55,422 -57,159 - 58,892 - 60,638 - 62,375 - 64,3741 -66,3502

Environmental Health Officer, Principal62,275 - 64,217 - 66,145 - 68,038 - 69,932 - 71,822 -73,725 - 76,1161 - 78,5042

Medical Scientist34,498 - 35,501 - 36,455 - 38,712 - 40,172 - 41,646 -43,144 - 44,640 - 46,141 - 47,654 - 49,176 - 50,717 -52,213 - 53,2411

Medical Scientist, Senior (without FAMLS)47,979 - 50,189 - 52,150 - 54,156 - 56,222

Medical Scientist, Senior (with FAMLS)47,979 - 50,189 - 52,150 - 54,156 - 56,222 - 58,253 -60,344 - 62,414 - 64,500

Specialist Medical Scientist53,410 - 55,619 - 57,580 - 59,586 - 61,653 - 63,683 -65,767 - 67,781 - 69,810

Medical scientist, Chief58,683 - 61,347 - 63,690 - 66,029 - 68,365 - 70,655 -73,005 - 75,283 - 77,575

Neuropsychological Measurement Technician37,466 - 38,273 - 39,168 - 41,511 - 42,931 - 44,355 -47,8661 - 51,3202

Neuropsychological Measurement Technician, Senior42,611 - 43,914 - 45,291 - 46,700 - 48,151 - 49,498 -52,8301 - 56,1672

Neuropsychological Measurement Technician, Chief I46,521 - 47,507 - 48,817 - 50,088 - 51,360 - 52,619 -55,8741 - 59,1942

Neuropsychological Measurement Technician, Chief II47,888 - 50,265 - 52,583 - 54,913 - 57,280 - 60,332 -63,7871 - 67,0532

Occupational Therapist37,743 - 38,982 - 40,031 - 41,118 - 42,191 - 43,293 -44,389 - 45,484 - 46,638 - 47,851 - 49,062 - 50,0331

Occupational Therapist, Senior50,134 - 51,224 - 52,348 - 53,463 - 54,578 - 55,750 -56,987 - 58,220 - 59,208

Occupational Therapist, Clinical Specialist55,564 - 56,654 - 57,776 - 58,893 - 60,006 - 61,180 -62,415 - 63,648 - 64,638

Occupational Therapist, Manager60,641 - 62,858 - 65,072 - 67,242 - 69,400 - 71,559 -73,713

Occupational Therapist, Manager-in-charge III71,169 - 72,293 - 73,414 - 74,597 - 75,840 - 77,082 -78,077

Orthoptist37,743 - 38,982 - 40,031 - 41,118 - 42,191 - 43,293 -44,389 - 45,484 - 46,638 - 47,851 - 49,062 - 50,0331

Orthoptist, Senior50,134 - 51,224 - 52,348 - 53,463 - 54,578 - 55,750 -56,987 - 58,220 - 59,208

Pathology Technician, Basic30,383 - 31,216 - 32,060 - 32,893 - 33,725 - 34,558 -35,392 - 36,230 - 37,064 - 37,897 - 38,652

Pathology Technician, Senior32,911 - 34,104 - 35,301 - 36,496 - 37,691 - 38,887 -40,085 - 41,280 - 42,475 - 43,672 - 44,877

Pharmaceutical Technician Student24,550 - 25,494 - 26,439

Pharmaceutical Technician34,768 - 35,688 - 36,607 - 37,526 - 38,446 - 39,365 -40,284 - 41,204

Pharmaceutical Technician, Senior42,862 - 43,797 - 44,733 - 45,669 - 46,605 - 47,542

Pharmacy Student24,031

17Report 2009–2011




Pharmacist35,368 - 38,265 - 41,016 - 43,799 - 46,595 - 49,425 -52,271 - 55,171 - 58,122 - 61,130 - 62,3381

Pharmacist, Senior59,427 - 62,204 - 63,093 - 63,979 - 65,086 - 66,325 -67,641 - 69,936

Pharmacist, Chief II66,883 - 71,237 - 73,781 - 76,926 - 80,286 - 83,763

Pharmacist, Chief I75,739 - 79,212 - 80,573 - 82,456 - 84,544 - 86,674

Phlebotomist Trainee18,648

Phlebotomist30,392 - 32,062 - 33,511 - 34,980 - 36,457 - 37,971 -38,716

Phlebotomist, Senior33,701 - 35,605 - 37,239 - 38,933 - 40,620 - 42,363

Photographer Clinical (basic grade)29,431 - 31,443 - 32,971 - 34,435 - 35,898 - 37,330 -38,764 - 40,173 - 41,620 - 42,988 - 44,110 - 45,5871

- 47,0572

Photographer Clinical (senior grade)44,110 - 45,426 - 46,741 - 48,016 - 49,330 - 50,638 -51,943 - 53,288 - 55,2331 - 57,1772

Physiotherapist37,743 - 38,982 - 40,031 - 41,118 - 42,191 - 43,293 -44,389 - 45,484 - 46,638 - 47,851 - 49,062 - 50,0331

Physiotherapist, Senior50,134 - 51,224 - 52,348 - 53,463 - 54,578 - 55,750 -56,987 - 58,220 - 59,208

Physiotherapist, Clinical Specialist55,564 - 56,654 - 57,776 - 58,893 - 60,006 - 61,180 -62,415 - 63,648 - 64,638

Physiotherapist, Manager60,641 - 62,858 - 65,072 - 67,242 - 69,400 - 71,559 -73,713

Physiotherapist Manager-In-Charge III71,169 - 72,293 - 73,414 - 74,597 - 75,840 - 77,082 -78,077

Physicist39,435 - 41,435 - 43,420 - 45,764 - 47,308 - 48,789 -52,560 - 54,165 - 55,860 - 57,553 - 59,242 - 60,951 -61,893

Physicist, Senior60,795 - 63,550 - 66,283 - 68,963 - 71,647 - 74,327 -77,008 - 79,691 - 82,1621 - 84,8622

Physicist, Principal76,277 - 81,569 - 86,954 - 92,390 - 97,420 -100,4601 - 103,4962

Physicist, Chief97,969 - 100,757 - 103,547 - 105,821 - 109,1291 -112,4322

Play Therapist, Basic37,743 - 38,982 - 40,031 - 41,120 - 42,191 - 43,293 -44,389 - 45,484 - 46,638 - 47,851 - 49,062 - 50,0331

Play Therapist, Senior50,134 - 51,224 - 52,348 - 53,463 - 54,576 - 55,752 -56,987 - 58,220 - 59,208

Play Specialist, Basic37,710 - 38,814 - 40,009 - 41,112 - 42,123 - 43,318 -44,018 - 45,525 - 46,629 - 47,824 - 49,019 - 49,9841

Play Specialist, Senior48,664 - 49,881 - 51,190 - 52,688 - 53,998 - 55,224 -56,328 - 57,078

Psychologist, Trainee Clinical (pre 2006)40,866 - 42,757 - 44,630

Psychologist, Trainee Clinical (post 2006)35,761 - 37,652 - 39,525

Psychologist, Clinical53,983 - 56,324 - 58,652 - 60,959 - 63,864 - 68,209 -72,096 - 76,034 - 79,241 - 81,7151 - 84,1942

Psychologist, Senior Clinical78,344 - 80,146 - 81,964 - 83,771 - 85,565 - 86,253 -88,9491 - 91,6492

Psychologist, Principal Clinical91,015 - 93,135 - 95,260 - 97,369 - 98,960 -102,0361 - 105,1122

Director of Psychology98,959 - 101,332 - 103,708 - 106,081 - 107,875 -111,2361 - 114,5972

Radiographer36,186 - 37,256 - 38,344 - 39,446 - 40,518 - 41,586 -42,695 - 43,777 - 44,825 - 45,901 - 47,011 - 48,0541

Radiographer, Senior44,068 - 45,782 - 47,567 - 49,379 - 51,215

Clinical Specialist Radiographer49,591 - 52,162 - 54,345 - 56,530 - 58,758

Radiographer Service Manager I (formerly radiographer, superintendent I and II)51,484 - 54,324 - 56,733 - 59,165 - 61,644

Radiography Service Manager II (formerly radiographer superintendent III)56,177 - 58,842 - 62,495 - 66,187 - 69,852

Regional Public Analyst, Deputy Without Branch E Cert64,556 - 66,176 - 67,741 - 69,352 - 70,916 - 72,513 -74,8241 - 77,2102





Regional Public Analyst, Deputy With Branch E Cert69,745 - 71,125 - 72,501 - 73,902 - 75,275 - 76,663 -79,1051 - 81,6332

Regional Public Analyst80,890 - 82,638 - 84,369 - 86,114 - 87,859 - 90,6781

- 93,5872

Respiratory Technician37,466 - 38,273 - 39,168 - 41,511 - 42,931 - 44,355 -47,8661 - 51,3202

Respiratory Technician, Senior42,611 - 43,914 - 45,291 - 46,700 - 48,151 - 49,498 -52,8301 - 56,1672

Respiratory Technician, Chief I46,521 - 47,507 - 48,817 - 50,088 - 51,360 - 52,619 -55,8741 - 59,1942

Respiratory Technician, Chief II47,888 - 50,265 - 52,583 - 54,913 - 57,280 - 60,332 -63,7871 - 67,0532

Trainee Social Care Worker27,026 - 28,460 - 29,689

Social Care worker (with a qualification)33,325 - 34,550 - 35,788 - 37,031 - 38,294 - 39,577 -40,851 - 42,148 - 43,451 - 44,3061

Social Care Worker (without a qualification)33,325 - 34,550 - 35,788 - 37,031 - 38,294 - 39,577 -40,851 - 42,148 - 43,451

Social Care Leader44,063 - 45,047 - 46,031 - 48,631 - 49,636 - 50,637 -51,650

Social Care Manager Children's Residential Centres53,463 - 54,634 - 57,728 - 58,923 - 60,115 - 61,321

Social Worker35,945 - 37,841 - 39,802 - 41,767 - 43,723 - 45,707 -47,666 - 49,171 - 50,680 - 51,6801

Professionally Qualified Social Worker, Medical SocialWorker and Psychiatric social Worker43,132 - 45,242 - 47,351 - 49,462 - 51,570 - 53,677 -55,789 - 56,8891

Social Work Practitioner, Senior48,157 - 50,318 - 52,509 - 54,693 - 56,869 - 59,039 -61,206 - 62,3071

Social Worker Senior Medical/Single Handed55,789 - 57,408 - 59,028 - 60,648 - 62,266 - 63,886 -65,506

Social Worker, Team Leader55,789 - 57,408 - 59,028 - 60,648 - 62,266 - 63,886 -65,506

Social Worker, Principal63,886 - 66,754 - 69,576 - 72,399 - 75,221 - 78,047

Speech and Language Therapist37,743 - 38,982 - 40,031 - 41,118 - 42,191 - 43,293 -44,389 - 45,484 - 46,638 - 47,851 - 49,062 - 50,0331

Speech and Language Therapist, Senior50,134 - 51,224 - 52,348 - 53,462 - 54,577 - 55,750 -56,986 - 58,219 - 59,208

Speech and Language Therapist, Clinical Specialist55,564 - 56,654 - 57,776 - 58,893 - 60,006 - 61,180 -62,415 - 63,648 - 64,638

Speech and Language Therapist, Manager60,640 - 62,859 - 65,072 - 67,243 - 69,400 - 71,559 -73,714

Speech and Language Therapist Manager III71,169 - 72,293 - 73,414 - 74,597 - 75,840 - 77,082 -78,077

Chief Executive Officer - HSE Midland Area, Mid-WesternArea, North Eastern Area, North Western Area,Programme Managers from EHRA, Chief ExecutiveBeaumont, St. James, St. Vincent's, Mater, Adelaide andMeath (inc NCH) hospital, General Manager UniversityCollege Hospital Cork, University College Hospital Galway,Programme Managers (formerly EHB)145,959

Grade VIII, Financial Accountant, ManagementAccountant, Internal Auditor Health Boards64,812 - 66,403 - 68,904 - 71,413 - 73,903 - 76,404 -78,889

Functional Officer (formerly EHB)69,181 - 70,867 - 73,534 - 76,221 - 78,886 - 81,558 -84,219

Deputy CEO - Beaumont, St. James's, Mater and TallaghtHospital86,600 - 90,339 - 94,076 - 97,814 - 101,551 -105,290

Deputy General Manager - Cork University Hospital andGalway Regional84,026 - 87,650 - 91,272 - 94,897 - 98,519 - 102,143

Technical Services Manager - St Vincent's Hospital53,489 - 55,021 - 56,582 - 58,110 - 59,676 - 61,216

Technical Services Officer Mater, Tallaght Project,Technical Services Manager - Beaumont and St. James's51,660 - 53,876 - 55,123 - 56,340 - 57,544

Engineering Officers (formerly EHB), Mater, St. James's,Tallaght, Beaumont and Crumlin51,293 - 53,513 - 54,782 - 56,012 - 57,234 - 59,3221- 61,4152

Chief Ambulance Officers (formerly EHB)61,940 - 63,925 - 65,916 - 67,870 - 69,810 - 71,850

19Report 2009–2011




Chief Ambulance Officers - (HSE non-Eastern RegionalArea health areas)64,812 - 66,403 - 68,904 - 71,413 - 73,903 - 76,404 -78,889

Child Care Manager (where parity exists) (formerly non-EHB)69,181 - 70,867 - 73,534 - 76,221 - 78,886 - 81,558 -84,219

Chief Execuitve/Secretary Managers (voluntary hospitals)Group 186,600 - 90,339 - 94,076 - 97,814 - 101,551 -105,290

Chief Executive/Secretary Managers (voluntary hospitals)Group 264,812 - 66,404 - 68,904 - 71,413 - 73,903 - 76,404 -78,890





21Report 2009–2011

Appendix two - travel and subsistence rates

Motor Mileage Rates

Scale ARates per kilometre effective from 12th March 2009

Official motor travel Engine capacity Engine capacity Engine capacity in a calendar year up to 1200cc 1201 to 1500cc 1501cc and over

cent cent cent

up to 6,437km 40.11 47.82 60.886,438km and over 21.70 24.33 29.43

Rates per mile effective from 12th March 2009Official motor travel Engine capacity Engine capacity Engine capacity in a calendar year up to 1200cc 1201 to 1500cc 1501cc and over

cent cent cent

up to 4,000 miles 64.54 76.94 97.954,001miles and over 34.91 39.14 47.36

Motor Cycle AllowanceRates per mile effective from 12th March 2009

Official motor Engine Engine Engine Enginetravel in calendar capacity up to capacity 151cc capacity to 251cc capacity 601ccyear 150cc to 250cc to 600cc and over

cent cent cent cent

up to 4,000 miles 23.29 32.34 38.16 46.014,001 miles and over 15.07 21.42 24.61 28.31

Rates per kilometre effective from 12th March 2009

Official motor Engine Engine Engine Enginetravel in calendar capacity up to capacity 151cc capacity to 251cc capacity 601ccyear 150cc to 250cc to 600cc and over

cent cent cent cent

up to 6,437 km 14.48 20.10 23.72 28.596,438km and over 9.37 13.31 15.29 17.60

Domestic subsistence rates Effective 12th March 2009

Class of Allowances Night Allowances Day Allowances

Normal Reduced Detention 10 hours or 5 hours but lessRate Rate Rate more than10 hrs

A1 108.99 100.48 54.48 33.61 13.71B2 107.69 92.11 53.87 33.61 13.71

1 Salary of €55,780 and above2 Salary of €55,779.99 and below

Ambulance Officers John O’Brien, 21 River Valley Avenue,Swords, Co Dublin.

Audiologists Ann Marie Gallagher, Audiology Dept,Beaumont Hospital, Beaumont, Dublin 9.

Biochemists Ger Collier, Biochemistry Department, StVincent’s University Hospital, Elm Park, Dublin 4.

Catering Officers Yvonne Dowler, General Hospital,Mullingar, Co Westmeath.

Child Care Managers John Martin, Child Care Manager,Health Service Executive South, Wexford Local HealthOffice, Georges Street, Wexford.

Chiropodists Carmel Devine, c/o County Clinic, BindonStreet, Ennis, Co. Clare.

Clinical Engineering Professionals Bernard Murphy,Biomedical Engineer, Cork University Hospital, Cork.

Clinical Measurement Scientists (Cardiac Cateterisation)Ann Simpson, Adelaide and Meath Hospital, Tallaght,Dublin 24.

Clinical Measurement Scientists (GI) Patricia Lawlor, St.James’s Hospital, PO Box 580, James’s Street, Dublin 8.

Clinical Measurement Scientists (Respiratory) MichelleAgnew, St. James Hospital, PO Box 580, James Street,Dublin 8.

Clinical Measurement Scientists (Vascular) Clare Dooley,Vacular Medicine Department, Tallaght Hospital, Tallaght,Dublin 24.

Community Welfare Officers Des Stone, HSE - EasternRegion, The Maltings Business Park, Marrowbone Lane,Dublin 8.

Dental Surgery Assistants Una Breathnach, HSE-Western Region, Shantalla Health Centre, Shantalla,Galway.

Dental Surgeons Joe Mullen, HSE - North WesternRegion, Community Care, Carrick-on-Shannon, Co Leitrim.

Dieticians Ita Saul, Our Lady’s Hospital for Sick Children,Crumlin, Dublin 12.

Dosimetrists Louise O’Neill, St Lukes Hospital, HighfieldRoad, Rathgar, Dublin 6.

Draughtsman/Technician Rosaleen McDonagh,Technical Services Department, Gate Lodge, Merlin ParkHospital, Galway.

Environmental Health Officers Shane O’Flynn, North LeeCommunity Care, HSE South, Floor 3, 26 South Mall,Cork.

Executive Analytical Chemists Liam Dolan, Dublin PublicAnalyst Laboratory, Sir Patrick Duns, Lower Grand CanalStreet, Dublin 2.

Family Support Workers Bernie Brady, HSE - DublinNorth East, Community Child and Family Services,Drumalee Cross, Cavan.

Fire Prevention Officers Nicholas Keogh, Central Office,HSE - Midland Region, Ardeen Road, Tullamore, Co. Offaly.

FOI/DP Liaison Officers Liam Quirke, HSE - WesternArea, Merlin Park Regional Hospital, Galway.

General Managers Mary Murphy, National ContractOffice, Block 8, St Stephens Hospital, Sarsfieldcourt,Glanmire, Co Cork.

Grade IV-VII Patricia Mellsop, Midlands Regional Hospital,Tullamore, Co Offaly.

Grade VIII Eamon Hannon, Chairman, Laughil, Ardagh, CoLongford.

Healthcare Risk Managers Debbie Dune, HSE Community& Primary Care Services, Unit 7, Swords BusinessCampus, Balheary Road, Swords, Co Dublin.

Health Service Librarians Ann Murphy, Adelaide andMeath Hospital, Tallaght, Dublin 24.

Health Promotion Andy Walker, Heart Health Team,Carnegie Centre, Bishop Street, Newcastle West,Limerick.

Home Help Organisers Brona DePhaor, Leinster Walk,Kildare Town, Co Kildare.

HSE Capital Projects & Technical Service ProjectManagers Arthur Ward, HSE - Western Area, GateLodge, Merlin Park Regional Hospital, Galway.

Information and Advice Officers Charney Weitzman, ChildCare Unit, Tullamore General Hospital, Tullamore, Co.Offaly.

Internal Auditors John Banks, HSE - North WesternRegion, 10 The Mall, Co Sligo.

Instructors Sheila Duddy, St Joseph’s Training Centre,Snipe Avenue, Newcastle, Galway.

Irish Development Officers Bairbre Uí Theighneáin,Oifigeach Forbartha Gaeilge, Inniúlacht Corporáideach,Lár-Oifig, Bord Sláinte Lár Tíre, An Tulach Mhór, Co UíbhFhaillí.

Maintenance Supervisors and Officers (Health Boards)Stephen McLaughin, St. Mary’s Hospital, Castlebar, Co.Mayo.

NCS Helen O’Malley, Penrose Warf, Penrose Quay, Cork.

Occupational Guidance Officers Donal Hoban, HSEWestern Region, St Mary’s Hospital, Castlebar, Co Mayo.

Occupational Therapists Emma Benton, MeathCommunity Care, Child & Family Centre, Navan, CoMeath.


Appendix three – vocational groups

Orthoptists Sheila Callanan, Boherquill, Lismacaffrey, CoWestmeath.

Personnel Officers Mary Kelly, HSE - Northern AreaRegion, Swords Business Campus, Swords, Co. Dublin.

Pharmacists Eileen Butler (HPAI), Our Lady’s Hospital forSick Children, Crumlin, Dublin 15.

Pharmacy Technicians Nóilín O’Hora, SeniorPharmaceutical Technician, Pharmacy Department, St Luke's Hospital, Highfield Road, Rathgar, Dublin 6.

Physicists Niamh Byrne, Adelaide & Meath Hospital,Tallaght, Dublin 24.

Physiotherapists Clodagh Barry, Central Remedial Clinic,Vernon Avenue, Clontarf, Dublin 13.

Play Therapists Audrey Gregan, St Paul’s Hospital,Beaumont, Dublin 9.

Psychologists Veroinica Doherty, Tallaght Hospital, Dublin24.

Public Health Nurses Eileen McCarrick, Kilbarrack HealthCentre, Kilbarrack, Dublin 13.

Regional Directors of Care/Regional Co-Ordinators/Regional General Managers Maria Flemming,HSE Eastern Region, Mill Lane, Palmerstown, Dublin 20.

Regional Materials Managers John O’Donovan, MaterialsManagement, HSE - Southern Region, St Finbarr’sHospital, Douglas Road, Cork.

Secretary Managers Nicky Jermyn, CEO, St. Vincent’sHospital, Elm Park, Dublin 4.

Social Care Workers Kevin O’Connell, HSE, Loughmahon,Bessboro Road, Mahon, Co Cork.

Social Workers Neans Ni Rathaille, HSE, Social workDepartment, St James Hospital, Dublin 8.

Specialist Property Managers Martin Beirne, HSEProperty Management, Waterfront House, Bridge Street,Co Sligo.

Speech and Language Therapists Frances Shinkins, SLTDepartment, Mater Misercordiae Hospital, Eccles Street,Dublin 7.

Supplies Officers Frank Nicholson, Central Supplies,Shragh Road, Tullamore, Co Offaly.

Technical Services Bernard Pierce, Chief AssistantTechnical Services Officer, HSE - Western Region, GateLodge, Merlin Park Regional Hospital, Galway.

23Report 2009–2011

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DUBLINNerney’s Court, Dublin 1.

Phone: 01-817-1500 Fax: 01-817-1501/2/3. Email: [email protected]

CORKFather Matthew Quay, Cork.

Phone: 021-425-5210 Fax: 021-494-4682. Email: [email protected]

GALWAYUnit 23, Sean Mulvoy Business Park, Sean Mulvoy Road, Galway.


SLIGO51 John Street, Sligo.


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Health & Welfare Divisional Report 09-11

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