Data available as at 25th
February, 2016 Page 1
National HR Report
February, 2016
People Strategy 2015 – 2018 Leaders in People Services (Priority Action 1.1)
Leadership Strategy (Priority Action 1.1)
The Director General, Tony O’Brien will officially launch the People Strategy on the 9th
March
2016. Materials to help support Line Managers in Service Delivery Units and also raise
awareness of the Strategy will be circulated following the launch.
A communication session was held with HR Leadership Team on Monday, 1st
February for HR
Managers on People Strategy 2015 - 2018 Leaders in People Services.
The People Strategy, associated Workplans and People Strategy presentation are available on
the following link:
http://hse.ie/eng/staff/Resources/hrstrategiesreports/peoplestrategy201518.html
HR Leadership Team – who are we?
• Rosarii Mannion, Overall Strategy Lead, HR Professional Services
• Francis Rogers, Acutes Partner, Lead Leadership and Culture
• Dr. Lynda Sisson, Clinical Lead Occupational Health & Wellbeing
• Frank O’ Leary, Finance Partner, Lead Workforce Planning
• Tess O Donovan, Community HR Partner
• Caroline O'Regan, Leadership Education & Training
• Libby Kinneen, National Lead Staff Engagement
• Prof. Eilis Mc Govern, NDTP (National Doctors Training Planning)
• Mary Gorry, HBS Partner ( Lead evidence and knowledge)
• John Delamere, AND ER & Partnering & Performance
• Catriona Mc Connellogue, Communications and Improvement
• Siobhan Patten, National Lead Diversity, Inclusion and Equality
• Hilary Dolan, HR Projects
• OD support re Strategy implementation
• Audrey Doyle, HR Quality Assurance Lead
• HR Future Leaders will join team on various projects
Health and Social Care Professions (Priority Actions 1.5, 1.11, 2.8, 3.6, 3.15)
Discipline specific and interprofessional CPD proposals have been received from 16 professions
for 2016 –these are currently under review with a view to notifying decisions by end of quarter
one.
PRIORITY 1 LEADERSHIP & CULTURE
Data available as at 25th
February, 2016 Page 2
The HSCP annual Consultative Workshop was held on 4th
February in Our Lady’s Hospice,
Harold’s Cross. 18 professions were represented with a total of 38 attendees. Participants were
updated in relation to developments in the past year in the areas of CPD, Supervision, Advanced
Practice, Research and Practice Education. The professions also provided updates on key
developments and issues. The main focus of the day was the HSCP Education and Development
Strategy 2016 – 2019 which is nearing completion and has already been informed by
consultation and survey data. At the workshop input on the draft Strategy was gathered
through a World Café methodology.
• The 4th
annual HSCPs research conference will take place in the Conference Centre, Dublin
Castle on Wednesday 16th
Nov. ’16. The title of this year’s conference is ‘Improving Health –
Research driving innovations in healthcare’.
• Following on from the successful HSCP Multidisciplinary Leadership and Management
Development Programme, three of the participants are being supported to undertake
coaching programmes to build capacity and a coaching panel of health and social care
professionals.
HR Future Leaders update (Priority Action 1.7.2)
Module 2 of the HR Future Leadership programme was held on 4th
and 5th
February for Group 1
and 8th
& 9th
February for Group 2. The focus was on Service User panel review of the
participant projects and perception of HR from a service user perspective.
A further HR Future Leaders Programme will commence in March.
Succession Management Development Programme (Priority Action 1.7.2)
The second CHO 9 Succession Management programme started on the 16th
February 2016. It is
planned to pull the 2 Management Development Centre (MDC) Groups from CHO 9 together in
March to commence their Action Learning Set (ALS) journey
Irish Institute of Training and Development Awards 2016
Congratulations to Leadership, Development and Education Team on being shortlisted for the
Best Leadership Development Initiative at the IITD awards 2016.
Data available as at 25th
February, 2016 Page 3
Development of Staff Engagement Strategy working across divisions and delivery units
(Priority Action 2.1)
We have continued to engage with senior stakeholders, collecting data on current staff
engagement approaches / initiatives. We have collated list of all staff engagement related
projects at corporate level for circulation across divisions to inform planning, share learning and
encourage more collaborative working.
Equality, Diversion and Inclusion Update (Priority Action 2.3, 2.4, 2.4.1 and 2.9)
As part of the People Strategy 2015-2018, staff engagement actions are central to the effective
roll-out of changes required across the organisation. Actions 2.3, 2.4, 2.4.1 and action 2.9
specifically promote diversity, equality and inclusion across the system valuing different
perspectives, depth of experience and the strengths and potential of individuals and teams.
Using International Women’s Day as a forum, and engaging with people across the organisation
in relation to exploring the issues affecting their engagement within the workforce, HR will be
hosting an event on Tuesday 8th
March to celebrate International Women’s Day.
Nominations have been requested from each division. Please contact Siobhan Patten, National
HR Lead, Diversity, Equality and Inclusion if you require any further information or support.
Siobhan can be contacted at [email protected]
HR Twitter (Priority Action 2.3)
For most up todate HR News and People Strategy developments, please feel free to follow us on
(@HSE_HR) – twitter.
HR Newsletter (Priority Action 2.3.1)
The next edition of the HR Newsletter will issue on 9th
March.
HR section on HSE Website (Priority Action 2.3.2)
Work is on-going on redesigning the Employee Information Section of the HSE Website, in
collaboration with our colleagues in Internal Communications.
HR User Group (Priority Action 2.5)
HR Service User Forum established with a representative group of HR service users throughout
the system. Terms of Reference agreed whilst we are expanding membership to include wider
representation.
PRIORITY 2 STAFF ENGAGEMENT
Data available as at 25th
February, 2016 Page 4
HSE Disability Census 2015 (Priority Action 2.9)
The annual HSE Disability Census is due to commence in early March. The HSE is legally
required to report, on an annual basis, to the Department of Health and the National Disability
Authority, on the number and percentage of HSE employees with disabilities.
The Disability Act 2005 places significant obligations on public service bodies to employ people
with disabilities. This Act requires the HSE to take all reasonable measures to promote and
support the employment of people with disabilities and requires that at least 3% of employees
must be people with disabilities. The 3% target for the employment of people with disabilities in
the public service is a positive action measure designed to ensure that public service employers
are proactive in providing employment and career opportunities for persons with a disability.
The survey (and FAQ document) will be distributed electronically in early March via the email
broadcast facility. Managers will be required to give a hard copy to employees who do not have
access to email or intranet facilities and to notify employees who are currently on leave.
The co-operation of all employees with the Census is very important as every completed Census
form will be counted as part of the HSE’s total return. Managers are being asked to lend their
support by bringing it to their employees’ attention and asking them to take a few minutes to
complete the form.
The Workplace and Staff Health and Wellbeing Unit (Formerly Staff Health and Wellbeing)
(Priority Action – 2.10 – 2.14.1)
The Unit has been set up headed by Dr Lynda Sisson. The following plans are currently in play or
are being laid down for 2016 and are in line with the People Strategy:
(a) Leadership and Culture
In response to recent studies about stress amongst doctors a Doctors Digital HUB is planned for
launch in June 2016. This is an online resource for doctors working in our organisation with
information on what supports are available to them and with links to key internal and external
supports. It is hoped to emphasis the Human Side of Medicine with general advice from
established medial figures around the country about their personal experiences, challenges etc.
It is also hoped to have a Humans of Medicine Facebook Page to feature doctors working in the
organisation and highlight successes and challenges.
A National HCW Wellbeing Strategy is planned for Q1 2017.
(b) Staff Engagement
The Unit has now met with a national group of OHP OHN and Clerical/admin staff in separate
workshops over a period of the last four weeks. These were advertised as scoping/ information
sessions and have brought all of our key staff to the table to advise and inform the Unit on key
issues at ground level.
Data available as at 25th
February, 2016 Page 5
From our perspective these have been very positive and enlightening and we are currently
feeding back to these groups with priorities for 2016.
A meeting was subsequently held with Libby Kinneen and a plan to carry out a National
Mapping Process has now been formed. It is envisaged that a combination of information
gathering, site visits and a national workshop in June 2016 will be necessary to complete these
essential piece of work.
A mapping process of all EAP services in the country has been completed and a request has
been made for a National Frontline Phone Service to be available 24/7 for distressed workers
around the clock.
Other meetings have been planned with Organisational Psychology for the national roll out of
the Management of Stress, training for managers, Coaching and Mentoring services.
A meeting is also planned with the CEO of Gaisce Ireland to discuss the development of a
Workplace based Gaisce Program to encourage physical activity and community involvement
amongst our workers. This will be piloted in Dublin NE this year as part of Masters’ Program by
one of the Occupational Physiotherapists based in CHB. This workplace programme is line with
the HSE responsibilities under Healthy Ireland. Get Ireland Active Strategy.
(c) Learning and Development
There is huge scope for liaison with Learning and Development. In the first instance we are
planning a leadership programme for newly appointed consultants and will be requesting
nominees for this program from Medical Directors. A second programme that will be developed
a matter of priority and as a result of our engagement of a training program for clerical admin
staff in OHD to deal with distressed employees and to learn about resilience and self-care. One
of the key priorities for 2016/2017 is the development of an Occupational Health Nurse
Education and Training Strategy.
(d) Workforce Planning
A Medical Manpower Review is planned for 2016 whilst discussions are on-going with the
Department of Health and OHP contracts.
(e) Evidence and Knowledge
Work continues on the day to day area of Occupational Health Clinical services and standards
are being reviewed and updated. On the agenda for this year is the standardisation of doctor’s
medicals and management of TB for HCW amongst others.
The flu vaccination programme is to be delivered by Peer Vaccinators for Season 16/17
Meetings are underway with Dr Carroll’s team and the NIO to identify and train staff to deliver
flu vaccine locally to increase uptake. Although our national figures are still low, there are
Data available as at 25th
February, 2016 Page 6
increases across the board. In some areas of excellence in Dublin NE, and under the Peer
Vaccination Programs, levels are as high as 80 % and rising.
(f) Performance
The Unit will report the KPIs set by Healthy Ireland for Staff Health and Wellbeing for 2016. The
new strategy will set KPIs nationally for 2017.
(g) Partnering
The unit continues to partner with almost all other units in HR partnership. A meeting to
introduce the Unit to Joint Information Consultation Forum was held last week and was warmly
welcomed.
Health & Safety Update (Priority Action 2.12 to 2.14)
Information and
Advisory Team
Staff Safety and Wellbeing
Website
• OSH Newsletter -Winter edition issued via
communications and is now available on
web.
• Involved in development of guidance
documents for the Physical Activities Group
Helpdesk • Collaborated with the Audit and Inspection
team to identify a process to capture all HSA
correspondence, tab created on safety and
wellbeing web page, safety alert issued re
same.
• A total of 60 helpdesk queries have been
processed for January 2016.
• Helpdesk LANDesk project continues – OGCIO
approval granted and contractor identified.
Stress Management
Seminars
• Stress information seminars continue- a
further two sessions scheduled in Galway and
Limerick.
Policy Team National Policy development • In line with the HSE HR Policy Consultation
Process, met with the NJC to discuss the
following PPPG’s:
o Draft HSE Corporate Safety
Statement
o Draft HSE Policy for Statutory
Occupational Health and Safety
Training
o Draft HSE Policy on the Prevention of
Sharps Injuries
o Draft HSE Safe Driving for Work
Policy
• The following policies were reviewed and
amended following consultation with National
Data available as at 25th
February, 2016 Page 7
Directors and are ready for NJC consultation.
o Draft HSE Guideline on the Safe
Handling and Use of Cytotoxic Drugs
o Draft Policy on the Management of
Health and Safety in Contract Work:
Co-operation and Coordination with
Contractors and Others.
In line with the National H&S Policy Team Work
plan 2016, commenced the review of the
following PPPG’s
• HSE National Manual Handling and People
Handling Policy
• HSE Guideline for Developing a Biological
Agents Risk Assessment for Healthcare Sector
Review of National Policies • Conducted audits of key national health and
safety policies within identified service areas.
National HSE PPPG Project
Group
• Participated as the HR nominee on National
HSE Project Group to develop a National HSE
PPPG Framework.
Dangerous Goods
Programme
• In line with Dangerous Goods Legislation,
commenced the collation of information for
inclusion in the Dangerous Goods Annual
Report 2015.
• In Collaboration with the Quality
Improvement Division, commenced the
development of guidance for the safe
transport of contaminated medical devices.
Audit and
Inspection Team
Auditing • Work continuing to identify key people in
acute locations in Dublin Midlands Hospital
and Ireland East groups to assist with
coordination of level 1 audit programme.
• Level 1 auditing of National HR office and
AND offices nationwide to begin shortly.
• Level 1 Audit Tool mapped against Excellence
Through People Criteria 1-6. While
concentration of health and safety related
questions are in criteria 6, a number of other
questions in criteria 1-5 are also health and
safety related.
Anaesthetic Gases • National Questionnaire on use and
monitoring of anaesthetic gases completed.
75% response rate so far from dental clinics.
Work continues on gathering remaining
responses.
HSA inspections • Work continues to develop system of
gathering information on HSA Inspections
throughout the HSE.
Data available as at 25th
February, 2016 Page 8
NIMS • Work ongoing on project to determine how
best to assist managers in recording
employee related incidents on NIMS form.
HSA Correspondence • Procedure agreed with Information and
Advisory Team for uploading of all HSA
related correspondence to national website.
New “ HSA “ tab in place.
Training Team Development of Training
Programmes
• Ongoing development of National Training
Brochure and Schedule 2016.
• Commenced sub-group to review training in
area of Violence and Aggression.
• Met OGP re: HSE specific framework of
Health and Safety trainers. Further
development of training needs matrix
required.
• Developing Training Needs Matrix and
Guidelines/Checklist on Training Venues.
Training Providers • Review of delivery of training arrangements
with HSE employees currently ongoing from a
national perspective.
Learning Management
System
• Work ongoing by sub-group on Managing
Health and Safety in Healthcare setting.
• Reviewed Curriculum Plan and Proposal
document and fed back to HSELanD to
progress.
• Trialled delivery of Risk Assessment course by
Lync.
Other National Health & Safety
Work Plan 2016
• In line with National H&S Function
requirements, all Teams have commenced
the development of the Health and Safety
Work Plan for 2016
Health Service Excellence Awards (Priority Action 2.13.1)
Projects are shortlisted to meet the Selection panel on 1st
March.
We would like to acknowledge all projects, the hard work and contribution to improving the
health service and in this regard we will be organising a series of Showcase Events to give each
project an opportunity to showcase their work in their area.
Showcase Events dates are as follows:
DATE Area:
25th
May 2016
Ireland East Hospitals Group, Dublin Midlands Hospital Group,
Children’s Hospital Group, CHO Areas 6 & 7 & relevant
voluntary providers
15th
June 2016
West / North West Hospitals Group, CHO Areas 1 & 2 and
relevant voluntary providers
24th
June 2016 South / South West Hospitals Group, UL Hospitals Group, CHO
Data available as at 25th
February, 2016 Page 9
Areas 3, 4 & 5 and relevant voluntary providers
8th
September 2016
RCSI Hospitals Group, CHO Areas 8 & 9 and relevant voluntary
providers
6th
October 2016 National Ambulance Service, PCRS, Corporate, Health Business
Services, Health & Wellbeing and relevant voluntary providers
The presentation ceremony for the Awards will take place on Wednesday, 27th
April, 2016.
Staff Survey (Priority Action 2.2)
We have commenced preparation for second staff survey – commenced discussions with
Procurement and Communications, currently collecting information on learning from previous
survey to inform improved design and delivery of 2016 survey.
Develop more effective two way communication as enabler of staff engagement (Priority
Action 2.3 and 2.3.2)
We have two Staff Engagement Workshops on HR Future Leaders programmes to encourage
more inclusive whole system approach to HR practice. Staff engagement personnel are working
with communications and other stakeholders e.g. QID in the development of more effective
organisational communication systems.
Increase visibility / connection between leaders and staff (Priority Action 2.4.1)
Work was completed corporate Risk Register – identified gap between Leadership and staff as
highest risk for staff engagement.
Data available as at 25th
February, 2016 Page 10
Alignment of former Performance and Development into a single consolidated function
(Priority Action 3.7)
A workshop took place in Tullamore on January 25th to commence the process of consolidation
of a single delivery service. The former Performance and Development (P&D) functions have
been aligned to HR Division, Leadership, Education and Development (L.E.D.) function. This
central focus will ensure consistency of approach in the delivery and provision of services and
support the successful implementation of the People Strategy 2015-2018. Employees from the
four former HR Area Performance & Development (P&D) Departments met with their new
colleagues form the central LED Department to begin the transformation/consolidation process;
combining the resources of the very experienced HR Learning & Development professionals
from the frontline service areas and corporate division. It is planned to build on the individual
strengths of former service units, to provide key services based on the Corporate Plan / People
Strategy, tailored where possible to meet local service requirements.
HR Masterclasses 2016 (Priority Action 3.8.2)
Dr. Michael Leiter will host a Masterclass on 14th
April on “Engagement – Resilience and
Avoiding Burnout” Workplace. Based on the feedback to-date there is overwhelming request
to host some of the HR Masterclasses outside Dublin. In response to this the event will take
place at Mullingar Park Hotel, Mullingar.
Coaching and Mentoring (Priority Action 3.14)
The coaching and Mentoring Governance Group was established in January with each lead from
the former regions. The aim in bringing Coaching leads together in reviewing existing coaching
practices will ensure Quality standards. The group will examine current coaching standards;
specifically professional accreditation; coach supervision; the development of materials and
similar levels of access to coaching supports nationally. The recently revised guidelines will be
further improved to demonstrate good practice.
HSEland (Priority Action 3.18, 8.19)
HSELanD has become the dominant online medium for developing e-training initiatives for
health service staff in Ireland. There are currently 77,000 active users on HSELanD. Almost
163,000 e leaning programmes have been completed to date. 135 e-learning programmes are
hosted on HSELanD.ie. Of these, more than 50% have been developed internally as bespoke
learning solutions. Thousands of more learners visit HSELanD.ie regularly to access shorter
learning nuggets, video materials, clinical programmes, check on new developments and update
their skills. This learning is supported through the 17 Practice Development Hubs on
HSELanD.ie which provide an online environment where professionals can share knowledge and
skills across sectors.
PRIORITY 3 LEARNING & DEVELOPMENT
Data available as at 25th
February, 2016 Page 11
Some key staffing features as at the end of 2015 and some comparisons with employment peak
at end of September 2007:
• 118,795 staff excluding home helps with a WTE value of 103,884 WTEs down from peak in
September 2007 of 131,869 staff with a WTE value of 112,771. This represents a reduction
of staff 13,074 (-9.9%) or 8,887 WTEs (-7.9%).
• Gender ratio: 77.8% female overall, relatively unchanged since September 2007 with
Nursing, highest at 91.1% female, unchanged from 2014. The lowest is medical/dental at
52.3% female up from 42% in 2007 and 49% in 2014, a growing feminisation of the medical
workforce. Management/admin is at 82.9%, with management grades (grades V and higher)
at 72%. Health and Social Care Professionals have a female gender profile of 77.6% at the
end of 2015. General Support Staff are lower at 54.4% female.
• Medical Consultants at end of 2015 were 37.5% female up from 30.3% in 2007 and 36.6% in
2014, while NCHDs were 52% female, up from 43.7% in 2007.
• Overall growth of medical consultants over this time was +19.4% (+442 WTEs) and NCHDs
+17.5% (+853 WTEs). Consultants now constitute 2.62% of total workforce, up from 2.02% in
2007.
• The staff category of management/admin reduced by 2,257 WTEs or -12.25% since
September 2007. Clerical officers to Grade VII make up 91.3% of this overall staff category. 1
in 78 people working in the public health services is a manager (grade VIII and higher). Their
average salary in 2015 was €61,100.
• Some 32% or 38,010 staff worked less than full hours with greatest proportion in the staff
category of Other Patients and Client Care at 36.7% or 8,040 staff, followed by nursing at
36% or 14,690 staff. The lowest was in Medical/Dental at 12.6% or 1,300 staff.
• Skill-mix ratio in respect of HCAs to Staff Nurses at end of 2015 was 1:1.42 up from 1:1.62 at
end of September 2007 and is showing upward movement from 2014 when it was 1:1.42. In
the case of the ratio of NCHDs to Nursing, this was 1:6.2 down from 1:8 respectively, a
further reduction was seen from 2014 where the ratio was 1:6.5. The situation with regard
to the ratio of Consultants to NCHDs was 1:2.01 (marginally down from 2014) down from
1:2.13 in September 2007.
• Staff turnover in 2015 was 5.78% up from 5.2% in 2014, highest turnover rate was in Health
and Social Care Professionals at 8%, followed by General Support Staff at 7.95% and the
lowest was in Medical/Dental at 3.55%. Nursing was at 7.14% up from 5% in 2014. Acute
Hospitals had a staff turnover rate of 6.15% in 2015, slightly down on recorded turnover rate
in 2014.
• National Absence rate in 2015 was 4.21% down from 4.27% in 2014 a reduction of 1.4%.
Some key changes from October 2013 (with Tusla/Children and Families excluded), when
recorded employment levels bottomed-out
PRIORITY 4 WORKFORCE PLANNING
Data available as at 25th
February, 2016 Page 12
• Overall employment grew by 7,124 WTEs or +7.4%.
• Largest percentage increases were in Other Patient and Client Care +13.95% (+2,322 WTEs),
followed by Medical/Dental +12.7% (+1,052 WTEs) and Health and Social Care Professionals
+11.4% (+1,493 WTEs). The three main therapy grades; Physiotherapist, Occupational
Therapists and Speech and Language Therapists grew by 12.75% (+453 WTEs) during this
time.
• Nursing recorded an increase of 1,338 WTEs from that time.
Some of the key changes seen in 2015 were as follows:
• Employment levels increased by 4,557 WTEs +4.59% and December 2015 was the
seventeenth month in a row to record increased employment.
• Medical/Dental increased by 519 WTEs; Consultants +89 WTEs and NCHDs +415 WTEs.
• Nursing increased by 1,338 WTEs from end of 2014.
• Support Staff Intern Scheme - 1,930 WTEs (2,051 staff) increased by 692 WTEs (752 staff) in
2015, where as the Nurse Graduate Programme reduced by 252 WTEs (256 staff) to 46 WTEs
(49 staff).
Attached are a number of pie-charts depicting other aspects of our workforce at the end of
2015 as well as a depiction of the age profile by staff category - Appendix 1.
Development of an Integrated Strategic Workforce Planning Framework for the Health Sector
(Priority Action 4.1)
The Workforce Planning section of the 2016 National Service Plan (see attached Appendix 2&3),
sets out the DoH’s commitment to establishing a cross-sectoral Workforce Planning Group to
develop an Integrated Strategic Workforce Planning Framework for the health sector. This
group will address the workforce planning and development requirements contained in Future
Health, Healthy Ireland and the HSE’s Corporate Plan 2015-2017. The primary goal of this action
is to develop a framework that will support the HSE to:
“.develop the capacity to undertake operational, programme and strategic workforce planning
and design.”
To maximise the HSE’s involvement and contribution to the development of the proposed
Workforce Planning Framework for the health sector it is important that the HSE develops an
understanding of its current workforce force planning capability as well as gaining an
appreciation of workforce planning policy and system developments in other health system in
Europe and internationally.
To gain an appreciation of the “as is” situation and to inform the development of the HSE’s
operational and strategic workforce planning proposals, this unit will facilitate a number of
workshop during February, March and April. The proposed workshops themes and desired
outcomes are as follows:
Data available as at 25th
February, 2016 Page 13
Workshops Outcomes required
1. HSE current WFP projects 1. Understanding the “as is” process and
capability
2. WFP Masterclass: European and
international WPP policy and
processes
2. Appreciation of the experiences of
other health system
3. Workforce data and data systems 3. Current capability identified and
future capability identified
4. Building internal WFP capacity and
capability
4. Resources, structures and skills
identified
Collectively these workshops will address a range of themes guided by the relevant work
streams in the People Strategy, Priority 4 Workforce Planning and Priority 5 Evidence and
Knowledge. The cumulative output of the workshops will not only equip the HSE to make a
relevant and structured contribution to the DoH lead project but also strengthen the
organisations internal capability to develop comprehensive workforce plans based on current
and predicted service needs.
http://www.hse.ie/eng/staff/Resources/hrstrategiesreports/peoplestrategy.pdf
Workshop 1
The projects selected for this workshop were previously presented during the initial WFP
workshop in July 2103. These projects were a response to a variety of situations, use different
project structures and used or developed a range of workforce planning models.
Project Driven by
1. NCCP Oncology Project;
2. NDTP Medical Workforce
3. Midwifery
4. Clinical Redesign and Workload Measurement: CReW
5. Health Promotion and Improvement
6. Mental Health
7. National Ambulance Service
Cancer Strategy
Fottrell/MacCraith reports
CMO report on perinatal deaths
Model of Care and Clinical practice
improvements
Restructuring/
Vision for Change strategy/restructuring
Restructuring
Data available as at 25th
February, 2016 Page 14
Development of the Consultants Module of the Medical Practitioners System (MPS) (Priority
Action 4.1, 4.5)
The Medical Practitioners System (MPS), being developed by NDTP, is a web based database
containing three modules as follows; the Non-Consultant Hospital Doctors (NCHD) Module, the
National Employment Record and the Consultants Module. Each of the modules is at a different
stage of development with some aspects already devolved to hospital sites. The Consultants
Module contains details of all approved consultant posts and is currently maintained by the
Consultants Division in NDTP. In addition to recording the details of the consultant post, the
module contains the functionality to match individual consultants to the consultant post in
which they are employed. While some work has been done on this matching process to date, it
is not complete as it is actually the hospital sites/CHOs that are best positioned to complete this
matching process. Part of the project to further develop the Consultants Module includes
devolving the Consultants Module to clinical sites on a phased basis during 2016.
Objectives for the development of the Consultants Module
1. Have every consultant on the MPS matched to a consultant post.
2. Be able to tell who the consultants are working in the Irish health system, where they work
and what the tenure of their employment is.
3. Be able to tell the status of the consultant posts, whether they are approved or unapproved
and whether they are filled or vacant.
4. Be able to report on both consultant posts and consultants to present a variety of
information such as breakdowns by clinical site, hospital group, community healthcare
organisation, medical discipline (including speciality and sub-speciality) etc.
5. Devolve the use of the consultant module to the clinical sites.
Reporting functionality of the Consultants Module
We envisage having reports available for the clinical site level, the hospital group/CHO level, HSE
Division level and at national level. We are currently finalising the spec for the Consultants
Module with the developer and the final suite of reports will be agreed as part of it. From
discussions to date the following are the reports that we anticipate being available:
1. Detailed Report on Consultant Posts and Consultants Employed
2. Number of Consultant Posts and Number of Consultants by Clinical Site and Medical
Discipline
3. Number of Consultant Posts and Number of Consultants and WTE by Medical Discipline
4. Number of Consultant Posts and Number of Consultants for each Medical Discipline by
Contract Class and Contract Type.
Consultants Division Update
The Consultants Appointments Unit became part of National Doctors Training and Planning in
early 2014 and is now known as the Consultants Division of NDTP. The Division is staffed by a
new team who commenced in the second half of 2015.
Data available as at 25th
February, 2016 Page 15
The work of the Consultants Division has increased during 2015 with the number of applications
for consultant posts continuing to rise each month. The Consultants Division has received and
processed 182 applications for new additional consultant posts and 106 applications for
replacement posts, totalling 288 applications processed during 2015. Table 1 below illustrates
the increase in activity within the Division from 2011-2015. Activity has increased by almost 22%
between 2014 and 2015 and by almost 90% between 2011 and 2015.
Table 1: Consultants Division Activity 2015
� Of the 288 applications received and processed by the Consultants Division for review by the
Consultants Application Advisory Committee in 2015, 231 were recommended for approval.
� Type C Applications are also processed by the Division and 40 applications for change to a
Type C contract were received during 2015.
The Division are involved in a number of new developments including; devising a set of Key
Performance Indicators for the processing of consultant applications. It is planned that these
will go live in 2016 and that reports will be published and available to view on the NDTP
website. The introduction of a simplified and more streamlined consultant post application
process and also the further development and rollout of the Consultants Module of NDTP’s
medical practitioner system to clinical sites (see above).
Induction Guidelines & Employee Handbook (Priority Actions 4.9, 8.8, 1.15)
A revised and up-to-date HSE Induction guide and Employee Handbook are at the final stages of
sign off and are planned to be launched before the end of February. Significant structural and
operational and policy changes have occurred over the last 12-15 months. The revised
documentation will give a fresh perspective and act as a useful set of guides to assist with
inducting and on-boarding new employees as well as providing a useful resource for existing
employees. These documents will be also available via HSELand.
Year Additional Replacement Restructure Contract Title Quals Type C Total
2015 182 106 5 2 3 2 40 340
2014 98 95 15 8 10 5 49 280
2013 101 93 6 8 1 1 10 220
2012 54 111 13 4 4 1 8 195
2011 77 62 8 32 1 0 1 181
Data available as at 25th
February, 2016 Page 16
Service Employment Levels - January, 2016 (Priority Action 5.1 – 5.13)
Overview of Workforce Position – January 2016
Each Division is currently working on funded staffing plans for 2016. HR host a workshop on 25th
February with the delivery system to work through same and issues arising.
Update on EWTD Compliance (Priority Action 5.1, 5.8)
Some key points:
• The data deals with 5,226 NCHDs;
WTE Overview WTE Dec
2015
WTE Jan
2016
WTE
Change
since Dec
2015
Total Health Service 103,884 104,160 +276
WTE Overview by Division WTE Dec
2015
WTE Jan
2016
WTE
Change
since Dec
2015
Acute Services 52,539 52,698 +158.89
Mental Health 9,405.16 9,436.04 +30.88
Primary Care 10,441.78 10,480.77 +38.99
Social Care 25,785.88 25,852.96 +67.08
Health & Wellbeing 1,282.87 1,277.81 -5.06
Ambulance Services 1,694.29 1,686.73 -7.56
Corporate & HBS 2,734.89 2,727.79 -7.10
Total Health Service 103,884.34 104,160.46 +276.12
PRIORITY 5 EVIDENCE & KNOWLEDGE
Data available as at 25th
February, 2016 Page 17
• Compliance with a maximum 48 hour week is at 80% as of end January – up 1% since
December. This may indicate that additional NCHDs recruited in January have improved
overall compliance;
• Compliance with 30 minute breaks is at 100% - up 1% since December;
• Compliance with weekly / fortnightly rest is at 99% - unchanged from December;
• Compliance with a maximum 24 hour shift (not an EWTD target) is at 95% - down 1%
December;
• Compliance with a daily 11 hour rest period is at 97% - up 1% since December. This is closely
linked to the 24 hour shift compliance above.
• Update on EWTD compliance for January attached at Appendix 4.
Pay and Staff Numbers Strategy
Over 80 delegates, across the Divisions, Hospital Groups, Community Healthcare Organisations,
National Ambulance Service, other national functions, and HR and Finance Directorates,
attended a HR hosted workshop on Thursday 25th
February in Dr Steeven’s Hospital. It provided
an opportunity to update delegates on where the 2016 Pay and Staff Numbers Strategy was at
and looked back at what happened in 2015. It also provided an opportunity to engage and get
feedback from delegates and build on shared learning.
The workshop was addressed by the Director General, the National Director of Human
Resources, and the Chief Financial Officer. The critical nature of this strategy was emphasised
and the need for funded workforce plans to deliver within pay envelopes in 2016. Funded
workforce plans by Divisions are required to be sent to the Department of Health by the end of
March, to allow for Departmental sanction of the 2016 strategy.
Attendance Management – December 2015 (Priority Action 5.6)
Target
December
2014
2014
Total
November
2015 December
2015
YTD 2015
% Medically
Certified
(December
2015)
% Medically
Certified
(YTD 2015)
Absence
Rates
3.50%
4.33%
4.27%
4.31%
4.42%
4.21%
85.74%
87%
Latest monthly figures (December 2015)
• The December rate at 4.42% is up on the November rate. Previous December rates were 5.77%
(2008), 5.03% (2009), 4.86% (2010), 5.09% (2011), 4.78% (2012), 4.71% (2013) and 4.33% (2014).
• Annual rates; 2008 – 5.76%, 2009 – 5.05%, 2010 – 4.70%, 2011 – 4.90%, 2012 – 4.79%, 2013 –
4.73%, 2014 – 4.27%, 2015 – 4.21%.
• Annual attendance management rate for 2015 is the lowest recorded rate since national
reporting was introduced in 2008.
Data available as at 25th
February, 2016 Page 18
Mediation (Priority Action 6.1)
Mediation places a key role in the early resolution of conflicts in the workplace and the
mediation panel provides an important resource for the HSE. Work is ongoing to determine
how best the mediation service can support an Alternative Disputes Resolutions Framework
within the HR National Investigations Unit.
Performance Achievement (Priority Action 6.4)
The process of formalising arrangements of the full roll out of performance achievement is close
to completion. Further direct engagement between HSE and staff representative bodies will
take place within the next week at which it is hoped there will be formal sign off on the
proposals which were issued to the staff side towards the end of 2015. A HR workshop will be
held in March 2016 with Service Delivery Units to engage and communicate with the system on
the new process and plans for implementation.
National Investigation Unit update (Priority Action 6.6)
Establishment of the Human Resources National Investigations Unit is a fundamental
component of the Health Services People Strategy 2015-2018 Leaders in People Services.
A Working Group has been established to assist with the establishment of the Human Resources
National Investigations Unit. The Working Group are currently focused on addressing the
following areas: -
• Draft Guidelines on Establishing and Conducting Human Resources Investigation Teams
• Details on current Investigators (new applicants and current list)
• Trade Union participation for shortlisting new investigators
• National Pre-Screening Investigation Document
• National Investigation Advocacy Committee
• Draft Human Resources Investigation Process Flow
• Mediation improvements and organisational shared learning – Update from December 2015
National Panel of Mediators meeting
• Human Resources Investigators Listening Sessions 21st March 2016
• Human Resources Investigators – Accreditation and Regulatory Body
• Human Resources National Investigation Unit – Online Project
• Dedicated Investigators Proposal
Draft Human Resources Investigation Guidelines
The first draft of the National Human Resources Guidelines on Establishing and Conducting
Human Resources Investigations has been legally screened and is currently being reviewed by
the Working Group.
PRIORITY 6 PERFORMANCE
Data available as at 25th
February, 2016 Page 19
Accreditation and Regulatory Body for HSE Investigators
Work has commenced in relation to Accreditation for HSE Investigators and also the setting up
of a Regulatory Body. Initial discussions have been had with CORU and the Department of
Health regarding this issue. Essentially the plan is to have all HSE Investigators Accredited and
aligned to a Regulatory Body.
Shortlisting of New Investigators
Two representatives from the Staff Associations have been nominated to sit on a shortlisting
panel which will review Investigator training applications received. This is due to take place in
March 2016.
National Pre-Screening Document
A National Pre-screening document is currently in draft format. Employee Relations Managers
have submitted their Screening Documents used in the former HSE areas and it is intended that
one standard document will be compiled from these documents.
National Human Resources Investigations Unit - Advocacy Group
This Group will be set up and will comprise of Advocacy Group representatives together with
patients/families who have been involved in HSE Investigations. This will enable us learn from
their experiences and to look at our investigations through their eyes. A meeting was held with
the HSE National Advocacy Unit with a view to setting up the above committee which will
inform the Human Resources National Investigations Unit in relation to shared learning from
investigations. A nomination has been received from the HSE National Advocacy Unit to lead in
this area.
NHS UK
Working is continuing with the NHS UK in relation to Workplace Investigation methods, policies
and procedures that are in place. A significant amount of collaborative learning is being
achieved, in this area, in relation to a national standard approach on Human Resources
Workplace Investigations.
Quality and Verification Division
Collaborative working has started with the Quality and Verification Division, National Incident
Management and Learning Team (NIMLT) with a view to sharing investigation approaches.
A meeting was held in February 2016to discuss the Human Resources National Investigations
Unit accessing the NIMLT Incident Information and Management Systems (IIMS). This will
enable us ascertain if this system is suitable to HR Investigations work, with some adaptations,
and also help up to learn to commonalities with co-joint investigations.
Human Resources National Investigations Unit – online project
In addition to the IIMS system above contact has been made with the State Claims Agency and a
meeting will be held in March 2016 in relation to the National Incident Management and
Data available as at 25th
February, 2016 Page 20
Information System (NIMIS) to ascertain if this system is also suitable for Human Resources
investigation work.
Further Information/Ideas
All contributions /suggestions to [email protected]
Data available as at 25th
February, 2016 Page 21
Emergency Departments
The INMO have formally accepted the revised set of proposals, worked out under the aegis of
the Workplace Relations Commission at hearings which concluded on December 14th
and
January 11th
.
An implementation team comprising of representatives from the HSE and the INMO has now
been established and is tasked with putting in place the various measures which were agreed on
that occasion.
Separately, under a separate WRC process an agreement was brokered between
representatives of the HSE, SIPTU, IMPACT and the IMO. The arrangements agreed under this
process provide for the establishment of a parallel ED forum which will operate on the same
basis recently established by the group wide executive forum and will incorporate members of
the unions set out. Initial meetings with regards to same have taken place.
Task Transfer
Formal sanction has now issued from the Department of Health with regard to the agreement
concluded between the HSE, nursing unions in December in relation to the task transfer issues
involving the transfer of four identified tasks from Junior Doctors to Nurses. A key element of
the sanction is the establishment of a National Verification and Implementation Group (NVIG)
which will be tasked with ensuring that all tasks are verified as being transferred and are being
undertaken in individual locations, prior to any payments being made.
This process will begin immediately and will involve visits to the various hospitals and meetings
with relevant personnel to ensure the provisions of the agreement are being undertaken in full.
Student Nurse Pay
Arising from the provisions of the LRA, a business case was agreed between HSE and nursing
unions and forwarded to the Department of Health and DPER for consideration. Arising from
same DPER have now approved increase in the rate of pay payable to student nurses during
their clinical placements of 36 week period at a rate of 70% of that applying to a first year staff
nurse.
This rate will only apply to the current cohort of students and will be effective from 1st
March
2016. This group of staff will also be given incremental credit for the 36 week period on
obtaining of a staff nurse position subsequent to their qualification.
Issues pertaining to the granting of incremental credit for Graduates in the period 2011-2015
inclusive will be reviewed at the end of 2016. (Copy of the formal sanction from DPER is
attached at Appendix 5).
PRIORITY 7 PARTNERING
Data available as at 25th
February, 2016 Page 22
LCR 21125
The Labour Court has recommended that the grades of Senior Environmental Health Officer and
Neurophysiological Technician Chief II should be covered by the provisions of the HRA, and work
increased hours set out in that agreement.
This case concerns a dispute between HSE and IMPACT in relation to the interpretation and
application of Appendix 9 of the HRA.
The dispute relates specifically to the implementation of increased working hours resulting a
weekly total of 37 hours (copy of LCR 21125 is attached at Appendix 6).
Voluntary Hospital Group
A process of monthly engagement with the Voluntary Hospital Groups has resumed since
February. The meeting involved a positive engagement on all issues of current relevance, with
particular relevance on many issues that are of current importance in the medical related field,
including claims of various third party fora for claims of restoration of pay, recruitment etc. this
revised process will continue on a monthly basis and will always be attended by one
representative of CERS with further backup as necessary.
HOSPEEM Activity
At its most recent meeting, the HOSPEEM general assembly re-elected Mr. Tjitte Alkema, who is
the Dutch representative on the assembly, to the position of General Secretary for a further 3
year period.
Mr. Alkema is hoping to pay a visit to Ireland during 2016 and would be anxious to meet with
representatives of HSE and Department of Health during this process.
A social dialogue conference which involves HOSPEEM representatives and representatives
from the various union associations throughout the EU will take place on Wednesday next.
Full report will be provided in the next monthly report.
Joint Information and Consultation Forum (Priority Action 7.8)
The JICF is a Forum for consultation and engagement with Staff Associations on change issues of
organisational and staff significance. Dates for remainder of 2016 are as follows: Thursday 14th
April, Friday 1st
July and Thursday 20th
October.
Data available as at 25th
February, 2016 Page 23
National HR Helpline (Priority Action 8.5.1)
As a HR family, while we have access to a range of HR resources in each delivery unit & ERAS
and have communication channels in place, feedback from staff is that we can improve when it
comes to communication and engagement. We recognise that our staff are and should be "at
the centre of everything" we do - so too should be our system for managing queries, connecting
people, processes and data. We need to identify every opportunity to improve
communications, optimise social media and remember that for some of us, nothing beats that
one to one conversation.
To keep ahead, we need to collect, analyze and use data to make more informed decisions
about how to engage with our employees, demonstrate how we can adapt to this dynamic new
environment and how we can enable staff to access much more information about HR services
than ever before. Between social media, Web sites, ever-smarter search engines and 24/7
mobile Internet access, staff have a plethora of data at their fingertips but for some, it's more
about that personal touch. Working in tandem with line managers and HR staff in each service,
our message is the same as yours, our agenda, rationale and principles are the same as yours -
to support staff.
Our National HR Helpline launched on 4th January last, has a dedicated low call telephone
number : 1850 444 925 and is open for staff Monday to Friday 8am to 5pm. To complement this
we also have a dedicated email account [email protected] which is available to staff 24/7 and we
have recently launched a Facebook page with a closed group confined to HSE employees. We
have also commenced work on the HR element of the website to make it more user friendly.
Either way we can be contacted by staff 24/7 and in the coming weeks will be embarking on a
nationwide marketing exercise. In the meantime, it is important that as a HR family, we
embrace this additional resource and bring it to the attention of all staff.
HR Circulars (Priority Action 8.8)
HR Circular 001/2016 - DOH Circular 01/2016 Increase in State Pension (Contributory) effective
from 8th
January, 2016.
HR Circular 002/2016 – DOH Circular 02/2016 Expiry of Increment Measures under the Terms of
the Haddington Road Agreement.
HR Circular 003/2016 – Transfer of Tasks from Non-Consultant Hospital Doctors to
Nurses/Midwives under the Nursing/Medical Section of the Haddington Road Agreement.
All of the above Circulars are available on the following link:
http://www.hse.ie/eng/staff/Resources/HR_Circulars/hrcircs2016.html
PRIORITY 8 HUMAN RESOURCE PROFESSIONAL SERVICES
Data available as at 25th
February, 2016 Page 24
Excellence through People Accreditation for HR Service (Priority Action 8.12)
Work continues across the Division with each Working Groups preparing for initial audit in April
2016.
Awaiting F
Rosarii Mannion
National Director Human Resources
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