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Data available as at 29th
April, 2016 Page 1
National HR Report
April 2016
HSE National HR Directorate Leaders in People Services
Data available as at 29th
April, 2016 Page 2
HSE – NDTP Appoints National Lead NCHD/NDTP Fellow – Action 1.5
HSE - National Doctors Training & Planning is pleased to announce the appointment of Dr.
Catherine Diskin as the first National Lead NCHD/NDTP Fellow. Lead NCHDs (Non-Consultant
Hospital Doctors) provide a formal link at management level between the NCHD cohort and the
management structure on their hospital site.
The position of National Lead NCHD/NDTP Fellow has been created to develop the Lead NCHD
Initiative; a joint collaboration between HSE - NDTP and the HSE’s Quality Improvement
Division. The National Lead NCHD/NDTP Fellow will also undertake a research study or project,
which may be linked to the Initiative, as part of a post graduate/masters programme.
Dr. Diskin is a third year Paediatric Specialist Registrar currently based in Our Lady’s Children’s
Hospital, Crumlin. Dr. Diskin has previously held the role of Lead NCHD and will take up her
appointment as National Lead NCHD/NDTP Fellow in July 2016 for a one year term.
Commenting on Dr. Diskin’s appointment, Prof. Eilis McGovern, Director, HSE National Doctors
Training & Planning said: “The appointment of the first National Lead NCHD/NDTP Fellow
represents an exciting development in the overall Lead NCHD initiative and we look forward to
working with Dr. Diskin to continue to enhance and embed the Lead NCHD role.”
The HSE is working to support all Lead NCHDs around the country. One of the ways this is done
is through workshops, which provide a valuable opportunity for Lead NCHDs to meet each
other, and to share experiences and learning from across their clinical sites. The most recent of
these was in February 2016. It took place Dr Steevens’ Hospital, Dublin 8, and included sessions
on quality improvement, the European Working Time Directive and Influencing Change.
Speaking about the Lead NCHD initiative Dr. Philip Crowley, National Director, Quality
Improvement Division (QID), emphasised that: “The Lead NCHD initiative continues to evolve
and we want to promote NCHD leadership to ensure NCHD voices are heard and to work with
them to improve their working conditions.”
Dr. Julie McCarthy, National Lead, Clinical Director Programme, echoed this sentiment
explaining that: “we are forging links between the Lead NCHDs and Clinical Directors to
maximise the potential of the initiative within the context of the wider National Clinical Director
Programme.”
Lead NCHD Awards are also being introduced for the first time this year. Lead NCHDs are invited
to submit initiatives which they have implemented on their clinical site. Entries can be
submitted in a number of award categories: enhanced communication between NCHDs and
other colleagues; local NCHD education/training; policy/process development; quality
PRIORITY 1 LEADERSHIP & CULTURE
Data available as at 29th
April, 2016 Page 3
improvement initiatives and patient centred initiatives. Entries for the awards can be submitted
by the 2015/16 cohort of Lead NCHDs until the end of June 2016.
Health & Social Care Professions Update (H&SCP) – Advance Practice Tool kit (Action 1.5)
The Health and Social Care Professions Education and Development Advisory Group is currently
signing off on the Advanced Practice Tool kit.
HR Future Leaders Programme (Action 1.7.2)
The third HR Future Leaders Programme commenced in RCSI Institute of Leadership on Monday,
25th
April with fifteen participants.
Health & Social Care Professions (H&SCP) Update - Succession Management Development
Programme (Action 1.7.2)
Wrap up of a very successful Succession Management Programme workshop took place in
Millennium Park on April 20th
, which was attended by 20 programme participants and cohort of
their line managers. The event doubles up as a feedback and final evaluation exercise, as well as
a celebration of the progress over 12 months. Dermot Rush our Programme Partner outlined
some tips on how to sustain the learning and development journey. A number of programme
participants have recently commenced a mentoring programme with past programme
participants. A key element of the success of this initiative is that past participants act as
champions for the programme and give up their time to support others. Mr. David Walsh Chief
Officer, CHO 9, opened the workshop and outlined some of the benefits he believed the
programme brought to the health services.
Health & Social Care Professions Update (H&SCP) – Future Leaders Programme (Action 1.7.2)
A Future Leaders programme has been agreed and is in the planning stages for Health and Social
Care Profession Managers.
Data available as at 29th
April, 2016 Page 4
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 in May.
Health & Safety Update – April (Priority Action 2.12 to 2.14)
National Health & Safety Function
Information and
Advisory Team
Staff Safety and
Wellbeing Website
• Upgrade due to website configuration post introduction of
software upgrade to Ptools, implementation in Q3/2016.
• OSH Newsletter issued.
Helpdesk • The New Self Service National Helpdesk system has a Go
Live date of the 25th
of April 2016. This will permit every
domain account owner within the HSE to log a Health &
Safety Request directly to the helpdesk. It will also allow
for the full traceability in relation to requests for advice and
support etc.
• The number of helpdesk queries for the month of March
2016 was 66.
Stress Management
Seminars
• Stress Management Seminars continue. Due to the interest
shown for these seminars we are identifying a structure to
continue these seminars into the future.
Other • Work continues on developing link for the distribution of
Health and Safety Alerts throughout the organisation.
Consultation process underway with the National Medical
Device Equipment Office.
Policy Team National Policy
development
• In line with the National Health and Safety Policy Team
Work Plan 2016, progressed with the review of the
following PPPG’s:
o HSE National Manual Handling and People Handling
Policy
o HSE Guideline for Developing a Biological Agents
Risk Assessment for Healthcare Sector
o HSE Policy on the Prevention and Management of
Latex Allergies
Management of
Work Related
Aggression and
Violence Project
• In conjunction with the National Health and Safety Training
Team, met with identified external experts to scope the
development of a Framework for the Management of Work
related Aggression and Violence.
• Participated as part of the HSE/DKIT PMAV Steering group.
National HSE PPPG • As the HR nominee on National HSE Project Group provided
PRIORITY 2 STAFF ENGAGEMENT
Data available as at 29th
April, 2016 Page 5
Project Group extensive feedback on the HSE National PPPG Framework.
WRC Proposal
Emergency
Departments
• In response to WRC Revised Proposal (11th
January 2016)
Hospital Emergency Departments developed “Guidance on
Safety Consultation and the Selection/Election of Safety
Representatives”.
• In response to WRC Revised Proposal (11th
January 2016)
Hospital Emergency Departments developed a briefing
document for the INMO on the HSE Safety Management
Programme.
National Health and
Safety
Function(Training
Programmes)
• Actively participated and contributed to the development of
the Health and Safety Management in Healthcare (Training
Programmes for Senior Manager’s).
Review of National
Policies
• Conducted a number of audits of key national Health and
Safety Policies.
Dangerous Goods
Programme
• In conjunction with Estates Function progressed the
development of National Pharmacy Waste Guidelines
• In collaboration with the Quality Improvement Division,
provided support regarding the development of guidance
for the safe transport of contaminated medical devices.
Council Directive
2010 / 32 / EU
implementing the
Framework
Agreement on
Prevention from
Sharp Injuries in the
Hospital &
Healthcare Sector
• Developed a survey questionnaire to evaluate
implementation of the Sharps Directive.
• Collated and presented the Survey Monkey results of the
survey questionnaire as part of a European evaluation of
the implementation of the Sharps Directive by HOSPEEM.
Audit and
Inspection Team
Auditing • Work continues to identify contact people in CHO areas,
auditing has begun in Mental Health areas.
• Level 1 auditing of National HR office and AND offices
nationwide continues in support of ETP process.
• Work commenced on Level 1 Audits of ED departments as
per WRC Agreement. 16 audits completed to end of March.
• Review of Work Plan for People Strategy and KPI’s for Audit
and Inspection Team in progress.
Training • A series of ten Risk Assessment Training Courses complete
in Limerick Group. Absence of training identified on Level 1
audits carried out in the Limerick Group during Q4 2015.
120 managers trained.
NIMS • Work ongoing to develop information/guidance documents
Data available as at 29th
April, 2016 Page 6
for Managers when completing employee related
accidents/incidents/near misses.
Anaesthetic Gases • Work continues on gathering information on monitoring of
anaesthetic gases throughout acute services.
HSA Correspondence • Monitoring continues on correspondence received from the
services through the HSA tab on National Website.
Healthcare Skills
Award QQI Level 5
• Delivery of Health and Safety Module complete (legacy
issue)
Training Team Development of
Training
Programmes
• Ongoing development of National Training Brochure and
Schedule 2016. Training brochure currently being amended
to take account of feedback.
• Further meeting of Management of Violence and
Aggression sub-group (in conjunction with Policy Team) and
continued development Project Plan.
a. Meeting with expert consultant for advice on
progression
• Further meeting with OGP representative to continue to
develop Health and Safety training framework.
• Review of Training FAQ with inclusion of training matrix.
Awaiting feedback.
• Revision of Risk assessment and Senior Managers Health
and Safety Awareness Programme following feedback from
NHSF teams. Final Draft review.
Training Providers • Review of delivery of training arrangements with HSE
employees currently ongoing from a national perspective.
• Follow up with Performance and Development.
• Continued co-ordination with nominated staff in each CHO
area to identify training arrangements and requirements.
Learning
Management
System
• Meeting with HSEland to further develop programme
outline and action plan.
o Programme content developed by team including
scripts for set camera pieces
o Identifying HSE Services to work in partnership to
partake in the development of the HSELanD Safety
Management Programme for managers
• Involvement of services to be interviewed as part of process
Training delivery • Ongoing delivery and coordination of National Health and
Safety Training Programmes
• Currently working in conjunction with the Audit and
Inspection Team in the delivery of Risk Assessment Training
Manual Handling
Policy
• Currently working in conjunction with the Policy Team on
the review of the Manual Handling Policy.
o Participation on Manual Handling Policy subgroup
Staffing • Awaiting appointment of two Grade III Clerical Officers
Data available as at 29th
April, 2016 Page 7
Creating a Positive Workplace - HR Workshops (Action 2.13)
Most staff in the health service work as part of a team and a positive workplace culture is
created when there is a common sense of purpose and pride in the team and all team members
are treated with dignity and respect. In a positive, motivating environment employees feel free
to give their best effort as they believe it will yield constructive results. As outlined in the People
Strategy, there is overwhelming evidence linking high staff engagement and positivity with
beneficial behaviours, better outcomes and improved performance, leading to Safer, Better
Health Care.
Our most recent Positive Workplace session, facilitated by HR, was held with Meath Primary
Care Team in April. This was a very positive communication and engagement session, with the
programme objectives set by the participants and tailored to meet their specific needs. An
action plan was agreed by the team during the session to further enhance their working
relationships and environment going forward.
For more information please see our HR Guide: Creating a Positive Work Environment in our
Health Services A Useful Guide for Staff, HR Practitioners and Line Managers:
https://www.hse.ie/eng/staff/Benefits_Services/HRGuidePositiveWork.pdf
Health Service Excellence Awards (Action 2.13.1)
The Health Service Excellence Awards took place on Wednesday 27th April 2016 in Dublin. The
Awards are designed to encourage and inspire our healthcare staff to develop better services
that result in easier access and high quality care for patients and to promote pride among staff
in relation to our services. Director General of the HSE, Tony O’Brien, presented the awards.
The award for Overall Best Project was presented to the Ophthalmology Service being delivered
by Sligo University Hospital and Sligo, Leitrim and West Cavan Community Health Organisation.
The Ophthalmology Service in Sligo University Hospital joined forces with colleagues working in
the community to create an improved model of care for patients.
Congratulating the winners Tony O’Brien, Director General of the HSE, said: The Health Service
Excellence Awards 2016 are designed to identify, recognise the real value we place on
excellence and innovation across all of our health service. The Awards process enabled us to
identify great service developments that can be shared and implemented, as appropriate, in
different parts of our health system.
He continued: “The Awards are not simply about those projects selected as being winners and
finalists but about all of those that have been submitted and are contributing to the continuous
improvement of health and social care services. The on-going commitment of staff throughout
the public health service contributes in a very significant way to the quality and satisfaction
levels acknowledged by our service users and the members of the public. The Health Service
Excellence Awards afford us the opportunity to take pride in our services, recognise and
celebrate staff commitment and dedication and to say thank you to our staff for their
contribution to the provision of health and social care services.
Data available as at 29th
April, 2016 Page 8
The Runner Up Award was presented to the National Clinical Programme for Acute Coronary
Syndrome (ACS) which was initiated in 2010 to save lives by standardising the care of ACS
patients across the country as a joint venture between the Irish Cardiac Society (under the
auspices of the Royal College of Physicians of Ireland (RCPI) and the HSE.
The Popular Choice Award, decided by an online poll for healthcare staff, was presented to the
Community Epilepsy Outreach Service operated by the South/South West Hospitals Group and
Community Healthcare Organisation for Cork and Kerry. The service succeeded in transforming
the quality of epilepsy care for service users through a radical redesign of the model of care.
Seven projects were selected to compete to be the Overall Winner of the 2016 Health Service
Excellence Awards. Teams representing the final seven projects attended the Awards Ceremony.
The final seven projects were selected from an original entry of 426 projects. They were chosen
by the Selection Panel after 39 projects were invited to make presentations detailing their
projects aims and objectives.
Staff Survey Communications (Action 2.2)
Section 2.2 of the People Strategy commits health service employers to prioritise effective two-
way communication as a core enabler of meaningful staff engagement. National HR has
undertaken a Communications Survey to get your views on how we are communicating
currently and what steps we can take to improve in this area. The results and feedback are
currently being analysed and will drive our Communications action plan. Thank you to all who
participated in the survey, we had a very high response rate, your ongoing support is
appreciated.
Preventative Measures for Bullying and Harassment in the workplace (Actions 2.9, 7.6, 7.8)
Agreement has been reached with our union colleagues to communicate a new campaign to the
system to strengthen managers’ skills to deal with conflict in the workplace at an early stage, in
order to reduce or avoid recourse to the use of the Dignity at Work Policy. The communication
will re-iterate the rights and responsibilities of all employees, and will sign-post the range of
organisational supports available to individuals, managers and teams. It has been agreed to
assess training needs and deliver skill-specific training in six identified sites, where particular
conflict challenges have been identified to support managers in those sites.
New Pilot Training Events - Alcohol and Other Drugs Awareness training for managers (Actions
2.9, 2.14.1)
A training programme for managers and supervisors in supporting and managing employees
with drug or alcohol addictions is being piloted in CHO 1 and subject to feedback, will be rolled
out in other service delivery areas. There are three events running in April, all fully subscribed
with a further two events running in June. In total, seventy-five (75) managers and supervisors
will avail of the training.
Data available as at 29th
April, 2016 Page 9
Group Career Coaching - follow-up to Clerical Officers Development Programme (Actions 2.9,
3.18)
As a follow-on from a Clerical Officers Development Programme delivered in late 2015, a series
of Group Career Coaching sessions is being piloted for Clerical Officers. Feedback is very
encouraging and it is intended that this will be replicated for other Clerical Officer Development
Programmes as a measure of inclusivity.
Pilot Graduate Programme (Actions 2.9, 3.17)
A pilot Graduate training programme will commence in May 2016 and will include one intern
recruited through the university Access Offices. This initiative will be jointly managed by
Diversity, Equality and Inclusion and Leadership, Education and Development.
Diversity, Equality and Inclusion Proofing Checklist for HSE Events (Actions 2.9, 3.1)
A first draft of Diversity Equality and Inclusion Proofing Checklist is being tested at a variety of
events in the HSE currently and after feedback has been processed, the draft will go to the
Diversity Equality and Inclusion Steering Group for final sign-off. The tool is a prompt for
organisers of training events, conferences, seminars and meetings to consider a range of access,
inclusion and equality measures to ensure that all HSE run events support diversity and
inclusivity.
National Wellbeing in the Workplace (Action 2.13)
HR engaged Self Care for Carers to run a variety of programmes on National Wellbeing in the
Workplace Day on 8th April 2016.
The HSE’s corporate values of Care, Compassion, Trust and Learning are reflected in Self Care
for Carers approach to stress management through regaining balance and wholeness so as to
engender and embody those values we wish to share with others.
New awareness of self-care as a means of promoting care for others was outlined. The
importance of a compassionate approach for the self during difficult moments was
underscored. An atmosphere of trust was established during the groups and trust in our own
ability to handle stress and overwhelm. The opportunity to learn new ways to tackle old
problems was gratefully received.
Data available as at 29th
April, 2016 Page 10
HR Masterclasses 2016 (Action 3.8.2)
Dr. Michael Leiter delivered a Masterclass on 14th
April on “Engagement – Resilience and
Avoiding Burnout” Workplace which was introduced by Rosarii Mannion, National Director of
HR. Some key summary points from the presentation are as follows:
Creating an engaging work place
Change Conundrum
• Problems Arise Effortlessly
• Solutions Demand Sustained Resources
Situation
• Resources are Tight
• Demand is Growing
Design Principle
• Make Doing the Right Thing Easy
• Make Doing the Right Thing Enjoyable
• Make Doing the Right Thing - The Thing to Do
Core Design principles
• Build from Employees’ Experience
• Ask What Works Already
• Value Clarity and Simplicity
• Innovate as a System
Not One-Off Projects
• Leadership, Measurement, Evaluation, Refinement
• Promote an Engagement Culture
• Live Core Values
• Communicate Relentlessly
• It Will Take Longer Than You Thought
• Multi-Year Initiatives
• Anticipate Set-Backs
The 4 A’s of Civility
• Acknowledgement: Saying or doing something that recognizes another person’s presence. It
could be as simple as smiling or wishing a good morning.
• Appreciation: Expressing thanks for another person’s contribution or expressing admiration
for the quality of that contribution.
• Acceptance: Explicitly or implicitly welcoming a person into your conversation, group, or
project.
• Accommodation: Modifying your activities or space in ways that helps another person
participate or to work more comfortably or effectively.
PRIORITY 3 LEARNING & DEVELOPMENT
Data available as at 29th
April, 2016 Page 11
Health and Social Care Professions - Learning and Development (Actions 3.1, 3.10, 3.12, 3.14,
3.15 and 3.18)
• The Health and Social Care Professions Education and Development Advisory Group is
currently signing off on a three year education and development strategy for HSCPs.
• Work is underway on the development of an effective representation programme for HSCPs
working on national groups.
• Development of e-learning programme for staff supervision is on-going.
• Several HSCP managers are currently undergoing training to become coaches and will be
added to the coaching panel when qualified.
• Continuous Professional Development - sixteen professional bodies across HSCPs have
submitted discipline specific and interprofessional CPD proposals for their professions to the
HSCP Unit. The proposals are scrutinised to ensure they are in line with developments
nationally, particularly the Clinical Care & Integrated Care Programmes. The CPD proposals
received are an excellent example of professions working together towards continually
improving outcomes for the service user. Included in the proposals are a number of Train the
Trainer events designed to enhance the skill pool of HSCPs and to effect economies. The
following table is an example of the activity levels planned by a number of professions which
have been approved for funding by the HSCPs Unit.
• A review of the HSCP hub is underway, to improve the organisation and layout of the hub
and the level of support offered to HSCPs for their development.
Some examples of CPD activity 2016
Professional Body
Number of
events
Number
attending
Academy of Clinical Scientists in Laboratory Medicine 8 690
Association of Occupational Therapists of Ireland 14 484
Heads of Psychology Services Ireland 8 367
Social Care Ireland 9 468
Irish Association of Speech & Language Therapists 10 187
Irish Association of Social Workers 20 833
Irish Institute of Radiography & Radiation Therapy 24 984
Irish Nutrition & Dietetic Institute 7 255
Irish Society of Chartered Physiotherapists 10 336
Total 110 4604
Data available as at 29th
April, 2016 Page 12
Health & Social Care Professions Update (H&SCP) - Workforce Planning (Action 4.4)
Work is on-going in relation to progressing the findings of Report of the Review of Practice Tutor
posts; recently discussed with HR Leadership Team.
• Over 160 HSCP students have registered for the Student to Practitioner event to be held on:
� Wednesday, 25th
May, 2016, in the National University of Ireland, Galway,
and
� Thursday, 2nd
June, 2016, in Our Lady’s Hospice, Harold’s Cross, Dublin 6W.
Consultant Establishment Update 31st
March 2016 (Action 4.14)
The Consultants Division of National Doctors Training & Planning (NDTP) has prepared the
Approved Consultant Establishment figures for the first quarter of 2016. This quarter has seen
an increase in Consultant posts processed via the Consultants Applications Advisory Committee
(CAAC) with a total of 54 applications considered by the Committee within this period. A total
of 42 consultant posts were recommended for approval by the CAAC within Quarter 1 2016,
with letters of approval either having been issued or in preparation at the time of report.
The following table illustrates the trend in approved Consultant Establishment from 2014 to the
end of Quarter 1 2016.
Trend in Approved Consultant Establishment from 2014 to the end of Quarter 1 2016
When the Quarter 1 2016 figures are compared to figures as at 31st
December 2015 we can see
a significant increase in approved Consultant Posts in areas such as Medicine (9 approved posts
in Quarter 1 2016), Surgery (9 approved posts in Quarter 1 2016) and Radiology (6 approved
posts in Quarter 1 2016).
PRIORITY 4 WORKFORCE PLANNING
Data available as at 29th
April, 2016 Page 13
The following chart illustrates the breakdown of approved Consultant Posts by speciality at the
end of Quarter 1 2016.
Approved Consultant Establishment as at 31st
March 2016 - Breakdown by Speciality
Our third consultation and engagement workforce planning workshop was held on Thursday
28th
April.
Data available as at 29th
April, 2016 Page 14
Service Employment Levels - March, 2016 (Priority Action 5.1 – 5.13)
At the end of March 2016, health services’ employment stood at 105,183 WTEs.
Update on EWTD Compliance - March (Actions 5.1, 5.8)
Key points:
1. The data deals with 4,760 NCHDs – approximately 87% of the total eligible for inclusion;
2. Compliance with a maximum 48 hour week is at 81% as of end February – up 1% since
February;
3. Compliance with 30 minute breaks is at 98% - unchanged from February;
4. Compliance with weekly / fortnightly rest is at 99% - unchanged from February;
5. Compliance with a maximum 24 hour shift (not an EWTD target) is at 96% - unchanged from
February;
6. Compliance with a daily 11 hour rest period is at 97% - unchanged from February. This is
closely linked to the 24 hour shift compliance above.
Update on EWTD compliance for March attached at Appendix 1.
HR staff attended a meeting which took place on Wednesday 21st
April between European
Commission, Department of Health and Health Service Executive on progressing EWTD
compliance for doctors in training. (Presentation attached at Appendix 2).
Consultants Division, NDTP Introduces Suite of Key Performance Indicators (Action 5.1)
The Consultants Division of NDTP has developed a suite of Key Performance Indicators to
examine the activity around processing applications for consultant posts via the Consultant
Applications Advisory Committee. These KPI’s were designed around the monthly meetings of
the CAAC and statistics are taken from the recorded minutes of the meetings along with data
held by the Consultants Division.
WTE Mar 2016
WTE
Mar
2016
change
since Dec
2015
change
since Feb
2016
% change
since Dec
2015
% change
since Feb
2016
Acute Services 53,253 +714 +186 +1.4% +0.4%
Mental Health 9,557 +151 +38 +1.6% +0.4%
Primary Care 10,488 +90 +31 +0.9% +0.3%
Social Care 26,139 +353 +155 +1.4% +0.6%
Health & Wellbeing 1,317 -10 -4 -0.7% -0.3%
Ambulance Services 1,680 -14 +7 -0.8% +0.4%
Corporate & HBS 2,749 +14 -1 +0.5% -0.0%
Total Health Service Staffing 105,183 +1,299 +412 +1.3% +0.4%
PRIORITY 5 EVIDENCE & KNOWLEDGE
Data available as at 29th
April, 2016 Page 15
Purpose of Consultants Division KPI’s
• To measure the number of days between receipt of a fully complete application through to
issuing the letter of approval for a post.
• To identify if there are delays and where these delays are in the system e.g. incomplete
documentation submitted, delays in clarifications being received, delays in issuing LOAs etc;
• To assist clinical sites to track their applications and to serve as an incentive to sites to
submit applications of a high quality and in a timely manner;
• To enhance public understanding and perception of the work in the Consultants Division by
demonstrating efficient turnaround times for processing applications.
Recording and reporting of KPI’s
• KPI’s will be collated and recorded after the CAAC meeting in a given month.
• KPI’s will be reported on a quarterly basis using these figures.
• A cumulative KPI will also be recorded on a quarterly basis for all ongoing issues e.g.
deferrals or applications awaiting further clarifications from Hospital sites. This will allow for
areas for improvement to be clearly identified.
• KPI reports, to include visual presentation of statistics, will be published quarterly on the
NDTP website.
• KPI activity data will be presented regularly to the members of the CAAC.
Below are the KPIs for the first Quarter of 2016. Two meetings of the CAAC took place in this
quarter in February and March.
Consultants Division, NDTP – KPIs Quarter 1 2016
Data available as at 29th
April, 2016 Page 16
Data available as at 29th
April, 2016 Page 17
Attendance Management – February, 2016 (Action 5.6)
Target
February
2015
Full Year
2015
Previous
Month
February
2016
YTD 2016 % Medically
Certified
(February 2016)
Absence
Rates
3.50%
4.56%
4.21%
5.01%
4.76%
4.88%
85.18%
Latest monthly figures (February 2016)
The February rate at 4.76% is down on the January rate. Previous February rates were 6.21%
(2008), 4.97% (2009), 4.74% (2010), 4.91% (2011), 5.12% (2012), 4.83% (2013) 4.87% (2014) and
4.56% (2015).
Health & Social Care Professions Update – Evidence and Knowledge (Action 5.9)
• The call for abstracts has issued in preparation for the next Research Conference on 16th
November, 2016.
• Work is on-going on the development of a data base of research active HSCPs.
Data available as at 29th
April, 2016 Page 18
Performance Achievement (Action 6.4)
A number of workshops were held in March and April with HR staff, Senior Managers and Union
Officials to outline the approach to Performance Achievement in line with the commitments in
our People Strategy 2015-2018 and to get their input and feedback. Approximately 150 staff
participated in the workshops and there was very positive engagement on the questions
discussed with very useful comments made. Overall, there was a very positive reception for the
revised approach and a desire that we now move forward with relentless implementation.
National Mediation Service update (Action 6.5.1)
A central access point for the Mediation Service across the HSE has been established with the
aim of providing timely access to the service, information and advice to managers and staff
across our Health Service. For further information call: 046-9251255 or Email:
Our webpage has been updated promoting the Mediation Service as the preferred, effective
and positive way to resolve issues, difficulties and disputes in the workplace:
http://www.hse.ie/eng/staff/Benefits_Services/Mediation_Service/
National Investigation Unit update (Action 6.6)
Working Group
The Human Resources National Investigation Working Group meeting was held on the 11th
April
2016 and the Agenda was as follows:
• Review of Minutes from last meeting Group
• Draft Guidelines on Establishing and Conducting Human Resources Investigation Teams
• Human Resources Investigators Listening Sessions 21st March 2016
• Employee Relations Managers meeting 15th
March 2016 - Update
• Listening Sessions - Trade Unions, Employee Relations Managers, & Senior HR Management
Team – 30th
May 2016
• National Pre-Screening Investigation Document
• Human Resources Investigators – Accreditation and Regulatory Body
• Mediation improvements and organisational shared learning – Update from December 2015
National Panel of Mediators meeting
• Human Resources National Investigation Unit - Branding
• Human Resources National Investigation Unit – Online Project
• Dedicated Investigators Proposal – in conjunction with NIMLT
PRIORITY 6 PERFORMANCE
Data available as at 29th
April, 2016 Page 19
Human Resources National Investigations Unit – online project
A participant on the Human Resources Future Leader Programme has been appointed to work
on the “As Is” mapping process in relation to complaints handling and is hoping to meet with all
Employee Relations areas to map out the process. One area has been completed and this has
proved to be a very worthwhile process documenting the good work done to date on the
manual side of the process. This work will contribute significantly to the design phase of the
on-line system.
Employee Relations Managers
HSE Employee Relations Managers met on 6th April 2016 and the Human Resources National
Investigations Unit process was discussed as an agenda item. The Employee Relations Managers
agreed to meet on 22nd
April 2016 to formulate and submit a composite document to the
Human Resources National Investigations Working Group. This document will be submitted for
Legal review together with all other feedback received.
Human Resources Investigator Listening sessions
Listening Sessions were held on 21st
March 2016 with all Human Resources Investigators on the
current National Panel. This was the first time the group of existing investigators had met. A
report has been formulated and sent to the attendees. This report will form a basis for work
outputs over the coming months.
Human Resources Trade Union/Employee Relations Managers/Senior HR Management Team
Listening sessions
Listening Sessions for all Trade Unions/Employee Relations Managers and the Senior HR
Management Team have been arranged for 30th
May 2016.
Joint Information and Consultation Forum
A presentation was made to the Joint Information and Consultation Form on 14th
April 2016 in
relation to the Human Resources National Investigations Unit and an update given in relation to
all strands of work being undertaken. Further consultation with all stakeholders will take place
in the coming months.
Further Information/Ideas:-
If you wish to contribute any ideas/suggestions, or are interested in this area and have any
feedback, we would like to hear from you. Please email: [email protected]
Data available as at 29th
April, 2016 Page 20
PNA conference 15th
April, (Action 7.6)
Annual PNA Conference (Action 7.6)
The annual PNA conference was held in on 15th
April, 2016 with a detailed communication
around the People Strategy. A request to convert temporary to permanent was made and this
is being actioned at present in conjunction with the Mental Health Division.
Review of the Public Service Sick Leave Scheme (ERAS Team) (Priority Action 7.9)
As part of the Department of Public Expenditure and Reform’s Review of the Public Service Sick
Leave Scheme which is currently underway, DPER is engaging with a range of stakeholders in
order to gather their views on the operation of the new scheme. The health sector is
represented at these discussions by CERS and Department of Health. DPER has also met with
ICTU, which represents the majority of public servants, in order to give an overview of the scope
and timing of the review, the main issues as seen by DPER, and to allow any concerns/ issues
with how the scheme is operating to be raised.
The Sick Leave Review comprises 3 distinct phases:
Identification of Issues (Phase 1)
Options analysis (Phase 2)
As part of phase 2, data was collected from each sector to inform the DPER analysis of preferred
options.
To Be finalised (Phase 3)
DPER have now completed phase 1 and 2 of the Review and have commenced phase 3. DPER
recently held a workshop with the sectoral representatives to discuss the desired future state of
TRR and is considering proposals in light of the feedback provided. Further meeting(s) under
Phase 3 will take place to examine the desired future state of the following elements of the
Scheme: the four-year “Look Back” and Critical Illness Protocol (CIP). Information is currently
being sought from the Occupational Health Physicians in the health sector on proposed
amendments to the CIP.
Job Evaluation
Engagement is ongoing between HSE and IMPACT regarding the reestablishment of a Job
Evaluation Process as provided for in the Lansdowne Road Agreement. The general discussions
currently underway include the following;
a. Reestablishment of the process from 1st
June 2015, with initial concentration being on the
following groups:
1. Those who were in line for job evaluation at the suspension of the previous
process in 2008 and who still remain live,
2. Cases emerging from the regularisation appeals process
PRIORITY 7 PARTNERING
Data available as at 29th
April, 2016 Page 21
3. Grade III clerical staff.
The process of putting in place the necessary structures to facilitate the reopening of the
scheme are ongoing, with same centering on appointing a project manager, up skilling of
appropriate personnel to conduct the exercise on behalf of the management side and
outstanding matters in respect of methodology of filling posts that might be identified through
the process as meriting upgrading.
Separately, contacts are continuing with SIPTU with regards to reopening of the scheme that
previously existed in respect of support grades.
Other Lansdowne Road Agreement that are currently live include:
i. The matter of measuring all hours worked for nurses as provided for in the LRA, a
meeting is to take place in the near future.
ii. Intern programme – the feasibility or otherwise of same is being currently looked at
with the possibility of running a further such programme for support staff grades in
the period up to end 2017.
Ambulance Services
There are currently a number of areas that are a cause of discontent within the ambulance
service and which have the potential to cause industrial relations difficulties in the period
immediately ahead. These include the following:
a) Non publication of report in respect of Ambulance Capacity
b) Staffing of ICV services
c) General staffing levels.
Engagement in respect of these matters is ongoing between the HSE and SIPTU.
Additionally, SIPTU have served notice in respect of staff employed in the control centre,
Tallaght for the commencement of Industrial Action.
NASRA who are not recognised as having negotiating rights for Ambulance Personnel, have
served notice of the taking of Industrial Action in the Midlands area with effect from May 3rd
.
Ambulance management have written to this group, advising in the strongest possible terms
that they don’t have the appropriate recognition and any taking of action by them will be
challenged at all levels by the Executive.
Temporary Assignment Circular
The relevant circular giving effect to the pay arrangements for those undertaking higher duties
by way of temporary assignment as set out in HSE Circular 17/2013 has issued.
Community Healthcare Organisations
Following approval from the Department of Health with regard to the filling of additional posts
and finance and HR, the process of filling these posts is now underway. This is in addition to the
Data available as at 29th
April, 2016 Page 22
previously held competition in respect of the filling of divisional heads, the process of which has
now moved on to the offering of positions to successful candidates.
Emergency Department Issues
The relevant Circular giving effect to the provisions of the WRC facilitated outcomes of
December 14th
and January 11th
has issued, an implementation group continues in place and the
WRC are maintaining an involvement on a monthly basis to assist the parties in putting in place
the provisions of the circular.
Data available as at 29th
April, 2016 Page 23
HR National Employee Helpline (Action 8.5.1)
The National HR Employee Helpline was established in response to the anticipated publication
of the National HR People Strategy, in which Priority 8 outlines the goal to “develop a strong
customer service focus within HR to respond in a consistent and efficient manner to the needs
of service managers and staff”.
Since the service commenced in November 2015, Quarter 1 saw a rise in activity levels of over
300%. Contacts are made via email or the low call number (1850 444 925). 76% of contacts
made in Quarter 1 were via the low call number, the remaining 24% were via email. 68% of
contacts made were from the CHO network of services.
55% of overall activity was general HR queries relating to leave entitlement, terms and
conditions of employment etc. Payroll and pension queries made of 23% of the overall Helpline
activity, in particular employees raised concerns regarding access to information on the
pension. Recruitment queries raised 15% of activity, transfer opportunities and procedures
being the most widely raised issue among employees within this category of query raised. The
remaining 7% of contacts made were not related to HR and were re-directed as appropriate.
HR Circulars (Action 8.8)
HR Circular 007/2016 re Agreement facilitated under the auspices of the Workplace Relations
Commission between the HSE and INMO on 14th
December 2015 including revised proposals on
11th
January 2016
HR Circular 008/2016 re Labour Court Recommendation 21104 – Temporary Arrangements for
temporarily assigned staff.
All of the above Circulars are available on the following link:
http://www.hse.ie/eng/staff/Resources/HR_Circulars/hrcircs2016.html
Excellence through People Accreditation for HR Service (Action 8.12)
Work continues across the Division with each Working Group preparing for audit in May 2016.
HSE Change Hub – (Action 8.19)
The HSE Change Hub has collaborated with the Royal College of Surgeons to share the learning
from the Service Improvement Initiatives undertaken by the graduates of the MSc Programmes
in Health Services Management, Leadership and Quality in 2015.
PRIORITY 8 HUMAN RESOURCE PROFESSIONAL SERVICES
Data available as at 29th
April, 2016 Page 24
All thirty four initiatives uploaded to the Change Hub’s Case Study Repository are listed below.
Of note this year, is a focus on Patient Flow. To this effect, a new Patient Flow Tag has been
added to the Case Studies Tag list.
All Initiatives were planned and implemented using the HSE Change Model (HSE, 2008)
“The Health Service Executive organisational development model was used to guide the change,
because it enabled staff to work together using a consistent approach to improve the experience
of service users. This was central to the success of the project”
To access the initiatives, please log onto www.hseland.ie, select the Change Hub, select the
Case Studies Tab on the Welcome Page. First time visitors to the Change Hub should register
first on www.hseland.ie
Acute Hospital Setting
• The Wait is Over - Interventions to Reduce the Electromyography Waiting List
• Integrated Care Pathway for COPD: A Multidisciplinary Quality Initiative
• I.R.I.S.H (Irish Renal Instance Single Health Record)
• Hand Hygiene Education and Training Improvement Strategy in an Acute Hospital
setting
• Implementation of a Day of Discharge Patient Information Leaflet: A User Engagement
Initiative
• Introduction of a Paediatric Early Warning System – a Level 2 Hospital Experience
• Implementation of Lean, cost saving, process improvement for the detection of C.
Difficile in a large Microbiology laboratory
• Time Wounds All Heals – a New Foot Care Pathway
• Introducing the availability of CPAP for use on infants with Bronchiolitis in a PHDU
• Implementation of Integrated Discharge Planning in an Acute Hospital
• Foundations for Governance; designing and preparing for Clinical Directorates in a
model 4 Hospital
• Introduction of Patient Reported Outcome Measures (PROM) to a Multi-Disciplinary
Team (MDT)
• Preventing Health Care Acquired Infections through an Education Programme for
Nurses
Primary & Community Care Setting
• Redesign of GP Primary Clinic in an Irish Prison
• Partners in Care - Introducing the LEARNS-DECIDER Shared Decision Making Framework
to Optimise Patient-Practitioner Concordance
• Clinical Governance Implementation in a Private Health Screening Service
• Preventing Bungee Jumping in Healthcare – Quality and Safety Structures in Community
Health
• Know Your Medicines – Implementation of a Patient Centred Service in a Community
Pharmacy
Data available as at 29th
April, 2016 Page 25
• Workload Management in Primary Care Occupational Therapy Service
• Reduce Resistance - an Antibiotic stewardship program in a Public Dental Service
Health & Wellbeing
• Introducing People with Chronic Conditions to Self- Management Education
• Implementing the HSE Calorie Posting Policy with Catering Providers
Social Care
• Is it Safe to Feed? Establishment of a Dysphagia Management Programme to Nursing
Homes as part of a SLT Initiative
• Introducing Reflective Practice Groups for Frontline Staff in Services for Adults with
Disabilities
Mental Health
• Advancing Recovery in Adult Mental Health Inpatient Services in Ireland
• Establishing a Physical Health Monitoring Service for Patients on Depot Antipsychotic
Medication
Support Services
• The Implementation and Evaluation of Clinical Skills Teaching using Advanced
Mannequin Simulators
Rosarii Mannion
National Director Human Resources
