national hr report march 2019 hse national hr directorate ... · the leadership, education &...

January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR

National HR Report

March 2019

HSE National HR Directorate Leaders in People Services

March 2019 Monthly HR Report Follow us on twitter: @HSE_HR

People Strategy 2019 – 2024 (Action 1.1)

The refreshed People Strategy sets out a very challenging and ambitious agenda of change. Based on

input to date and an extensive level of consultation, the HR National Leadership Team has set out the

high level actions in the People Strategy. The draft documentation has now been widely shared across

the system for further consideration. A detailed Action Plan has also been developed as a working

document to support implementation. The latter includes details on dependencies, key deliverables,

levels of responsibility and time frames. Implementing the People Strategy will require collaboration

across the system and it is positioned to deliver on Sláintecare and Public Sector Reform. It will also be

significant in the context of the emerging Regional Integrated Care Organisations.

Health Service Leadership Academy Leading Care Programmes Update (Action 1.3)

Leading Care III continued this month with participants submitting their first assignment and attending

their second residential. The second residential focused on Human Resource Management. This

module aims to introduce participants to the principles of Strategic Human Resource Management

(SHRM). This module draws on organisational behaviour, social psychology, human resource

management and strategic management to provide a framework for the creation of a culture that will

provide optimal patient and service-user outcomes. Leading Care III is for those new to management or

aspiring towards a management role, it is also open to those at a more senior level who wish to

undertake the programme. Leading Care III is a nine month programme which leads to an IMI Diploma

in Management and a Postgraduate Certificate awarded by UCC. Also this month we had a faculty

training day for both cohort directors and Learning Set Advisors of Leading Care I Cohort 3. Finally,

developments have progressed to create an Alumni Forum on the Virtual Campus which went live this

month. The graduates from Leading Care I Cohort 1 are the first alumni to have access to the Alumni

Forum. We will hold our first Alumni Gathering next month.

Leaders in Management Programme (LIM) - (Actions 1.7, 1.11, 1.13)

The Leadership, Education & Talent Development (LETD) national programme group for the Leaders in

Management programme met in March. The course modules, documents and evaluations were

reviewed and updates are presently underway.

A Leaders in Management programme commenced in the Regional Education Centre, on 27th and 28

th

March. Twenty six participants from CHODNCC, CHO8, CHO1 and RCSI Hospitals attended the

programme.

The final day of the Leaders in Management which commenced in October 2018 took place in the

Regional Education Centre, Ardee. Amongst the invited guests were Mary Walshe, CO, CHODNCC

and Pat Bennett, CO, CHO8 seen here at the Health Services Change Framework stand.

Day 5 and 6 of Leaders in Management (LIM) taking place in Tayleur House, Portrane was held on 6th

and 7th March. On day 5 participants had an opportunity to attend project clinics. The project clinics

were supported by members of the Quality Improvement Division, Project Managers from CHODNCC

and Programme Managers from the RCSI Hospitals.

Both days were highly rated with 82% of participant citing both days as excellent.

PRIORITY 1 LEADERSHIP & CULTURE


The current Leaders in Management programme in Tullamore which commenced in February continued

with two further day’s facilitation in March. This eight day programme is due to conclude in June when

participants will present their innovative projects to the group and their line managers and discuss their

journey and learning while undertaking the programme.

LETD Dublin North East would like to take this opportunity to wish Mary Walshe every good wish on her

retirement and to thank her for all her support to the Leaders in Management Programme.

People Management the Legal Framework (PMLF) – (Action 1.7)

Two People Management the Legal Framework programmes were facilitated in St. Mary’s, Phoenix

Park, Dublin and in Naas during March with 35 managers attending. This programme provides the

knowledge to enable Line Managers to understand and operate key human resource policies and

procedures to improve employee performance, motivation and commitment and thus contribute to high

quality patient care.

Newly appointed managers from Primary Care Reimbursement Service (PCRS) completed the People

Management the Legal Framework (PMLF) programme in PCRS Finglas, Co. Dublin. The programme

was facilitated by Allyson Donnelly Employee Relations and Thelma Pentony. The programme was

rated very highly.

People Management Legal Framework (PMLF) programmes were also held in Stranorlar and Galway

with Leadership, Education & Talent Development (LETD) staff collaborating with local HR managers.

Managers from SSWHG and Cork Kerry Community Health Care attended the two-day People

Management the Legal Framework programme in Cork also In March managers from across various

disciplines and services of St. Luke’s Hospital Kilkenny attended the second day of the People

Management the Legal Framework programme.

First Time Managers Programme (Action 1.7)

A First Time Managers Programme was held for newly appointed managers in the Primary Care

Reimbursement Service (PCRS). Twenty participants completed the programme which was held in

PCRS Finglas, Co Dublin.

Day 3 and 4 of First Time Managers Programme scheduled for the Regional Education Centre, Ardee,

Co. Louth took place on 20th and 21

st March.

The programme received very positive feedback with 85% of the group testifying that they would

recommend the programme to colleagues.

A First Time Managers programme was completed in Sligo while two more commenced one in Limerick

for CHO services, and one in Letterkenny for both Saolta and CHO managers.

Day 1 of the 4-day First Time Managers Programmes commenced in March in St. Mary’s in the Phoenix

Park, Dublin with the remaining three days due to be held in April and May.

Health Business Service Managers participated on the third day of First Time Managers in Cork.

Change Management Support continues to be provided to teams undergoing large or small scale

change. Support was provided to a number of national teams during March and a team from Community

Healthcare Midlands Louth / Meath.


Team Development support in the form of bespoke team interventions tailored to the specific needs of

the team was provided to teams from Midland Regional Hospital, Portlaoise during March.

Action Learning Set Facilitation was provided to teams from Community Healthcare Dublin South,

Kildare & West Wicklow, Community Healthcare Midlands Louth/Meath and managers participating in

the current Leaders in Management Programme in Tullamore.

The Leadership, Education & Talent Development team in the south delivered an Introduction to

Leadership workshops to HSE funded Final Year Clinical Psychology trainees in UCC.


Anti-Bullying Awareness / Respect at Work

Following the great success of the National Anti-Bullying Awareness Day on 28th February 2019,

feedback has been received both from the symposium and from the local sites. A thematic analysis is

being undertaken and near completion that will highlight the issues of greatest concern to the staff.

Based upon research ion specific professional groups, National HR are engaged in elements of

addressing bullying issues in the certain areas which include:

1. Taskforce to address bullying in NCHDs,

2. The establishment of a taskforce to address bullying in the areas of Nursing and Midwifery, and,

3. The development of a research project to explore this phenomenon in staff from admin /

management.

Additional work is underway such as:

• National HR will also establish a group to review the current policies and align with staff surveys and

international evidence for best practice.

• The presentations from the symposium have been recorded and are now available on HSELanD.

In response to staff requests, a road show is being established to meet locally with regional areas and

offer a synopsis of the presentations from the symposium. This session will also trial a workshop to offer

staff the opportunity to develop self-resilience. This will also reaffirm the services available to staff if

required.

Staff Engagement (Action 2.1)

National Staff Engagement Forum

The National Staff Engagement Forum meeting took place on 5th March. The focus of this meeting was

for Forum members to reflect on their personal journey, where they are at now and what they want to

focus on for the remainder of the year. A very interactive session followed and themes were identified

for groups to work on: Bringing it back (the work of the forum); Communication (to a wider audience and

capturing existing campaigns, roadshows, etc); Local Peer Review; Engaging with Leaders (showcasing

the Forum at local Management meetings); Real engagement with HSE Management; The power of

One; Welcoming (new and existing staff).

Updates and presentations on the successful Anti-bullying day; ‘Restart a Heart’ and Slaintecare were

welcomed and very informative.

The next meeting of the Forum is Thursday 13th June 2019.

National Ambulance Service

PRIORITY 2 STAFF ENGAGEMENT


The first meeting of the NAS Staff Engagement Co

March in Ballinasloe. It has been agreed that NAS East Staff Engagement Groups will be set up in 3

areas due to the geographical spread of the ambulance personal in this area. If you would like to be part

of any of the area groups East; West; South & NEO

Strategy Development

The updated document ‘Engaging Health Staff

and has been sent to the Leadership Team for review. Thi

the Staff Engagement website shortly

A new document ‘Reflecting Common Themes between the National Patient Survey 2018 and your

Opinion Counts Health Sector National Staff Survey 2018’

and is with the Leadership Team for final review. This document illustrates the importance of staff

engagement efforts as vital human resource tools in healthcar

between staff and patients is recognised through this document and the previous analysis of themes.

This document will also be available on the Staff Engagement website under ‘resources’ tab.

Staff Survey ‘Your Opinion Counts 2018’ (

All of the approximately 90 customised Staff Survey reports have now issued. IPSOS are currently

producing an infographic of the National results that will shortly be available for printing locally.

Individual hospitals, CHO’s, Divisions etc can also request their own customised infographic of their

results at an additional cost please contact Breda O’Dowd for more informati

IPSOS have also produced a ‘

presents an overview of the results across all survey themes, and focuses exclusively on the fi

a total sample level. This report has been circulated to the Leadership Team and will shortly be

available to all Staff at www.hse.ie/staffsurvey

Diversity Accreditation

We are working with the Irish

accreditation to organisations in the area of Equality, Diversity & Inclusion. The Irish Centre for

Diversity is supported by IBEC

The Investors in Diversity programme offers a structured framework to improve diversity practices and

culture across an organisation. The framework provides the tools and services to measure and inform

on workplace Fairness, Respect, Equality, Diversity Inclusion and Engagement.

There are 3 levels of awards Bronze, Silver and Gold. We are i

Silver Award for the National HR HSE Division. The acquisition of this award w

HSE is an organisation that has effective & fair policies, staff who feel valued & respected working in

culture of fairness and respect as a result.

Staff Engagement - LETD

Monthly HR Report Follow us on twitter: @HSE_HR

The first meeting of the NAS Staff Engagement Co-Ordinators Oversight Group took place on 28



of any of the area groups East; West; South & NEOC please contact [email protected]

Engaging Health Staff – Strategic Plan’ is in the final stages of development

and has been sent to the Leadership Team for review. This document will be available for download on

the Staff Engagement website shortly www.hse.ie/staffengagement.

Reflecting Common Themes between the National Patient Survey 2018 and your

n Counts Health Sector National Staff Survey 2018’ is also in the final stages of development


engagement efforts as vital human resource tools in healthcare services. The symbiotic relationship



ion Counts 2018’ (Action 2.2)


of the National results that will shortly be available for printing locally.


results at an additional cost please contact Breda O’Dowd for more information

IPSOS have also produced a ‘Report of Findings’ on the 2018 Staff Survey results.

presents an overview of the results across all survey themes, and focuses exclusively on the fi

This report has been circulated to the Leadership Team and will shortly be

www.hse.ie/staffsurvey

We are working with the Irish Centre for Diversity www.irishcentrefordiversity.ie


IBEC and the DCU Centre for Excellence in Diversity.



workplace Fairness, Respect, Equality, Diversity Inclusion and Engagement.

There are 3 levels of awards Bronze, Silver and Gold. We are initially working towards the

Silver Award for the National HR HSE Division. The acquisition of this award w


culture of fairness and respect as a result.

Ordinators Oversight Group took place on 28th



[email protected]

is in the final stages of development

s document will be available for download on

Reflecting Common Themes between the National Patient Survey 2018 and your

is also in the final stages of development


e services. The symbiotic relationship




of the National results that will shortly be available for printing locally.


on [email protected]

Staff Survey results. This report

presents an overview of the results across all survey themes, and focuses exclusively on the findings at

This report has been circulated to the Leadership Team and will shortly be

www.irishcentrefordiversity.ie which provides


and the DCU Centre for Excellence in Diversity.



workplace Fairness, Respect, Equality, Diversity Inclusion and Engagement.

nitially working towards the Bronze and

Silver Award for the National HR HSE Division. The acquisition of this award will help ensure that the



A member of the Leadership, Education & Talent Development team in the south attended a HSE Work

Positive CI Report Briefing Session on 4th March in Kilkenny.

Workplace Health and Wellbeing Unit

Occupational Health Services

Standards for Occupational Health Services will be assessed in Q2/Q3 2019.

Doctors Integrated Management E-System Compliance

The Doctors Integrated Management E-System continues to be supported by the WHWU. This

programme allows doctors to upload confidential medical information relevant to their work on one

system that can be accessed by all relevant Occupational Health Departments.

A recent report issued in March 2019 showed that 15 organisations across the HSE have 100% of their

total NCHD’s as passed fit on DIME. A further 26 organisations have passed 80% of their total NCHD’s

as fit for work on this system.

Employee Assistance Programmes

A review is being conducted of services available to employees throughout the HSE.

Rehabilitation Programme

The Rehabilitation Policy is due to have legal review. A support booklet for employees is currently in

development.

Repatriation of Workers from Ebola Affected Areas

The draft specific guidance for repatriation of workers from areas affected by Ebola is complete.

Consultation has taken place with the National Ambulance Service team and the National Infectious

Disease Unit at the Mater Hospital.

Health and Safety

The Health and Safety Department are currently holding a series of Risk Assessment workshops.

Following the initial advertisement, it was noted that demand was significant. Eighteen workshops are

currently confirmed. Additional sessions are to be held in the future.

Activity Report – March 2019

New Documentation Launched

• Clinical Waste Prompt Sheet

Documents Reviewed, Updated and Published on Website:

• Checklist CF:038:00 re: OSH Training Terms & Conditions

• Level 1 Audit Tool-For-Ward/Department Level

Documentation in Development


• HSE Policy on the Classification Packaging Marking And Labelling Of Pharmacy Wastes generated

in the Pharmacy Department

• HSE Guidelines for the Preparation of Patient Specimens and other Biological Materials for

Transport

• Guidance on Night and Shift Workers

• HSE Policy for Health Surveillance in Healthcare Workers

• Locally Co-ordinated Training Request Form

Policies Currently with NJC

• HSE Policy and Procedure for the Management of Intoxicant Misuse

During the month of February the following activity was recorded:

Activity No.

Attendee

Health and Safety Helpdesk

Total Number of calls logged, representing the following: 292

Training 177

Audit & Inspection 3

Information & Advice 108

Policy 4

Total Requests Resolved 214

NHSF Training, Workshops, Seminars, Meetings etc

Course Title No of Courses No of Attendees

Risk Assessment Workshops 2 50

Occupational First Aid (incl Refresher

Programme)

2 16

Manual Handling (PMH/IMH) Ex South East 12 108

Manual Handling (PMH/IMH) South East 19 187

PMH Instructor Refresher 2 18

Management of Actual Aggression 1 14

Violence & Aggression (SE only) 3 27

HS82 – Audit Workshop – Level 2 (SE only) 1 16

Total Number of Courses Coordinated 42


Total Attendees 436

NHSF Audit Programme

Total Number National Level 1 Audits

First Time Audits 1

In the following locations: Navan

Total Number Safety Committee Audits

Letterkenny University Hospital 1

Other

Pre Level 2 Workshops for Acute Services – University of Limerick

Hospital Group

1

• Planning Pre Level 2 Workshop for Acute Services and Pre Level 1 Workshops for CHO areas.

• Auditors working on Level 3 Audit.

Key Projects

• Introduction of ISO 45001:2018 for NHSF

• Collaboration with NHSO, HSA and Waste Contractor re: Guidance on Ebola Waste Consignments – Category A Infections Substances Affecting Humans’-(Repatriation of Irish Citizen)

• Midlands Louth Meath CHO Mental Health Service Project Steering Group

• General Risk Working Group

• Membership of WHWU Risk Register Working Group

• HSE/DKIT PMAV Steering Group Meeting

• Management of Work Related Aggression and Violence Training Project Group

• Medical Gases Training Procurement Project

• Manual Handling Staffing: - OGP framework rollout, documentation, strategic group, instructors group, instructor survey

• Finalisation of Risk Assessment Workshop presentation and documentation to standardise the national approach

• Risk Register Working Group

• Chemical Safety Training Procurement Project

• Project Initiation on two e-learning modules: (1) Sharps and (2) Health, Safety and Security

• Procurement of Medical Gas E Learning Licenses

• Dashboard Project

• Providing ongoing support to the Health & Safety Officers assigned to the CHO


areas.

• Work Positive CI (WPCI) Project: Collaborating with South East Community

Healthcare on a pilot of Work Positive CI. Intensive work with our colleagues in

HR, Health Promotion & Improvement and Health and Wellbeing, to prepare

SECH for the pilot. Launch due on 11th March across SECH with 5,104 staff.

Employee Relations

The Employee Miscellaneous Provisions Bill 2017 passed into law on 4th March 2019. The purpose of

this bill is to address casualisation in employment.

Workforce Planning

The HSE National Oversight Group agreed terms of reference. Action plans are due to be submitted by

the end of Q2 2019. Project risks have been escalated.

HR. Wellbeing

[email protected] continues to be the point of contact for staff with queries regarding employee

wellbeing within the HSE.

Management of Aggression and Violence in the Workplace

Ensuring the safety of employees and service users is a priority for the HSE. Considering this the HSE

have established a Steering Group to support the proactive management of the issue of aggression and

violence in the workplace. The Steering Group held an initial scoping discussion on 25th March with a

follow up meeting planned for 8th April.


Staff Training on SAP HR System

The SAP HR system is widely used to record Staff Training and is an exceptional reporting tool which

can be used to report on mandatory training, individual training & qualifications and costs incurred.

There are extensive catalogues already available in the system and reports may be produced at

individual employee level, by HLD, service area / division / cost centre or by Training event/Group.

For HR Managers not currently using this module with an interest in maximising the benefits from the

SAP HR system while at the same time eliminating unnecessary rework, please contact your local SAP

HR Office.

Leadership Education & Talent Development – Programmes (Actions 3.6, 3.17)

Clerical Administration Development Programme (CADP)

The first two days of the 3-day Clerical Administration Development Programme were facilitated in

Tullamore for clerical administration staff. This programme aims to support clerical administrative

grades in their development and includes the following modules: Overview of the HSE; Service User &

You; Time Management; Teamwork; Assertiveness; Managing Conflict & Resilience; Effective Meetings

& Minute Taking; Service Improvement Initiative.

Day 1 and 2 of the Clerical Administration Development Programme was held on 26th and 27

th of March

for clerical and administrative staff members. The content of this programme has been reviewed,

updated and standardised at a national level by representatives from all four regional areas of

Leadership, Education & Talent Development (LETD), and this is the first time that the revised

programme has been delivered in the Dublin North East region. Sixteen participants attended the

programme, which was held in the Regional Education Centre, St. Brigid’s Complex, Ardee, Co. Louth.

Day 3 of the programme will be held on 14th May. As part of the programme, all participants are

currently implementing service improvement initiatives within their teams/departments. They will be

invited to share the outcomes of their projects via a poster presentation session on Day 3, and this will

also be attended by their line managers.

Day 1 and 2 of the Clerical Administration Development Programme took place in Kilkenny on 27th and

28th March.

Coaching

Employees continue to be supported by Leadership, Education & Talent Development through one-to-

one Coaching. On-going support for coaches is available through Coach Supervision. Supervision was

provided to three coaches during March.

1:1 Coaching supports continue to be facilitated for staff of all levels and disciplines across CHO 5, Cork

Kerry Community Health Care and SSWHG.

Coaching Skills for Managers

Day 2 of the Coaching Skills for Managers Programme, which commenced in February in Tullamore,

took place in March. At the end of this programme participants have an understanding of the principles

PRIORITY 3 LEARNING & DEVELOPMENT


of coaching, have further developed an awareness of their current preferences and management style

and its impact on those they manage.

Coaching Skills for Managers took place in Galway and participation and interest in the course was

evident.

Customer Care Programmes

Two Customer Care Sessions were provided to staff in Midland Regional Hospital Tullamore during

March.

A Dignity at Work session took place during March for Health Business Services (HBS) staff in

Tullamore.

A Stress Management & Building Resilience workshop took place on 28th March in Waterford.

This workshop helps participants to understand the nature of stress, increase their awareness of the

need for stress management, identify own stressors and develop positive coping strategies, build

resilience and handle stress in their lives.

SKILL (Securing Knowledge Intra Lifelong Learning) Programme

A group of Home Care Workers from Donegal completed the Care Skills and Care of the Older Person

modules. They are now working on their assignments and will submit these in the coming weeks.

Induction /Pre-Retirement Programmes

An Employee Induction programme took place in Naas during March with the aim of assisting new

employees in the introduction to the wider organisation. The Line Manager is responsible for scheduling

and releasing staff to attend Employee Induction training.

Induction and retirement planning days were held in Letterkenny, Sligo and Mayo. Guest speakers from

health and wellbeing, our local HR leaders etc. enabled these courses to link staff with key people and

policies etc. Below is a comment from a staff member who attended one of our retirement planning

days.

“I attended the retirement planning day yesterday in Sligo. It was the first time I was ever thanked by

the HSE for my contribution so I would like to acknowledge that and thank you”.

A Pre-Retirement Programme was held on 5th March. Twenty eight participants attended the

programme which was held in St. Mary’s Hall. This multi-disciplinary group of twenty eight included

participants from Finance, Nursing & Midwifery, HR, Mental Health Services, Social Work and

Physiotherapy.

The day concentrated on the different areas of retiring with a focus on the transition to retiring and the

financial situation that each person should be aware of before and after retiring.

Feedback from the day included: “Thanks for organising this training- good to get time out for reflection

and forward planning”, “It is a good service to provide to people who are retiring”.

HSELanD

New Irish Maternity Early Warning System (IMEWS) module is now out


Do you look after pregnant or postpartum women? This module will support all healthcare staff who take

observations of pregnant or postpartum women whether they present to a maternity hospital/unit or an

acute hospital.

The National Women and Infants Health Programme are delighted to launch the new HSELanD Irish

Maternity Early Warning System (IMEWS) module. This was developed in conjunction with the updated

National Clinical Guideline IMEWS V2.0 which was quality assured by the Department of Health’s

National Clinical Effectiveness Committee (NCEC) and endorsed by the Minister for Health.

This module provides the background information on the physiology of pregnancy, how to use the

IMEWS chart, how to escalate care and how to communicate escalation. This module will take

approximately 60 minutes to complete and attracts 1 NMBI CEU for nurses and midwives and 1 CPD

credit for doctors. New Irish Maternity Early Warning System (IMEWS) module is now out

New GDPR E-Learning Programme

The HSELanD team is currently working with the National Data Protection Officer and his team to

develop an on line e-learning module to support Health Services staff with GDPR related matters. This

eLearning programme will make staff aware of their responsibilities under GDPR so that they will

improve the way they process data and keep it secure. We are aiming to have this eLearning

programme completed, operational and available on HSELanD by 1st May.


Develop an Integrated Multi-Disciplinary Workforce Planning Framework (Action 4.1)

The ‘People Strategy’ sets out to develop an integrated multi-disciplinary workforce planning framework

based on best practice to add value, attract and retain talent and deliver on organisational goals. The

‘‘National Strategic Framework for Health and Social Care Workforce Planning’ sets out an 18 month

action plan with a focus on initial implementation, for which work is continuing, in collaboration with the

Strategic Workforce Planning and Intelligence Unit. To support the work under the Framework

Implementation Key Action Area 3; Operationalise workforce planning in the health sector, an analysis

is currently being undertaken of the results of the Workforce Planning Survey that was conducted during

the month of December to inform the development of supports and resources to support workforce

planning across the services.

Work is on-going on the development of an e-learning module on the Fundamentals of Workforce

Planning with colleagues in Learning, Education and Development, as a first step to support the

development of strategic workforce planning into the future. In addition, a further key step is the

development of a series of Masterclasses on the Analysis and Interpretation of Data for Workforce

Planning for later in the year.

Supporting the work under the Framework Implementation Key Action Area 5; Build the evidence base

underpinned by research and evaluation, the unit is continuing discussion with the Department of Health

and the ESRI to identify synergies and complementarities in our work to support strategic workforce

planning into the future, harnessing and building on the evidence emanating from the data through the

ESRI.

To support the work under the Framework Implementation Key Action Areas 2; Communicate and

engage with stakeholders; building on our commitment to on-going engagement and the provision of

support to further progress workforce planning activities across the system meetings with Community

Healthcare Organisation Heads of HR and Hospital Group Heads of HR are scheduled to take place

during the course of Q2.

PRIORITY 4 WORKFORCE PLANNING


At the end of February 2019 Health Services employment levels stand at 118,096 WTEs. When

compared with the January 2019 figure (118,030 WTEs), the change is an increase of +66 WTEs

(+0.1%).

Pay and Numbers Strategy

As advised last month, the approach to the 2019 Pay and Staffing Strategy is underpinned by the

setting of WTE limits. In difference to last month, the limit that will reported against on a monthly basis,

will be 117,858 WTEs (i.e. limit excluding WTE associated with 2019 development funding of 1,269

WTEs and Pre-registration Student Nurse/Midwife Interns). The WTE limit table below provides the

detail for the overall health service WTE, and excluding Pre-Registration Student Nurse/Midwife Interns,

with variance to this latter WTE. Adjustments to this limit is expected and this will be notified as

appropriate to determine variance. The below table reflects the current position in regard to WTE limits

showing an overall variance of -396 WTEs to the limit. At divisional level the variance in Acute Services

is -158 WTEs, and in Community +87 WTEs, with variance of -325 WTEs across H&WB, Corporate and

National Services.

February 2019 WTE vs WTE Limit

Overarching key findings this month:

• Overall this month, there is growth of +66 WTEs. This is by far the lowest reported growth for

February in the last five years, with average growth in this month of 596 WTEs, with Nursing &

Midwifery staff category typically accounting for the largest growth historically (average of +330

WTEs).

• In contrast, the lower growth this month is due to the large decrease seen in Nursing & Midwifery (-

277 WTEs), attributable to the impact of the recent industrial action, and therefore is expected to be

a temporary decrease. Notwithstanding the fact that, as expected pre-registration nurse/midwife

interns grew by +159 WTEs. Additionally, expenditure on nursing agency continues to be a

Division/ Care Group WTE Limit WTE Feb

2019

WTE Feb 19 excl

Pre-Reg Nurse/

Midwife Intern

WTE Change

Jan 2019

Variance

Feb 2019 (Under -/ Over +)

Total Health Service 117,858 118,096 117,462 +66 -396National Ambulance Service 2,003 1,879 1,879 +3 -124

Acute Hospitals 58,447 58,851 58,414 -41 -33

Acute Services 60,450 60,730 60,292 -38 -158

Mental Health 9,808 10,009 9,883 +70 +75

Primary Care 10,982 10,810 10,810 -97 -172Disabilities 18,057 18,252 18,181 -16 +124

Older Person 13,188 13,248 13,248 +115 +60

Social Care 31,245 31,500 31,429 +99 +184

Community Services 52,035 52,318 52,122 +72 +87

Health & Wellbeing (H&WB) 609 581 581 +3 -28

Corporate 3,212 2,860 2,860 +9 -352

Health Business Services 1,552 1,607 1,607 +20 +55

H&WB, Corporate & National Services 5,373 5,048 5,048 +31 -325

PRIORITY 5 EVIDENCE & KNOWLEDGE


significant resource, and based on January 2019 expenditure data, the derived figure in WTEs was

assessed at 1,329 WTEs.

• Excluding pre-registration nurse/midwife interns, the WTE change this month would show a

decrease of -93 WTEs. Importantly however, excluding Nursing & Midwifery altogether the change

would be +342 WTEs. Applying this analogy to the last 5 years (i.e. excluding Nursing & Midwifery)

trends show growth at +266 WTEs in this month, however comparing to 2018 levels, February’s

growth was +175 WTEs. Therefore this month’s growth is higher than the average trend and that of

last year.

• The greatest increase this month was recorded in Patient and Client Care (+238 WTEs), with +96

WTEs of this growth in Home Helps. Notably, last month, Home Helps recorded the largest decrease

(-135 WTEs). These fluctuations require further analysis.

• The NCHD (in particular SHO/Interns) decrease seen last month, continues this month albeit at a

much lower level (-9 WTEs in total), again attributable to NCHD rotation. Therefore it would be

expected that these decreases will revert to increases over the forthcoming period.

• Overall this month, Acute Services are showing a decrease of -38 WTEs, Community Services and

increase of +72 WTEs, with Health and Wellbeing, Corporate and National Services showing a

collective increase of +31 WTEs.

• The Year-to-Date figure is +239 WTEs (+0.2%) while the year on year increase is +3,221 WTEs

(+2.8%). While this growth is less than previous years, it is influenced as outlined above, by the

decrease seen in Nursing & Midwifery. The HSE and Voluntary Agencies (Non-Acute) sectors both

recorded decreases from last month at -1 WTE (0.0%) and -26 WTEs (-0.2%) respectively while the

Voluntary Hospital sector increased by +93 WTEs (+0.4%).

Operations key findings this month:

• The change within Acute Services (as shown in the tables further below) this month is a decrease

of -38 WTEs. This compares to February 2018 growth of +345 WTEs and an average 5 year pattern

of +339 WTEs for this month. For reasons as outlined above, this is influenced by the decrease seen

in Nursing & Midwifery of -149 WTEs.

• Pre-registration nurse/midwife interns increased as expected by a further +112 WTEs this month.

Excluding this staff group, the change would have been -149 WTEs this month. Using the approach

outlined above, excluding Nursing & Midwifery altogether the change would be +111 WTEs. This

compares to +107 WTEs in February 2018 and an average of +105 WTEs over the last 5 years in

this month.

• The largest increase this month in Acute Services is in the Patient & Client Care staff category (+66

WTEs), with HCA’s accounting for +42 WTEs of this growth. Management/Admin also accounts for

+33 WTEs of the change, with the largest proportion in the Grade V-VII followed by Grade III & IV.

• Two of the Hospital Groups (HGs) and CHI are showing increases this month, with the largest

increase in CHI (+36 WTEs).Four HGs are showing a decrease, with South/South West HG showing

the largest decrease, attributable to the reduction in Nursing & Midwifery (-92 WTEs).

• The change within Community Services (as shown in the tables further below) this month is an

increase of +72 WTEs. This compares to February 2018 growth of +153 WTEs and an average 5


year pattern of +253 WTEs for this month. For reasons as outlined above, this is also influenced by

the decrease seen in Nursing & Midwifery of -121 WTEs.

• Pre-registration nurse/midwife interns increased as expected by a further +47 WTEs this month.

Excluding this staff group, the change would have been +25 WTEs this month. Using the approach

outlined above, excluding Nursing & Midwifery altogether the change would be +193 WTEs. This

compares to +73 WTEs in February 2018 and an average of +159 WTEs over the last 5 years in this

month.

• In similarity to Acute Services, the largest increase this month in Community Services is in the

Patient & Client Care staff category (+172 WTEs), with Home Helps accounting for +96 WTEs of the

growth. While the overall WTE levels are consistent, as referenced above, further analysis on the

movement would be of benefit.

• Five of the nine Community Healthcare Organisations (CHOs) are showing increases this month,

with the largest increase in CHO 8 (+71 WTEs). Correspondingly the largest decrease is in CHO5 (-

39 WTEs) attributable largely to Nursing & Midwifery (-57 WTEs).

By Division/ Care Group: February 2019

Division/ Care Group WTE Feb

2019

change

since Jan

2019

% change

since Jan

2019

change

since Dec

2018

% change

since Dec

2018

change

since Feb

2018

% change

since Feb

2018

Total Health Service 118,096 +66 +0.1% +239 +0.2% +3,221 +2.8%Ambulance Services 1,879 +3 +0.2% -9 -0.5% +36 +2.0%

Acute Hospital Services 58,851 -41 -0.1% +273 +0.5% +1,906 +7.7%

Acute Services 60,730 -38 -0.1% +264 +0.4% +1,942 +1.5%

Primary Care 10,810 -97 -0.9% -121 -1.1% +278 +2.4%

Mental Health 10,009 +70 +0.7% +111 +1.1% +180 +4.7%

Disabilities 18,252 -16 -0.1% -8 +0.0% +426 +3.7%

Older People 13,248 +115 +0.9% -57 -0.4% +195 +3.2%

Social Care 31,500 +99 +0.3% -65 -0.2% +621 +2.0%

Community Services 52,393 +72 +0.1% -75 -0.1% +1,079 +2.1%

Health & Well-being 581 +3 +0.5% +5 +0.9% -7 -1.2%

Corporate 2,860 +9 +0.3% +1 +0.0% +106 +3.9%

Health Business Service 1,607 +20 +1.2% +43 +2.8% +101 +6.7%

H&WB Corporate & National Services 5,048 +31 +0.6% +49 +1.0% +200 +4.1%


By Staff Group: February 2019

By Administration: February 2019

Staff Category /Group WTE Feb

2019

change

since Jan

2019

% change

since Jan

2019

change

since Dec

2018

% change

since Dec

2018

change

since Feb

2018

% change

since Feb

2018

Total Health Service 118,096 +66 +0.1% +239 +0.2% +3,221 +2.8%

Medical & Dental 10,426 +14 +0.1% -41 -0.4% +306 +3.0%

Consultants 3,095 +9 +0.3% -1 -0.0% +117 +3.9%

Registrars 3,559 -4 -0.1% -0 +0.0% +122 +3.6%

SHO/ Interns 3,028 -5 -0.2% -48 -1.6% +55 +1.9%

Medical/ Dental, other 744 +13 +1.8% +8 +1.1% +12 +1.6%

Nursing & Midwifery 37,683 -277 -0.7% +39 +0.1% +419 +1.1%

Nurse/ Midwife Manager 7,707 -118 -1.5% -92 -1.2% +218 +2.9%

Nurse/ Midwife Specialist & AN/MP 1,861 -19 -1.0% +1 +0.1% +122 +7.0%

Staff Nurse/ Staff Midwife 25,367 -186 -0.7% -227 -0.9% +146 +0.6%

Public Health Nurse 1,448 -93 -6.0% -93 -6.0% -64 -4.2%

Pre-registration Nurse/ Midwife Intern 634 +159 +33.4% +501 +374.2% +34 +5.7%

Post-registration Nurse/ Midwife Student 261 -2 -0.9% -4 -1.6% -36 -12.2%

Nursing/ Midwifery awaiting registration 98 -9 -8.7% -36 -26.9% -3 -3.0%

Nursing/ Midwifery Student 993 +147 +17.4% +460 +86.4% -5 -0.5%

Nursing/ Midwifery other 307 -8 -2.6% -9 -2.9% +1 +0.4%

Health & Social Care 16,549 +2 +0.0% +53 +0.3% +559 +3.5%Therapy Professions 5,267 +28 +0.5% +35 +0.7% +205 +4.1%

Health Science/ Diagnostics 4,412 -4 -0.1% -4 -0.1% +117 +2.7%

Social Care 2,617 -15 -0.6% +10 +0.4% +144 +5.8%

Social Workers 1,172 -4 -0.3% -0 -0.0% +14 +1.2%

Psychologists 1,000 +3 +0.3% +15 +1.6% +32 +3.3%

Pharmacy 970 -7 -0.7% -5 -0.5% +51 +5.6%

H&SC, Other 1,112 +2 +0.1% +3 +0.2% -5 -0.4%

Management & Administrative 18,662 +104 +0.6% +158 +0.9% +860 +4.8%Management (VIII & above) 1,755 +16 +0.9% +8 +0.5% +126 +7.7%

Administrative/ Supervisory (V to VII) 4,936 +49 +1.0% +80 +1.6% +455 +10.2%

Clerical (III & IV) 11,971 +40 +0.3% +71 +0.6% +278 +2.4%

General Support 9,445 -16 -0.2% -10 -0.1% +16 +0.2%Support 8,260 -23 -0.3% -15 -0.2% +10 +0.1%

Maintenance/ Technical 1,185 +7 +0.6% +5 +0.4% +6 +0.5%

Patient & Client Care 25,331 +238 +1.0% +39 +0.2% +1,061 +4.4%

Health Care Assistants 17,125 +84 +0.5% +34 +0.2% +851 +5.2%

Home Help 3,513 +96 +2.8% -39 -1.1% +73 +2.1%

Ambulance Staff 1,779 +8 +0.4% -3 -0.2% +36 +2.1%

Care, other 2,913 +50 +1.7% +47 +1.6% +102 +3.6%

HSE /Section 38 WTE Feb

2019

change

since Jan

2019

% change

since Jan

2019

change

since Dec

2018

% change

since Dec

2018

change

since Feb

2018

% change

since Feb

2018

Total Health Service 118,096 +66 +0.1% +239 +0.2% +3,221 +2.8%Health Service Executive 76,425 -1 +0.0% +53 +0.1% +1,949 +2.6%

Section 38 Hospitals 25,428 +93 +0.4% +201 +0.8% +752 +3.1%

Section 38 Voluntary Agencies 16,243 -26 -0.2% -15 -0.1% +521 +3.3%


By Service Delivery Area: February 2019

Service Area WTE Feb

2019

change

since Jan

2019

% change

since Jan

2019

change

since Dec

2018

% change

since Dec

2018

change

since Feb

2018

% change

since Feb

2018

Total Health Service 118,096 +66 +0.1% +239 +0.2% +3,221 +2.8%National Ambulance Service 1,879 +3 +0.2% -9 -0.5% +36 +2.0%

Children's Health Ireland 3,409 +36 +1.1% +27 +0.8% +243 +7.7%

Dublin Midlands Hospital Group 10,491 +30 +0.3% +67 +0.6% +152 +1.5%

Ireland East Hospital Group 11,816 -16 -0.1% +44 +0.4% +276 +2.4%

RCSI Hospitals Group 9,282 +22 +0.2% +77 +0.8% +414 +4.7%

Saolta University Hospital Care 9,200 -7 -0.1% +33 +0.4% +330 +3.7%

South/South West Hospital Group 10,396 -84 -0.8% +10 +0.1% +318 +3.2%

University of Limerick Hospital Group 4,171 -20 -0.5% +16 +0.4% +157 +3.9%

other Acute Services 87 -2 -2.5% -1 -0.6% +16 +23.1%

Acute Services 60,730 -38 -0.1% +264 +0.4% +1,942 +3.3%

CHO 1 5,441 +41 +0.8% +5 +0.1% +84 +1.6%

CHO 2 5,507 -3 -0.1% -53 -0.9% +124 +2.3%

CHO 3 4,331 +19 +0.4% +21 +0.5% +147 +3.5%

CHO 4 8,105 -34 -0.4% -33 -0.4% +123 +1.5%

CHO 5 5,176 -39 -0.7% -55 -1.1% +97 +1.9%

CHO 6 3,828 -2 +0.0% +19 +0.5% +55 +1.5%

CHO 7 6,551 +15 +0.2% -6 -0.1% +152 +2.4%

CHO 8 6,140 +71 +1.2% +12 +0.2% +85 +1.4%

CHO 9 6,650 +10 +0.2% +16 +0.2% +160 +2.5%

other Community Services 590 -6 -1.0% -3 -0.4% +52 +9.7%

Community Services 52,318 +72 +0.1% -75 -0.1% +1,079 +2.1%

Health & Wellbeing 581 +3 +0.5% +5 +0.9% -7 -1.2%

Corporate 2,860 +9 +0.3% +1 +0.0% +106 +3.9%

Health Business Services 1,607 +20 +1.2% +43 +2.8% +101 +6.7%

H&WB Corporate & National Services 5,048 +31 +0.6% +49 +1.0% +200 +4.1%


Acute Services by Staff Group: February 2019

Note: Therapy Professions now includes: Dietitians, Occupational Therapists, Orthoptists, Physiotherapists, Podiatrists & Chiropodists, Speech & Language Therapists. Health Science/ Diagnostics is made up of Medical Laboratory, Physicists, Biochemists, Radiographers, and Radiation Therapists.

Acute Services WTE Feb

2019

change

since Jan

2019

% change

since Jan

2019

change

since Dec

2018

% change

since Dec

2018

change

since Feb

2018

% change

since Feb

2018

Total Acute Services 60,730 -38 -0.1% +264 +0.4% +1,942 +3.3%

Medical & Dental 8,201 +17 +0.2% -25 -0.3% +264 +3.3%

Consultants 2,650 +13 +0.5% +4 +0.2% +124 +4.9%

Registrars 2,807 +8 +0.3% +22 +0.8% +98 +3.6%

SHO/ Interns 2,683 -7 -0.3% -53 -2.0% +36 +1.4%


Nursing & Midwifery 22,712 -149 -0.7% +122 +0.5% +579 +2.6%


Nurse/ Midwife Specialist & AN/MP 1,190 -21 -1.7% -1 -0.1% +86 +7.8%

Staff Nurse/ Staff Midwife 16,178 -146 -0.9% -136 -0.8% +280 +1.8%

Public Health Nurse 1 +1 +264.9% +0 +53.4% +0 +35.0%


Post-registration Nurse/ Midwife Student 173 +0 +0.1% +1 +0.4% +5 +3.2%

Nursing/ Midwifery awaiting registration 83 -7 -7.5% -31 -27.3% -14 -14.5%

Nursing/ Midwifery Student 693 +105 +17.9% +336 +94.1% +18 +2.7%

Nursing/ Midwifery other 196 -5 -2.7% -5 -2.6% +2 +1.2%


Health Science/ Diagnostics 4,124 -5 -0.1% -4 -0.1% +108 +2.7%

Social Care 2 -0 -1.1% -0 -1.6% +0 +11.9%

Social Workers 328 -2 -0.6% -1 -0.4% +7 +2.3%

Psychologists 80 -1 -1.8% +1 +1.3% +5 +6.1%

Pharmacy 837 -1 -0.1% +1 +0.2% +47 +5.9%

H&SC, Other 220 -1 -0.6% +9 +4.1% +4 +1.8%

Management & Administrative 9,273 +33 +0.4% +66 +0.7% +385 +4.3%Management (VIII & above) 490 +3 +0.6% -9 -1.7% +37 +8.0%


Clerical (III & IV) 6,614 +11 +0.2% +43 +0.7% +158 +2.5%

General Support 6,037 -6 -0.1% +13 +0.2% +94 +1.6%Support 5,535 -9 -0.2% +14 +0.2% +92 +1.7%

Maintenance/ Technical 502 +3 +0.5% -0 -0.1% +3 +0.5%

Patient & Client Care 7,007 +66 +1.0% +66 +1.0% +332 +5.0%

Health Care Assistants 5,060 +42 +0.8% +53 +1.1% +272 +5.7%

Ambulance Staff 1,779 +8 +0.4% -3 -0.2% +36 +2.1%

Care, other 169 +16 +10.6% +17 +10.9% +24 +16.6%


Community Services by Staff Group: February 2019

Note: Therapy Professions now includes: Dietitians, Occupational Therapists, Orthoptists, Physiotherapists, Podiatrists & Chiropodists, Speech & Language Therapists. Health Science/ Diagnostics is made up of Medical Laboratory, Physicists, Biochemists, Radiographers, and Radiation Therapists.

Absence Rates in the Health Sector to January 2019

Benchmark

/ Target

January

2018

Full Year

2018

December

2018

January

2019

% Medically

Certified (January

2019)

Rates 3.5% 5.7% 4.6% 4.8% 5.0% 87%

Latest monthly figures (January 2019)

• January 2019 absence rate stands at 5.0%, a decrease when compared with the equivalent month in

2018 (5.7%) but the same as January 2017. However this represents an increase on the previous

month (December 2018 at 4.8%).

Community ServicesWTE Feb

2019

change

since Jan

2019

% change

since Jan

2019

change

since Dec

2018

% change

since Dec

2018

change

since Feb

2018

% change

since Feb

2018

Total Community Services 52,318 +72 +0.1% -75 -0.1% +1,079 +2.1%

Medical & Dental 2,021 +2 +0.1% -14 -0.7% +42 +2.1%

Consultants 403 -3 -0.8% -5 -1.2% -5 -1.4%

Registrars 692 -7 -0.9% -16 -2.3% +23 +3.5%

SHO/ Interns 345 +2 +0.5% +6 +1.7% +19 +5.8%


Nursing & Midwifery 14,785 -121 -0.8% -76 -0.5% -155 -1.0%


Nurse/ Midwife Specialist & AN/MP 658 +3 +0.5% +3 +0.5% +38 +6.1%

Staff Nurse/ Staff Midwife 9,187 -39 -0.4% -91 -1.0% -135 -1.4%

Public Health Nurse 1,443 -94 -6.1% -93 -6.1% -63 -4.2%


Post-registration Nurse/ Midwife Student 88 -3 -2.9% -5 -5.3% -42 -32.2%

Nursing/ Midwifery awaiting registration 15 -3 -15.0% -5 -24.7% +11 +279.2%

Nursing/ Midwifery Student 300 +42 +16.4% +124 +70.8% -23 -7.1%

Nursing/ Midwifery other 56 -1 -1.6% -3 -5.2% -5 -8.7%


Health Science/ Diagnostics 98 -0 -0.2% -0 -0.5% +2 +2.3%

Social Care 2,615 -15 -0.6% +10 +0.4% +144 +5.8%

Social Workers 839 -1 -0.1% +2 +0.2% +10 +1.3%

Psychologists 919 +4 +0.4% +14 +1.6% +28 +3.1%

Pharmacy 102 -4 -4.1% -5 -4.4% -6 -5.9%

H&SC, Other 414 +3 +0.8% -1 -0.1% -11 -2.6%

Management & Administrative 5,871 +38 +0.7% +42 +0.7% +307 +5.5%Management (VIII & above) 597 +10 +1.8% +9 +1.5% +33 +5.9%


Clerical (III & IV) 3,788 +16 +0.4% +10 +0.3% +110 +3.0%

General Support 3,049 -22 -0.7% -37 -1.2% -104 -3.3%Support 2,610 -29 -1.1% -46 -1.7% -104 -3.8%

Maintenance/ Technical 439 +7 +1.6% +9 +2.1% +0 +0.0%

Patient & Client Care 18,265 +172 +1.0% -28 -0.2% +736 +4.2%

Health Care Assistants 12,055 +42 +0.4% -18 -0.2% +583 +5.1%

Home Help 3,513 +96 +2.8% -39 -1.1% +73 +2.1%

Care, other 2,697 +34 +1.3% +29 +1.1% +80 +3.1%


• Over the past four years January rates were as follows: 4.5% (2015) and 5.0%

5.7% (2018).

Annual Rate for 2018 and Trend Analysis from 2008

Absence rates have shown a general downward trend since 2008.

• The 2018 full year rate is 4.6% higher than the 2017 figure at 4.4%. It

generally in‐line with the rates reported by ISME for large organisations in the private sector and

available information for other large public sector organisations both in Ireland and internationally.

• Nonetheless, it is importan

sectors as the nature of the work, demographic of employees, and diversity of the organisation

needs to be recognised. Health sector work can be physically and psychologically demandi

increasing the risk of work related illness and injury. However, these trends are generally in

international public healthcare organisations.

• The latest NHS England absence rate for April 2018 was 3.83%,

4.13%, up from 4.05% the previous year. NHS Scotland reported an absence rate of 5.5%

December 2017, and a yearly average of 5.39%, up from 5.20% in the previous year. While in NHS

Wales, the June 2018 absence rate was 4.8%. As with our international counterpart

absence shows wide seasonal variation throughout the year with the rate lower in summer and

higher in winter.

• Health service absence rates are detailed in the attached report.

Notes: Absence Rate is the term generally used to refer to unscheduldefined as an absence from work other than annual leave, public holidays, maternity leave and jury duty. Methodology has beenupdated in-line with instruction laid out by the Department of Public Exon % lost hours (previously lost WTE) with effect from 1st January 2017. Some previously published figures are restated.The HSE’s National Service Plan 2019 and cost of absence and commits to a national target level of 3.5% for all hospitals and agencies. The HSE continues to revicurrent sick leave policies and procedures as well as having a range of current being encountered in the whole area of attendance management and absence rates through ill health. The objective of all thesactions is to enhance the health sector’s capacity to address and manage more efmanagers in better managing the issue, while also supporting staff regain fitness to work and resume work in a positive and supportive environment as well as of course the key objective of reducing the impact and cos

5.8%5.1%

3.5%

5.5%

2008 2009


Over the past four years January rates were as follows: 4.5% (2015) and 5.0%

Annual Rate for 2018 and Trend Analysis from 2008

Absence rates have shown a general downward trend since 2008. Annual rates are as follows:

The 2018 full year rate is 4.6% higher than the 2017 figure at 4.4%. It

line with the rates reported by ISME for large organisations in the private sector and


it is important to note that Health Sector absence is not directly comparable to other


needs to be recognised. Health sector work can be physically and psychologically demandi

increasing the risk of work related illness and injury. However, these trends are generally in

international public healthcare organisations.

The latest NHS England absence rate for April 2018 was 3.83%, while the 2017 annual rate was

up from 4.05% the previous year. NHS Scotland reported an absence rate of 5.5%


Wales, the June 2018 absence rate was 4.8%. As with our international counterpart


Health service absence rates are detailed in the attached report.

is the term generally used to refer to unscheduled employee absences from the workplace. Absence rate is defined as an absence from work other than annual leave, public holidays, maternity leave and jury duty. Methodology has been

line with instruction laid out by the Department of Public Expenditure & Reform (DPER) to show absence rates based on % lost hours (previously lost WTE) with effect from 1st January 2017. Some previously published figures are restated.

National Service Plan 2019 sets absence rates as a key result area (KRA) with the objective of reducing the impact and cost of absence and commits to a national target level of 3.5% for all hospitals and agencies. The HSE continues to revicurrent sick leave policies and procedures as well as having a range of current supports and interventions to address challenges being encountered in the whole area of attendance management and absence rates through ill health. The objective of all thesactions is to enhance the health sector’s capacity to address and manage more effectively absence rates, support people managers in better managing the issue, while also supporting staff regain fitness to work and resume work in a positive and supportive environment as well as of course the key objective of reducing the impact and cost of absence.

4.7% 4.9% 4.8% 4.7% 4.3% 4.2%

2010 2011 2012 2013 2014 2015

Over the past four years January rates were as follows: 4.5% (2015) and 5.0% (2016), 5.0% (2017),

Annual rates are as follows:

The 2018 full year rate is 4.6% higher than the 2017 figure at 4.4%. It puts the Health Services

line with the rates reported by ISME for large organisations in the private sector and


t to note that Health Sector absence is not directly comparable to other


needs to be recognised. Health sector work can be physically and psychologically demanding,

increasing the risk of work related illness and injury. However, these trends are generally in-line with

while the 2017 annual rate was

up from 4.05% the previous year. NHS Scotland reported an absence rate of 5.5%


Wales, the June 2018 absence rate was 4.8%. As with our international counterparts, sickness


ed employee absences from the workplace. Absence rate is defined as an absence from work other than annual leave, public holidays, maternity leave and jury duty. Methodology has been

penditure & Reform (DPER) to show absence rates based on % lost hours (previously lost WTE) with effect from 1st January 2017. Some previously published figures are restated.

) with the objective of reducing the impact and cost of absence and commits to a national target level of 3.5% for all hospitals and agencies. The HSE continues to review its

supports and interventions to address challenges being encountered in the whole area of attendance management and absence rates through ill health. The objective of all these

fectively absence rates, support people managers in better managing the issue, while also supporting staff regain fitness to work and resume work in a positive and

t of absence.

4.5% 4.4%5.7%

2016 2017 2018


Performance Management / Achievement

Following on from the implementation of the Performance Achievement / Management template to all

National Directors and equivalents and their respective Assistant National Directors, it is expected that a

meeting between employee and manager has taken place and all learning and development needs

have been identified to achieve the goals and objectives outlined. Establishment of a senior leadership

group is underway to oversee the completion of these meetings and the development of a plan to

implement the process for all HSE staff employees.

Negotiations with the Staff Unions and CERS are in process regarding the Performance Achievement

roll out – please contact [email protected] with any queries.

HR Budget

As you are aware there is a significant project underway to align both pay and non-pay expenditure

under each of the divisions within HR. With approximately 465 WTEs within the HR family, we are

working to ensure that the actual reporting structures are reflected within the divisional accounts. As

part of this exercise, we are reviewing all non-pay cost expenditures and aligning these to the

associated cost centres within each division. The financial tool developed within finance allows the user

to interrogate all costs at input level while also providing a year-end projection for each category of

spend. The ultimate goal is to allow budget holders transparency and accountability for their budgets

and ensure appropriate financial governance over all categories of spend.

We are working closely with our national finance colleagues and in particular the HR support Michael

Walsh. Any queries please direct to Hugh Brady [email protected]

HR Risk Register

The HR Risk Register is a standing item on the agenda of the HR Leadership monthly team meeting.

Each risk is reviewed by the team with the relevant risk coordinator. Each item on the Register is

systematically assessed and mitigated with the view to closing each risk. Risks, systemic in nature, are

escalated to the corporate risk register. There is continual engagement with HBS as there is some

common risks shared between both divisions. The Risk Register identifies all open and closed risks

identified by a unique reference number. We are currently developing a new more user friendly format

to allow shared access to the risk register.

All queries should be directed to Maria MacPartlin [email protected]

Internal Audit Process of Follow Up on Report Recommendations

There are three types of tracking completed by the Internal Audit (“IA”) Division

1. Potentially Systemic (Eamonn Cushen)

2. Normal Tracking of all recommendations from 2017 onwards (Ciara Delaney)

3. Tracking of recommendations between 2014 – 2016 (Frances Harrington)

Potential Systemic IA Recommendations (PSRs)

a) are followed up by Eamonn Cushen

b) issues monthly report to the National Director of HR (for information purposes) outlining the

potentially systemic nature of recommendations contained in internal audit reports on HR issued

PRIORITY 6 PERFORMANCE


by IA in the previous month. This monthly report may also include potentially systemic

recommendations contained in other Divisions’ reports which may be relevant to HR. Please note –

no response is required to this monthly report. Its purpose is to inform the National Director HR of

those PSRs contained in IA reports issued in the previous month.

c) On quarterly basis, Eamonn Cushen, seeks updates from the National Director HR on the action

taken by the NDHR to address the PSRs

d) ultimately may lead to the HR division issuing a Memo to system or instruction to change or alter

existing process

e) On a quarterly basis, the National Director of Internal Audit reports to the Audit Committee and HSE

Leadership Team on each Division’s implementation status.

Normal Tracking

a) are followed up by Ciara Delaney three-months post issue of report to self-assess against IA

recommendations

b) Local areas get tracking sheets from Ciara Delaney on a quarterly basis

c) Local Areas are required to respond to Ciara Delaney with the updated status by the required due

date

d) The Office of the National Director of Internal Audit collates the status on a quarterly basis and

reports the overall status by Division to the Audit Committee and HSE Leadership Team.

e) When the information has been presented to the Audit Committee, Darrina Galligan (Office of the

National Director IA) provides each National Director with its quarterly status report (implementation

log)

f) The implementation log circulated to the National Director HR is for information purposes only.

IA Recommendations issued (2014 – 2016)

Particular focus on these recommendations by the National Director of Internal Audit, HSE

Leadership Team and Audit Committee. All National Directors undertook to clear any

outstanding 2014 to 2016 recommendations by Q2 – 2019:

a) are followed up by Frances Harrington

b) follow-up is directly with the National Director of HR

c) recommendations that are in-progress or yet to be implemented

d) National HR division is required to provide status response to IA to close out these

recommendations.

e) Outstanding recommendations are to be implemented by Q2 – 2019 – commitment given by

National Directors

f) National Director of Internal Audit will be reporting to the Audit Committee and HSE Leadership

Team in July 2019 on each Division’s implementation status of 2014 to 2016 recommendations.

National Human Resources Workplace Relations Unit (Investigations) (Action 6.6)

Investigation Referrals

Requests for investigators to undertake all Human Resources investigations should now be submitted to

the National Human Resources Division Workplace Relations Unit.

All Human Resources investigation team members must now be proposed by the Human Resources

National Investigation Unit to each Investigation Commissioner only, details below:

These should be submitted by completing the relevant forms available on the attached link:


http://hsenet.hse.ie/Human_Resources/Workplace_Relations_Unit/Investigation_Support/

Any further queries please email the National Human Resources Division, Workplace Relations Unit,

Investigation Support Section - [email protected]

Heads of HR in the CHO areas meeting

A very productive meeting was held between the National Investigations Unit and the CHO Heads of HR

at their monthly meeting in Swords on 13th March 2019. A mechanism for regular communication was

agreed and the forum agreed to nominate one member to work with the National Investigations Unit in

this regard.

National Joint Council

Members of the National Investigations Unit and HSE Management attended the National Joint Council

meeting on 21st March 2019 to provide an update in relation to the operations and processes of HSE

investigations.

National Human Resources Coaching Service

Cohort 1 of the National Human Resources Coach Training Programme received their letters of

commencement which are due to start in April 2019.

All applicants received their letters of notification as to whether they were successful / unsuccessful.

Work is at an advanced stage in relation to the delivery of this programme which is the first internal

Coach Accredited Training Programme in the public service.

Anti-Bullying Project - Empathy Survey

Work continues with Dublin City University Anti Bullying Centre Empathy Survey. User testing has been

completed and the survey is now at sign off stage.

We would like to thank staff who facilitated user testing of the Survey. Feedback was much appreciated

and certainly informed the final product.

Dignity at Work Support Contact Person Report

This report is at the final stage of review.

Anti-Bullying Awareness Day

One team member attended the Anti-Bully Awareness Day providing feedback to the wider team.

Intranet Information Resource

http://hsenet.hse.ie/Intranet/Human_Resources/Workplace_Relations_Unit/


Employee Relations Update Nursing Issues

Following on from the issuance of Labour Court Recommendations 21900 and 21901 which resulted in

the suspension of Industrial Action by the INMO, a lengthy process of engagement took place between

Health Sector employers and nursing unions with regards to the drawing up of the “contract” for the new

role of Enhanced Nurse Practitioner recommended by the Court.

This process which initially involved direct discussion between the parties was then escalated to

engagement under the aegis of the Workplace Relations Commission on the weekend of March 8th, 9

th

and 10th.

At conclusion of same, it was not possible to reach an agreement and all outstanding matters were

referred to the Labour Court for determination.

The Labour Court at a formal hearing on March 25th and following on from same has in recent days

issued its recommendation. The main areas which were dealt with by the Court related to;

a) Qualifying criteria,

b) The issue of location

c) Rostering matters

A copy of the Labour Court recommendation is attached.

Arising from same, the Executive Council of the INMO met and have agreed to recommend acceptance

of the proposals to its members at a ballot due to commence next Monday, April 8th.

It is also expected that SIPTU, who while not having been involved in the dispute, were involved in a

parallel set of engagements with employers, both directly and under the auspices of the Workplace

Relations Commission, will also ballot its members in respect of the new proposals.

Separately, engagement is expected to resume with the PNA in relation to issues in respect of

recruitment and retention which involved them also engaging in Industrial Action in late January and

early February.

Thus far, there has not been a Labour Court Recommendation in respect of the PNA and the

outstanding issues relating to Psychiatric Nurses remain in the areas of provisions of a contract that

would be required to underpin the roll out of enhanced nursing role in that sector, and their contention

that there is a requirement to review and enhance allowances which obtain for Psychiatric Nurses.

SATU (The Sexual Assault Treatment Unit)

SATU matters relating to terms and conditions of staff employed within the SATU units around the

country is before the Workplace Relations Commission on April 30th.

The main issues that remain as matters of contention between the parties relate to compensation for on

call and call outs together with appropriate staffing structures in each unit.

PRIORITY 7 PARTNERING


PNA/NASRA

PNA/NASRA engaged in a further day of Industrial Action on Tues

planned for next Wednesday, April 10

that numbers participating in such action are well short of the numbers being claimed by NASRA as

representing their membership in the Ambulance sector.

The numbers involved in action on the last day were in the region of 60, this figure has been reducing

on each of the days when action has been undertaken.

There have been some informal discussions with the states

possibility of they becoming involved on the issue, however, it needs to be understood that this remains

a very delicate issue given that balance of representation generally in this sector and in the broader

health service.

Support Grades

SIPTU have advised employers of their intention to commence a ballot for the taking of Industrial Action

in respect of a number of unimplemented 3

April 22nd

and will likely have a period spreading over 3 weeks.

The particular issue that has arisen remains in the issue of implementation of the findings of phases I

and II of the job evaluation process for support grades. There is also a separate issue relating to an

independent finding in respect of chef grades.

At the time of writing report, a meeting involving HSE, Department of Health, Department of Public

Expenditure and Reform with SIPTU is scheduled.

EWTD compliance in Social Care

Overall compliance with the terms of the Organisation of Time Work Act/EWTD requirements for HSE

and Section 38 staff working in Social Care settings for 2018 is set out in the Graph above. There are 5

metrics by which compliance is measured and the perfo


PNA/NASRA engaged in a further day of Industrial Action on Tuesday last, April 2

planned for next Wednesday, April 10th. The totality of days of action now totals 6, it should be noted


heir membership in the Ambulance sector.


on each of the days when action has been undertaken.

There have been some informal discussions with the states industrial relations machinery regarding the




in respect of a number of unimplemented 3rd

party processes. The ballot is expected to commence on

ikely have a period spreading over 3 weeks.



pendent finding in respect of chef grades.


Expenditure and Reform with SIPTU is scheduled.

EWTD compliance in Social Care



metrics by which compliance is measured and the performance under 4 of these was in a ‘steady state’

day last, April 2nd

with a further day

. The totality of days of action now totals 6, it should be noted



industrial relations machinery regarding the




party processes. The ballot is expected to commence on






rmance under 4 of these was in a ‘steady state’


throughout the year. The outlier was compliance with the daily break period which started 2018 at a

compliance level of 33% which rose to 54% by year end. This increase is welcomed but it is still

significantly below acceptable levels. 3 pilot schemes are due to commence in the coming months with

new rosters designed to incorporate the rest period into the rostered day. If successful this will lead to

100% compliance on this measurement.

Periodic reports on progress are made to the EU and the next one is currently due.

Directors and Assistant Directors of GP Training

A number of the above cohort have taken cases to the WRC (24) or the High Court (12) to have

established that they are employees of the HSE. To date the HSE has considered these to be

independent contractors. The consequence of this group being recognised as employees is that they

will become entitled to all the Terms and Conditions associated with employment including pension.

Separately Primary Care are conducting their own due diligence to establish if the remaining Claimants

have a case for employment status. A decision on this is expected in the coming weeks.

GP Training Lecturers

This grade was established in 2018 in anticipation of an imminent move of GP Training from the HSE to

the Irish College of General Physicians. This move did not happen as expected.

2 members of a cohort of 20 have commenced proceedings before the WRC on the basis that they are

carrying out the same work as Assistant Directors of GP Training but are being paid circa €20,000 less

per annum. This mater has been brought to the attention of Primary Care management who are

considering the consequences of the Claimant’s action.

National Radiography Review

The national review is entering its concluding phase and it is hoped that the Final Report will be

completed in Q2 2019. The working group has strong representation from Radiographers and RSMs,

SIPTU, the Radiography Clinical Programme, Acute Hospitals Division, Hospital Groups, Department of

Health and HSE Corporate and HR.

Pay and remuneration has featured strongly in our deliberations to date, however, the Terms of

Reference for the review group are clear that this is beyond the scope of the national group and is

rightly the responsibility of the Public Services Pay Commission.

During site visits to radiography departments around the country it was impressed upon the review

group that the current practice of off-site on-call was both a danger and a disincentive to staff. Based

on a detailed analysis of activity levels across hospitals on the NIMIS system, management have

identified a need for continuous on site radiography services in certain modalities in specific Level 3 and

Level 4 Hospitals and based on this management have proposed that a Pilot be conducted of a 24/7

roster in one location.

Our data analysis has also revealed that the extended day is not being delivered in any Hospital. The

Table below (which represents Level 4 Hospitals but the results are the same for all other Levels)

clearly demonstrates that there is little activity in the 08:00-09:00 period and there is poor utilisation in

the 17:00- to 20:00 period.

The table also shows that there is a lunch time drop off and that the afternoon period never reaches the

same level of activity as the morning period. To remedy this management have proposed that a


number of pilot sites are selected where a full workforce plan be developed to enable a proper staffing

of the extended day roster (also inclu

on both patient waiting times, staff morale and asset utilisation.

Finally the review group have agreed to recommend to the Department of Health that advanced

methods are enabled for Radiographers on a Pilot basis.

The two areas under consideration are

• Advanced Practice in Ultrasound: Currently Radiographers prepare reports for Radiologists to sign

off in ultrasound. It is proposed that this duty b

the sole profession responsible for issuing ultrasound reports.

• Pic Line Insertion: This practice is currently Consultant delivered and the review group is proposing

to transfer this task to radiograph

DPER Review of the Public Service Sick Leave Scheme

DPER will be holding a meeting with sectoral management on 2 April to discuss the implementation of

the various recommendations arising from the Review of the Public Service Sick Leave Scheme and

Labour Court Recommendation LCR21812. The health sector will be represented by attendees from

the Department of Health, HSE CERS, HBS and Strategic Workforce Planning and Intelligence.

The intention going forward is to effect the changes as recommended by

of regulations. All stakeholders will be notified in due course of these developments and will be advised

of a programme and timeline of implementation.

The Court’s recommendations on the proposed standardisation of the thre

centred on aspects of the application of Temporary Rehabilitation Remuneration (TRR) across the

Public Service and the Lookback methodology, are summarised as follows:

1. The rate of Temporary Rehabilitation Remuneration (TRR) will be at a flat rate of 37.5%.

The Labour Court has also recommended that for those employees who may previously have

accessed a higher rate of TRR than 37.5%, a “top

years.



of the extended day roster (also including Saturday). It is considered that this will have a positive effect

on both patient waiting times, staff morale and asset utilisation.

Finally the review group have agreed to recommend to the Department of Health that advanced

methods are enabled for Radiographers on a Pilot basis.

The two areas under consideration are

Advanced Practice in Ultrasound: Currently Radiographers prepare reports for Radiologists to sign

off in ultrasound. It is proposed that this duty be transferred to radiographers and that they will be

the sole profession responsible for issuing ultrasound reports.

Pic Line Insertion: This practice is currently Consultant delivered and the review group is proposing

to transfer this task to radiographers.

DPER Review of the Public Service Sick Leave Scheme



our Court Recommendation LCR21812. The health sector will be represented by attendees from


The intention going forward is to effect the changes as recommended by the Court through the drafting


of a programme and timeline of implementation.

The Court’s recommendations on the proposed standardisation of the thre


Public Service and the Lookback methodology, are summarised as follows:

The rate of Temporary Rehabilitation Remuneration (TRR) will be at a flat rate of 37.5%.


accessed a higher rate of TRR than 37.5%, a “top-up” model should be available


ding Saturday). It is considered that this will have a positive effect

Finally the review group have agreed to recommend to the Department of Health that advanced practice

Advanced Practice in Ultrasound: Currently Radiographers prepare reports for Radiologists to sign

e transferred to radiographers and that they will be

Pic Line Insertion: This practice is currently Consultant delivered and the review group is proposing



our Court Recommendation LCR21812. The health sector will be represented by attendees from


the Court through the drafting


The Court’s recommendations on the proposed standardisation of the three contested issues, which


The rate of Temporary Rehabilitation Remuneration (TRR) will be at a flat rate of 37.5%.


up” model should be available for a period of five

Level 4

Hospitals


2. The waiting period before payment of TRR will apply after full and half pay limits have been reached

will be three days.

3. The inclusion of all paid sick leave in the lookback (including TRR absences) in order to determine an

individuals’ access to paid sick leave.

The Review also encompassed a number of other recommendations. The CIP recommendations were

implemented last year and the other recommendations will be considered as part of the overall

implementation arrangements.

Employment (Miscellaneous Provisions) Act 2018

The Employment (Miscellaneous Provisions) Act 2018 came into effect on 4 March 2019.

Explanatory guidelines for health service employers on the main provisions of the 2018 Act will issue

soon. CERS will hold a Webinar on this topic on 26th April @ 11am and further details will issue

shortly.

The key objective of the 2018 Act is to improve the security and predictability of hours of work for those

in less secure working arrangements. To achieve the key objective of the 2018 Act, a number of

amendments have been made to the following pieces of employment legislation:

• Terms of Employment Information Act 1994

• Organisation of Working Time Act 1997

• Workplace Relations Act 2015

The following is a brief overview of some of the key amendments:

1. A requirement for employers to provide to new employees a written statement (the “Day 5”

statement) containing details of the following five core terms of employment within five days of

commencement of employment:

i. the full names of the employer and the employee;

ii. the address of the employer;

iii. in the case of a temporary contract of employment, the expected duration of the employment or

if the contract is for a fixed term, the date on which the contract expires;

iv. the rate or method of calculation of the employee’s remuneration and the pay reference period

for the purposes of the National Minimum Wage Act, 2000; and

v. the number of hours the employer reasonably expects the employee to work (i) per normal

working day and (ii) per normal working week.

2. Prohibition of ‘zero hours’ contracts. There is an exception in the case of (a) work done in

emergency circumstances, or (b) short-term relief work to cover routine absences for that employer.

3. If an employee is called to work but not actually provided with the expected hours, that employee will

be entitled to a new minimum floor payment of three times the national minimum wage.

4. The Act introduces a new concept of banded hours and entitlements for employees who believe that

the hours specified in their contract of employment do not reflect the hours habitually worked each

week. Employees who wish to be placed in a band of hours as outlined in the legislation must

submit a request in writing to their employer. An employer has four weeks to consider the request


and, if deemed valid, to place the employee in the appropriate band for at least 12 months. The

band of weekly working hours is determined by the employer on the basis of the average number of

hours worked by that employee per week during the reference period. An employer may refuse the

employee’s request in certain circumstances, for example, there is no evidence to support the

employee’s claim or the average of the hours worked by the employee during the reference period

was affected by a temporary situation that no longer exists. An employee may refer a complaint to

the Workplace Relations Commission (WRC) if an employer refuses to place them in a band to

which they believe they are entitled.

5. The Act contains new provisions prohibiting penalisation and an employee will have recourse to the

WRC if they believe that they have been subjected to adverse treatment by the employer.

In addition to the above, the 2018 Act also facilitates certain changes to the National Minimum Wage

Act 2000 and the Unfair Dismissals Act 1977.


Future Recruitment Model for HSE (

National HR is revising the model of recruitment and retention of staff in the HSE and will address

capacity challenges that exist whilst also supporting Government Policy and Sláintecare

implementation.

National HR is engaged in many strands of recruitment exploration which include;

1. The working group to consider the

proposed RICO areas is currently developing the model based on the international and national

evidence and responding to service needs.

2. Development of pilot sites for the local recruitment of consultants. Information on this wi

shortly.

To support the attraction and retention of staff and to offer assurance of patient safety, National HR

undertook a workshop on the recruitment of NCHDs following the HR Circular 009/2019 re:

recruitment and patient safety

identified for further exploration. A framework of actions has been developed which is being addressed

bot at national and EU level in collaboration with all stakeholders including IMC, Department o

and HSE operations. National HR is also developing dedicated LinkedIn platforms for the recruitment of

Nursing and Midwifery and Consultant posts in association with HSE Communications Division. This will

offer jobs but also share with potential c

Sláintecare and the types of jobs that will be available within this new structure.

For further details please contact Dr

People’s Needs Defining Change

Organisational Policy Framework on Change:

Change Guide is the policy framework and agreed approach to change signed off by HSE Leadership

and the Joint Information and Consultation Forum (JICF) representing the Trade Unions. It presents the

overarching Change Framework

change across the system and is a key foundation for deliveri

to implement Sláintecare, Public Sector Reform, HSE Service Plan 2019

– 2024.

Work is on-going in line with the following key areas:

1. Communication and Awareness

• Change Guide Booklets

summary of the Guide. It is also provides assistance with navigating the various sections and

templates in the more detailed document.

HUMAN RESOURCE PROFESSIONAL SERVICES


Future Recruitment Model for HSE (Action 8.10)

National HR is revising the model of recruitment and retention of staff in the HSE and will address



The working group to consider the establishment of a recruitment operating model

is currently developing the model based on the international and national

evidence and responding to service needs.

Development of pilot sites for the local recruitment of consultants. Information on this wi


undertook a workshop on the recruitment of NCHDs following the HR Circular 009/2019 re:

recruitment and patient safety. This was well received and allowed many issues to be raised and


bot at national and EU level in collaboration with all stakeholders including IMC, Department o



offer jobs but also share with potential candidates, the new organisational structures associated with


For further details please contact Dr. Susan Kent at [email protected]

People’s Needs Defining Change - Health Services Change Guide

Organisational Policy Framework on Change: People’s Needs Defining Change

is the policy framework and agreed approach to change signed off by HSE Leadership

d the Joint Information and Consultation Forum (JICF) representing the Trade Unions. It presents the

Change Framework that connects and enables a whole system approach to delivering

change across the system and is a key foundation for delivering the people and culture change required

Sláintecare, Public Sector Reform, HSE Service Plan 2019 and the

going in line with the following key areas:

Communication and Awareness

Change Guide Booklets have been distributed throughout the country


templates in the more detailed document.

HUMAN RESOURCE PROFESSIONAL SERVICES

National HR is revising the model of recruitment and retention of staff in the HSE and will address the



erating model aligned to the

is currently developing the model based on the international and national

Development of pilot sites for the local recruitment of consultants. Information on this will be issued


undertook a workshop on the recruitment of NCHDs following the HR Circular 009/2019 re: NCHD

as well received and allowed many issues to be raised and


bot at national and EU level in collaboration with all stakeholders including IMC, Department of Health



andidates, the new organisational structures associated with


People’s Needs Defining Change - Health Services

is the policy framework and agreed approach to change signed off by HSE Leadership

d the Joint Information and Consultation Forum (JICF) representing the Trade Unions. It presents the

that connects and enables a whole system approach to delivering

ng the people and culture change required

and the People Strategy 2019

have been distributed throughout the country – this booklet provides a



• Communication is also being progressed through locally based contacts. Stories on change are

being captured to reflect real experiences of change and improvement initiatives at local level.

• Communication being progressed through social media platforms and provision of detailed

master slides to support integration into presentations etc.

• Input for the Anti-Bullying Awareness Day and the International Women’s Day 2019, associated

follow up re communication and alignment to the Change Guide.

2. Alignment and Synergy at Strategic Level

• Work is ongoing to position the Change Guide in the context of organisational policy with a

particular focus on using the People and Culture Change Platform to connect service

improvement initiatives. The evidence on change clearly signalled the need for more joined up

approaches and targeted interventions at team level to increase readiness for change and sustain

improvements.

• Ongoing positioning of the Change Guide in the context of Sláintecare – review of Sláintecare

Action Plan undertaken in the context of the People Strategy 2019-2024 and the Change Guide.

• Meeting with colleagues in the CHO Programme Management Offices took place in March

2019 – explored synergy between change and project management. Explored ways that a more

blended approach could be progressed at local level. Input into the content of learning

interventions on change and project management to be jointly progressed. Subgroup on

Education established - LETD / PMO colleagues. To support development of relevant

interventions and provide content based on the Change Guide

• Participated at the Spark Innovation Programme with NCHD colleagues – focus on ‘human

centred design’ and links to innovative service developments. Profiled the focus on ‘service

design’ in the Change Guide.

• Attended initial meeting re ‘Staff Engagement, Culture and Communication’ as set up by the

DG – opportunities explored to foster connections and the delivery of evidence informed

interventions. Change Framework recognised as the ‘roadmap’ to visibly demonstrate

connectivity.

• Commenced discussions on the integration of the Change Guide as a supporting process in the

context of the Excellence Awards.

• Input provided in the context of ‘Excellence through People’ application process.

• Initial conversation with colleagues from Children’s Health Ireland to explore how best the

Change Guide can assist developments.

• Session planned with National Forensic Mental Health Services.

• Ongoing collaboration with Quality Improvement Team to progress ways to build change and

quality improvement capacity – further development planned for April 2019.

• Feedback created in the context of the Patient Safety Strategy (draft for consultation) to enable

synergies with the Change Guide.

• Feedback provided in relation to Building Capability for Quality Improvement: National Quality

Improvement Team Draft Strategic Plan 2019-2021.

• Work commencing to embed ‘organisational policy on change’ into relevant recruitment/selection

processes through HBSHR; work also ongoing with Procurement and with HSE Internal Controls

Assurance Process.

3. Education and Practice Development

• Continued engagement with LETD colleagues to integrate the Change Guide into the Leadership,

Education and Talent development programmes as the agreed organisation policy on change.

• Work commenced with the National Communication’s Team to progress digital offering for the

Change Guide.


• Integration of the Change Guide into the first Digital Academy Programme - ‘Disruption & Digital

Transformation’ Maynooth University on 25th - 26

th April 2019.

• Input into relevant development / academic programme (RCSI etc).

• Administration of the Change Hub – Elaine Birkett is taking up this role working with colleagues

in HSeLanD and Elaine would be very pleased to assist people – she can be contacted at:

[email protected]

• Case Study template available by contacting [email protected]

4. Cohesion and Practice Improvement at Delivery Level

• Discussions underway with Service Improvement Colleagues / Service Reform Project Team

members on the need for enhanced support on change management with a particular focus on

the people and cultural aspects of change. Colleagues noted their current focus is on project /

programme management approaches and they outlined a need for a more holistic approach that

addresses people aspects of change management in their work.

• Introductory session held with Service Reform Team in Mental Health Services to consider

how best to use the Change Guide to enable implementation of key initiatives at local level.

• Collaborative working with development colleagues in Midlands Louth Meath CHO8 being

progressed following early exploratory work. Initial data gathered and scoping of actions to

progress a more integrated approach. Proposal scoped re Community of Practice Change &

Development.

Story boards, videos and further details in relation to all actions outlined in this Report are available on

our @HSE_HR twitter account. Our next HR monthly report will issue on the 7th May, 2019.

Rosarii Mannion

National Director Human Resources