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

National HR Report

January 2018

HSE National HR Directorate Leaders in People Services


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

In January 2018 the second residential of the Leading Care I programme took place. This

brought the cohort back together for two and a half days for a range of activities and inputs.

Aside from the residentials, participants are also working together in small learning sets. In the

learning sets participants assess and are assessed by their peers with the Learning Set Adviser

upholding the standard. This is one of the ways that the programme mirrors requirements on

senior leaders and managers to hold themselves and others to account. Participants on Leading

Care II are also engaged in action learning set meetings and individual and group tutorials. They

have completed their first assignments and are working through their second module on the

virtual campus. Establishing the Leadership Academy is a key priority within the People Strategy

and the strategic intent is to develop the leadership our patients, carers, service users and

communities deserve by supporting leaders at every level in health and across every sector in

healthcare.

Future Leaders Programmes

Future Leaders Alumni events will take place over the course of the next eighteen months.

These events will provide the 455 staff that have completed the Future Leaders programme to

showcase the development of their projects, discuss the impact of their leadership development

and to network with their future leader colleagues.

Gradlink Programme

Sixteen new Graduates attended a Gradlink Induction day in St Mary’s in the Phoenix Park in

January. The induction day was a wonderful opportunity for the graduates, who are placed in

different areas of the service, to network with each other and with previous graduates who

shared their experience with the group.

The number of graduates recruited on the 2017/2018 programme now totals 34. Plans are well

underway for the recruitment of Graduates for the 2018/2019 programme.

Effective Representation Programme (Action 1.5)

The second module of Effective Representation Programme 2 took place on 30th and 31

st

January, 2018. Applications are currently being considered for Programme 3 which will

commence in March, 2018.

Mentoring Programme to support Women in Leadership (Actions 1.7.2, 3.14, 6.8.1)

The requirement for mentorship and support for women in leadership was one of the key issues

identified from our event celebrating International Womens Day in 2017. If you are interested in

training as a mentor or would like mentoring please email [email protected] for further

information.

PRIORITY 1 LEADERSHIP & CULTURE


Staff Engagement – HSCP (Actions 2.4, 2.13)

The National HSCP Office is busy liaising and supporting 20 locations across the services that

are making plans to celebrate the inaugural National HSCPs Day on 1st February, 2018.

#wehscps

Workplace Health & Wellbeing Unit (Action. 2.6)

Workplace Health and Wellbeing is about supporting staff in managing their own health and

wellbeing, to enable staff to maximise their work contributions and work life balance (People

Strategy Priority 2). This includes how we collaborate and coordinate amongst ourselves to best

fulfill the People Strategy objectives and deliver on agreed priorities.

To do this, we need to look at our structures, our processes and how we work together - both

with Staff Support colleagues and with others.

Ultimately, the goal is staff who have a strong sense of connection to the service, take personal

responsibility for achieving better outcomes and support team colleagues to deliver results.

Programme of Reform Projects

Strategy for Doctors’ Health & Wellbeing – Feedback from the consultation process is

currently being reviewed in preparation for finalising the Strategy for end of Q1, 2018.

Quality Assessment + Improvement Tool to support the implementation of Occupational

Health Standards was launched by Prof John Gallagher in Cork on 26th January. Rollout /

information sessions will continue across all regions over the course of February with the final

rollout session scheduled for 2nd March.

Workwell.ie Work on the development of a website for Workplace Health & Wellbeing is well

underway with first stage navigation complete. Work is ongoing with respect to content and it is

anticipated that the site will be complete for end of Q1 2018.

Workwell Hubs – Workplace Health & Wellbeing Unit is a central governance unit with

responsibility for staff support services across the country. In this context, and in line with wider

organisation transformation, improvement and integration, a hub and spoke model has been

identified as the most effective model of care through which to deliver the services of the Unit.

In this regard, the Unit has begun the process of developing 6 Hubs, in the first instance, with a

further 6 Hubs to be established during the course of 2018. The structure of each hub includes

local delivery of occupational health services, critical incident stress management, employee

assistance programmes, rehabilitation services, health improvement, and health & safety.

Business Activity

During the month of January, there were 4.6 whole time equivalent (WTE) staff in the Unit.

PRIORITY 2 STAFF ENGAGEMENT


Communications

On-going flu vaccine campaign continued throughout the month of January.

Occupational Health Services

Flu Season 2017-2018

Flu Clinics continue to be available across the service for staff to access the Flu Vaccine and

these are being promoted using WHWHU internal and external social media, and email

platforms.

Health & Safety

During the month of December the following activity was recorded:

Activity No.

Health and Safety Helpdesk

Total Number of calls logged, representing the following: 91

Training 34

Audit & Inspection 2

Information & Advice 51

Policy 4

Total Requests Resolved 54

Training Attendees

Webinar on Ergonomics on 14/12/17 17

NHSF Audit Programme

In the following locations:

Delivery of Two Risk Assessment Training – Clonmel 2 x 25

Delivery of One Risk Assessment Training – Kilkenny 1 x 20

Key Projects Currently In Place

• Management of work Related Aggression and Violence Training Project Group

• National PPPG Education and Learning Sub-Group

• National Guidelines on the Transport of RIMDS – in response to HSA Competent Authority Exemption 03/2016 working with Key Stakeholders (QI Division, Procurement and DGSAs) on the development of Packaging Specification for RIMDs

• National Medicine Protocols Steering Group

Service Improvements

• 1st Build of the Display Screen Assessment Programme for HSELaND completed


• 1st Build of the pilot of the Manual Handling and People Handling Programme for HSELaND

• Improvements to the website with development of A-Z functionality

• Safety Alert Management System for Hospital Groups tested and launched

• Management of new National Ergonomics Contract

New Documentation Launched (available on website)

• HSE Policy on the Prevention and Management of Latex Allergy

• HSE Policy on the Management of Biological Agents in the Healthcare Sector

• HSE Policy on Lone Working

• OSH Newsletter Issue 9

The following documentation was reviewed, updated and published on the website:

• Site/Service Safety Statement

Documentation in Development

• Guideline document re: Display Screen Equipment and supporting DSE risk assessment form

• Publication of the tender documentation Manual Handling and People Handling Training

Framework

Policies Currently with NJC

• HSE Manual and People Handling Policy

• HSE Policy for the Prevention and Management of Stress in the Workplace and

supplementary guidance

• HSE Policy on the Management of Health and Safety in Contract Work

• HSE Policy and Procedure for the Management of Intoxicant Misuse

Organisational Health

Organisations provide the context for work. Healthy organisations facilitate the highest

performance supporting and sustaining commitment and trust between the organisation,

managers and staff as a central feature of a psychologically well and resilient workforce and

organisation. In this context, an Organisational Health workstream has been established within

the Unit.

The Organisation Health Lead will work with the National Clinical Lead – WHWU, WHWU

Functions and the wider HR Divisions to ensure that the organisations vision, mission, values

and behaviours are embedded within its system, culture, policies, processes and practices,

through the development of an Organisational Health Strategy and Standards. The Standards

will identify, develop, implement and review end to end Organisational Health to support the

Organisational Health Strategy.

These Standards will also provide the steps towards a specific aim, in this case, the achievement

of high performance through the strengthening of corporate resilience, embedding wellbeing and

high performance into the workplace culture and practices thus preventing stress at work and ill-

health due to psychological toxicity in the workplace.


EAP - Activity for December 2017

Open Disclosure Meeting 1

CISM Project Meetings 4

Community of Practice meeting 2

WHWU Executive meeting 1

Staff Health & Wellbeing meeting 1

Managing Workplace Challenge Day course 1

Supervision 4

Meeting re Quality Improvement (introduction of Schwartz Rounds) 1

Work PositiveCI

Work PositiveCI

is a process developed by the State Claims Agency (SCA), the Health and Safety

Authority (HSA), Critical Incident Stress Management (CISM) Network Ireland and is supported

by Employee Wellbeing Ltd.

The Work PositiveCI

Tool is currently being adapted to suit the needs of the HSE following which

it is expected to be rolled out to a number of pilot sites in Q2, 2018.

Rehabilitation

A Case Manager has been appointed to Rehabilitation.

With respect to the review of the current HSE policy and procedure on “Rehabilitation of

Employees Back to Work after Illness or Injury 2011”, meetings are on-going and it is anticipated

that the Working Group will have completed their work by Q2 of 2018.

Health Service Excellence Awards 2017 – Share the Learning (Action 2.13.1)

The first Share the Learning Event took place on the 1st February 2018. This Engagement Event

will allow our Project Leads and their colleagues to discuss their applications and projects from the following areas: RCSI Hospital Group, CHO Areas 8 & 9, PCRS, Corporate, HBS, Health & Wellbeing, National Ambulance Service and relevant voluntary providers. A number of Special Recognition Certificates will be presented on the day to the following Project Leads:

• Gemma Crinion for her project Ambulatory Care at Beaumont Hospital

• Mark Smyth for his project Service User led CAMHS Clinic Improvement project at Swords CAMHS

• Vicky Lunt for her project Transitioning to Survivorship at St Luke’s Radiation Oncology Network

• Danny Connellan and Paula McNulty for their project Doras and Slan Abhaile projects at CHO 9 and

• Dr Damian Smith for his project Beyond The Walls at CHO 6 Congratulations to these projects and thanks to Michele Guerin and Yvette Keating, Regional Co-ordinators for organising this share the learning event.


Leadership Education & Talent Development – Programmes

In January, a Leaders in Management Programme commenced in Clonskeagh with 18 managers

from CHO6 participating. This is an eight day programme which will conclude in July 2018. The

programme provides an opportunity for managers to consider and further develop their

leadership skills and knowledge. It includes the following modules: Understanding Management

and Leadership; Strategic Planning; Managing Change & Leading Quality Improvements;

Leading Teams; Communication & People Management; Managing Performance; Conflict

Management & Resolution; Project Presentation.

As part of this programme managers will enhance and further develop their skills in:

Managing the service - Developing their management and leadership abilities to lead

individuals and teams, manage a high quality service and influence health care outcomes,

strengthen their ability to navigate and lead in a changing healthcare environment.

Being strategic - Enhance their ability to improve the quality and efficiency of their service–

including strategic planning, project and change management skills.

Being a leader - Support people to become the best leader they can be. Developing resilience,

building capacity and confidence in leading their team and managing team performance.

LETD Activity CHO4 - January

• Preparation for Excellence through People Assessment.

• Team support session to Primary Care team moving to Dungarvan PC centre

• Systemic Practice : one new initiative commenced

• PMLF and FTM delivered and FTM/ Retirement / Induction review participation

LETD Activity CHO9 & RCSI Hospital Group - January

• A one day event on Communication and Documentation for Midwives was hosted in Our Lady

of Lourdes Hospital Drogheda. The programme was jointly facilitated by Thelma Pentony,

LETD DNE and Mary Reilly, Midwifery Tutor, Centre for Nursing and Midwifery Education

(CNME). The programme provided the occasion for midwives to explore knowledge, skills

and attitudes within the area of communication.

• Plans in development with Occupational Health in relation to LETD supporting an

improvement project around Attendance Management in the RCSI Louth Hospital Group.

• A

team working workshop was facilitated by Thelma Pentony in Portrane, Co. Dublin. The

experiential nature of the training, combined with adult learning methods, ensured an exciting

and memorable event.

LETD Activity CHO2 & Saolta - January

• Delivery of Modules 3 and 4 of the Leaders in Management programme for CHO2 / Saolta

PRIORITY 3 LEARNING & DEVELOPMENT


• 'Managing Change and Leading Quality Improvements' - this module is delivered jointly by

LETD and the PHSI

• 'Leading Teams' - Part of this module included a section on MBTI and their preferences with

focus on the value of this knowledge and how it assists in working with teams and leading

services.

Professional Supervision for HSCPs (Action 3.1)

The National HSCP Office invited eligible HSE HSCP to partake in the’ Train the Trainer’

Professional Supervision Training Programme for HSCP (Supervisor). It is envisaged a panel of

HSCP Trainers will be created; building capacity internally within the HSE, to deliver nationally

the newly developed classroom Professional Supervision Training Programme for HSCP

(Supervisors). The selection of potential trainers will take place in February 2018.

This builds further on the Professional Supervision for HSCP eLearning module currently

available on www.hseland.ie


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 recently published ‘‘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 now underway in collaboration with the Integrated Health

Workforce Planning Unit. Under the Framework Implementation Key Action Area 1; Establish

Governance and Framework Oversight Arrangements, the establishment of a Cross

Departmental Group is underway with the convening of the first meeting of the Cross

Departmental Group scheduled to take place on February 27th. As part of the implementation

work, the unit is engaged with the Department of Health to develop a programmatic and project

management approach to oversee implementation along with key stakeholders.

Work with Health Business Services (HBS) to restructure recruitment to achieve optimum

delivery of workforce plans (Action 4.11)

Attracting new talent to the Health Services is a key component to achieving a stable and

sustainable workforce. In support of, and complementary to the current recruitment processes

across our services, the Integrated Health Workforce Planning Unit in collaboration with a team

of key stakeholders, representing; HBS Recruit, NDTP, Group Directors of Nursing, Heads of HR

for CHOs and Hospital Groups, Office of the Nursing and Midwifery Services Director, Health and

Social Care Professionals Office and HSE Communications, led a recruitment awareness

campaign; ‘New Year New Career’ over the Christmas period. The campaign specifically

targeted returning professionals to Ireland over the Christmas period to create awareness of

employment opportunities in the Irish Health Service. The campaign utilised two modes of

advertising, airport advertising and social media. The airport advertising comprised of electronic

billboards, “air pods”, which were located in Dublin Airport Terminals 1 and 2. The social media

advertising comprised of a series of media “pushes” across three of the most popular social

media platforms, Facebook, LinkedIn, and Twitter. These directed interested individuals to the

New Year New Career webpage to complete an on-line questionnaire on their career

preferences, from which the individual could be routed to preferred current national and local

recruitment campaigns, in addition to Talentpool for potential future opportunities. Launched on

December 18th 2017, the campaign ran for a total of six weeks.

The campaign response to date (with further data being analysed) has been substantial with a

total of 2,834 responses. Of these the largest professionals responding are as follows:

Health Professional/ Worker Group Number of

Responses

Health and Social Care Professionals 648

PRIORITY 4 WORKFORCE PLANNING


Health Care Assistants 675

Nurses and Midwives 577

Paramedics 107

Doctors 91

Management/Administration/ other 736*

*More detailed analysis is being undertaken to further categorise these respondents

Furthermore, in terms of current country of residence, the campaign revealed a total of 2,141

responses from Irish residents, with 397 UK residents, and 296 responses reporting residence in

the rest of the world (RoTW) as shown in the below Figure 1.0. Based on those respondents who

indicated just one ‘first choice’ preferred employment county the most preferable counties were

those in the South, East/North East and North West as shown in the below Figure 2.0.

Figure 1.0 Country of Residence Figure 2.0 First Choice Counties

The success of the campaign demonstrates the impact of social and digital media approaches.

The team is currently in the process of planning a review of this campaign’s process and

outcomes, to determine the success of the initiative subsequent to further follow up to inform

future initiatives and recruitment approaches.

Medical Workforce Planning Seminar 2018

HSE NDTP organised a Medical Workforce Planning Seminar which took place on 18th January

in RCSI on the theme of “Doctor Recruitment and Retention in Ireland: Rising to the Challenges

to Implement Change”. Of international interest, the findings of an EU project on recruitment and

retention of doctors and other healthcare workers across Europe and Australia was discussed.

The event included a practical workshop session looking at the question: How should the HSE

continue to innovate and develop policies to recruit and retain the Irish medical workforce?


Health Sector Workforce – December 2017 - Key Messages (Action 5.1 – 5.13)

At the end of December 2017, health services’ employment stood at 110,795 WTEs. When compared with the November 2017 figure (110,470 WTEs), the change is an increase of +325 WTEs and is 3,710 WTEs of an increase in the last 12 months. The increase this month compares with an increase of +276 WTEs in December 2016. In December growth was seen across all Service Areas, with biggest increases in by Social Care at +121 WTEs (+0.4%) followed Acute Services at +87 WTEs (+0.1%).

Other key findings:

• Year-to-date increase is 3,710 WTEs (+3.5%), compared to an increase of 3,201 WTEs (+3.1%) for same period in 2016.

• Recorded employment levels have increased by +13,941 WTEs (+14.4%) since they bottomed out in October 2013 (96,854 WTEs, adjusted to exclude Children & Family Services).

• Two of the three sectors recorded increases from last month; HSE +272 WTEs, (+0.4%), the

Voluntary Agencies (Non-Acute) +73 WTEs (+0.5%) while the Voluntary Hospitals Sector

decreased employment levels from last month by -20 WTEs (-0.1%).

• 5 HGs and 8 of the CHOs recorded increases this month. The exceptions were Ireland East,

Saolta Healthcare and CHO 3.

• It is assessed that the WTEs represented in these employment reports, based on an overview

of pay expenditure data, equates to 89.5% of total pay expenditure excluding superannuation.

Staff Category & Staff Group Changes – growth/change factors:

• The staff category to record the greatest increase this month was Nursing at +161 WTEs (+0.4%), with significant growth seen in both Staff Nurses and Nurse Managers. In headcount terms, nursing has increased by an additional 979 nurses from the start of the year, against an increase of 942 WTEs.

• Some of the more significant monthly increases in grade groups and individual grades were

seen in; Staff Nurses +193 WTEs, Nurse Managers +37 WTEs, Main Therapy Grades +18

WTEs, Social Care/Social Workers +15 WTEs and Healthcare Assistants +62 WTEs.

New Service Developments

• 238 WTEs of the 2017 new service development posts have been approved and have been issued to National Recruitment Services for processing. A total of 7 WTEs are filled as at the end of 2017.

• 1,059 WTEs of service plan posts from 2014 to 2016 have yet to be filled. 49 WTEs were filled this month. A total of 1,297 WTEs of new service developments in process are still to be filled as at the end of December 2017.

Pay and Staffing Strategy 2017

• HSPC figure of 110,795 WTEs at end of December is 104 WTEs above direct WTE level as set out in the 2017 Health Sector funded workforce plan (December 2017 110,691 WTEs) that was submitted in August. However this figure is to be adjusted upwards to

PRIORITY 5 EVIDENCE & KNOWLEDGE


take account of increased budget allocations in the latter part of 2017 and thus direct employment levels will be within this revised figure.

• All service divisions, with the exception of the Acute Hospitals Services (+1,142 WTEs)) are within their projected direct employment profile at this time. It should be noted progress or otherwise in agency and overtime conversion impacts on the overall directly reported WTEs.

• Assessment of the overall position as at the end of 2017 is that the outturn of €7,625 billion is below overall pay budget by €23 million for 2017.

The following tables and charts provide more detail on employment levels and trends, in respect of employment data, by Staff Category, Grade Group, Sector, Divison and Service Delivery Organisation.

Acute v Community Services - March 2009 to December 2017

Monthly changes since employment levels bottomed out in December

2013


By Staff Group: December 2017

Staff Category /Group WTE Dec

2017

change

since Dec

2016

% change

since Dec

2016

change

since Nov

2017

% change

since Nov

2017

Total Health Service 110,795 +3,710 +3.5% +325 +0.3%

Medical/ Dental 10,121 +399 +4.1% -1 -0.0%Consultants 2,971 +109 +3.8% +2 +0.1%

NCHDs 6,331 +271 +4.5% -1 -0.0%

Medical (other) & Dental 820 +19 +2.3% -2 -0.2%

Nursing 36,777 +942 +2.6% +161 +0.4%Nurse Manager 7,434 +155 +2.1% +37 +0.5%

Nurse Specialist 1,706 +127 +8.0% +3 +0.2%

Staff Nurse 25,315 +547 +2.2% +193 +0.8%

Public Health Nurse 1,514 +15 +1.0% +1 +0.1%

Nursing Student 500 +95 +23.4% -71 -12.5%

Nursing (other) 308 +2 +0.8% -2 -0.7%

Health & Social Care 15,950 +586 +3.8% +58 +0.4%Therapists (OT, Physio, SLT) 4,441 +207 +4.9% +18 +0.4%

Health Professionals (other) 11,509 +380 +3.4% +39 +0.3%

Management/ Admin 17,714 +948 +5.7% +60 +0.3%Management (VIII+) 1,610 +165 +11.4% +7 +0.4%

Clerical & Supervisory (III to VII) 16,105 +783 +5.1% +54 +0.3%

General Support 9,454 +6 +0.1% -6 -0.1%

Patient & Client Care 20,779 +830 +4.2% +53 +0.3%Ambulance 1,745 +105 +6.4% -6 -0.3%

Care 19,034 +725 +4.0% +59 +0.3%

By Division: December 2017

Division WTE Dec

2017

change

since Dec

2016

% change

since Dec

2016

change

since Nov

2017

% change

since Nov

2017

Total Health Service 110,795 +3,710 +3.5% +325 +0.3%Acute Services 58,102 +2,224 +4.0% +87 +0.1%

Acute Hospital Services 56,259 +2,115 +3.9% +94 +0.2%

Ambulance Services 1,843 +109 +6.3% -7 -0.4%

Mental Health 9,798 +170 +1.8% +21 +0.2%

Primary Care 10,886 +351 +3.3% +48 +0.4%

Social Care 27,495 +691 +2.6% +121 +0.4%Disabilities 17,688 +627 +3.7% +92 +0.5%

Older People 9,807 +64 +0.7% +30 +0.3%

Health & Wellbeing 1,450 +67 +4.8% -4 -0.2%Corporate 1,567 +76 +5.1% +6 +0.4%

Health Business Services 1,497 +132 +9.6% +45 +3.1%


By Service Delivery area: December 2017

Service Area WTE Dec

2017

change

since Dec

2016

% change

since Dec

2016

change

since Nov

2017

% change

since Nov

2017

Total Health Service 110,795 +3,710 +3.5% +325 +0.3%Ambulance 1,843 +109 +6.3% -7 -0.4%

Children's 3,104 +131 +4.4% +7 +0.2%

Dublin Midlands 10,301 +229 +2.3% +22 +0.2%

Ireland East 11,382 +411 +3.7% -1 +0.0%

RCSI 8,777 +330 +3.9% +1 +0.0%

Saolta Healthcare 8,674 +216 +2.6% -6 -0.1%

South/ South West 9,979 +394 +4.1% +32 +0.3%

University of Limerick 3,974 +378 +10.5% +38 +1.0%

other Acute Services 68 +26 +62.6% +0 +0.6%

Acute Services 58,102 +2,224 +4.0% +87 +0.1%

CHO 1 4,875 +77 +1.6% +13 +0.3%

CHO 2 4,943 +141 +2.9% +12 +0.2%

CHO 3 3,997 +90 +2.3% -1 +0.0%

CHO 4 6,850 +294 +4.5% +31 +0.4%

CHO 5 4,453 +81 +1.8% +20 +0.5%

CHO 6 3,762 -573 -13.2% +18 +0.5%

CHO 7 6,363 +834 +15.1% +33 +0.5%

CHO 8 5,705 +69 +1.2% +42 +0.7%

CHO 9 6,412 +152 +2.4% +22 +0.3%

Other Non-Acute 428 +21 +5.2% +4 +0.9%

PCRS 392 +26 +7.1% -3 -0.8%

Community Services 48,180 +1,212 +2.6% +191 +0.4%

Health & Wellbeing 1,450 +67 +4.8% -4 -0.2%

Corporate 1,567 +76 +5.1% +6 +0.4%

Health Business Services 1,497 +132 +9.6% +45 +3.1%

Source: Health Service Personnel Census

All figures are expressed as whole-time equivalents (WTE)

EWTD Compliance to 30th

November (Actions 5.1, 5.8)

• The data deals with 5,411 NCHDs – approximately 87% of the total eligible for inclusion. Note that this is calculated on the basis that the number of NCHDs is increasing on a month by month basis. The number of NCHDs included in October 2015 was 5,286, in October 2016 it was 5,594;

• Compliance with a maximum 48 hour week is at 84% as of end November – up 1% from October;

• Compliance with 30 minute breaks is at 96% - down 3% from October;

• Compliance with weekly / fortnightly rest is at 97% - down 2% from October;

• Compliance with a maximum 24 hour shift (not an EWTD target) is at 98% - up 1% from October;


• Compliance with a daily 11 hour rest period is at 97% - down 1% from October. This is closely linked to the 24 hour shift compliance above.

Attendance Management – November 2017 (Action 5.6)

Benchmark

/ Target November

2017

% medically Certified

(November 2017) Attendance

Management Rates

3.5% 4.5% 88%


Performance Achievement

LETD facilitated one to one meeting skills workshops in Limerick and Dublin with the National

Screening Service in preparation for their involvement in the trial sites of the Performance

Achievement roll out.

Leadership Education and Talent Development – Review of 2017

The LETD team provided services to CHO1, CHO2, CHO3, Saolta Hospital group and University

Hospitals Limerick Group.

The key highlights during the year were:

• Development and launch of the inaugural Leaders in Management Programme – initially in CHO1 with the second programme a joint initiative for CHO2 and Saolta.

• Launching the Coaching Skills for Managers and delivering programmes in Donegal, Galway and Limerick

• Initiating the Training Programme Specification process for all programmes – this is now complete for Dignity at Work, Retirement Planning, Effective Team Meetings with plans to complete an additional four programmes in Q1 2018

• Providing a Coaching Service for many managers and staff and receiving feedback which realises the value of this intervention

Some feedback from participants on programmes were:

• ‘As someone entering into a ‘lead’ managerial role it was a fantastic start to get to grips with

roles and responsibilities’

• ‘Well done to the organisers. The attention to detail, communication and presentation were

second to none. I feel privileged to be chosen and be part of this ‘

• ‘Really excellent day – very valuable; good content and delivery variation made for a good

learning experience’

LETD activities provided to CHO1, CHO2, CHO3, Saolta Hospital Group and University Hospitals Limerick Group

Title of Intervention No of Events

Action Learning Sets 16

Breakaway Techniques 8

Care & Responsibility - Team Working 3

Clerical Officer Development Programme 7

Coaching Skills for Managers 3

Conflict Resolution and Personal Safety 6

PRIORITY 6 PERFORMANCE


Connect Coach Network 1

Corporate Induction 10

Customer Service Excellence 7

Dignity at Work 9

Effective Team Meetings 2

Facilitation Skills 1

First Time Managers Programme 9

HR Policies and Procedures 1

Leaders in Management - Communication & People Management 1

Leaders in Management -Conflict Management & Resolution 1

Leaders in Management- Leading Change & Quality Improvement 1

Leaders in Management -Leading Teams 1

Leaders in Management- Managing Performance 1

Leaders in Management -Project Presentation 1

Leaders in Management -Strategic Planning 2

Leaders in Management- Understanding Mgmt. & Leadership 2

Attendance Management & Promoting Attendance 11

MBTI Workshop 1

People Management Legal Framework 11

Retirement Planning 2

Stress Management Seminars 3

Support Contact Person's Workshop 1

Team Building 2

Team Communications and Meeting Skills 1

Trust in Care 7

SKILL programme - 13 Critical Mass Sites 49

The LETD team based in Tullamore provided services to CHO6, CHO 7, CHO 8, Ireland East

and Dublin Midlands Hospital Groups.



• Three coaching skills for manager’s programmes were facilitated in 2017. A new programme was added to the list of offerings in 2017 with the support of other LETD colleagues from the South who facilitated a train the trainer programme.

• Change Management support was given to various areas to meet their changed needs.

• Dedicated programmes such as Clerical Admin Development, First Time Managers and

People Management the Legal Framework was delivered for Health Business Services

(HBS).

• Team Development and Facilitation.

• Hope Exchange Programme.

• LETD Specialists attended training on the roll out of Leaders in Management during 2017 and

have put plans in place to deliver the first Leaders in Management Programme in this area for

CHO6 in early 2018.

Activities in 2017

Title of Intervention No. of Events

Clerical Administration Development Programme 3

Coach Supervision 15 sessions

Coaching 180 sessions


Change Management 80

Customer Care 4

Dignity at Work Briefing Sessions 40

Effective Meetings 3

Employee Induction Programme 5

Facilitation 5


Home Help Development Programme (FETAC) 1

Leaders in Management Programme 0

Managing Attendance Sessions 5

Minute Taking Workshop 2

People Management the Legal Framework (PMLF) 12

Performance Management (preparation for PA) 4

Personal Development Planning (PDP) 1


Service Planning 1

Team Development 40

Time Management Workshop 2


Trust in Care Briefing Sessions 9

Workshop – one-to-one meeting skills 8

Change Management

LETD specialists provided support to CHO 6, 7 & 8 Chief Officers and Heads of Service in the development of structures and processes to meet their changed needs. This included working directly with the Heads of Service (Primary Care, Social Care, Mental Health, Health & Wellbeing, HR & Finance) on each of their teams in the cascading of the methodology of organisation development in the establishment of their structures and processes. Expertise was also provided in the identification of staff training needs in line with the establishment of the CHO. LETD were involved in the continued support of the reconfiguration of the South Dublin Region in CHO 6 and 7. Support with the alignment to the National Children’s Hospital was provided to the Crumlin

Pathology Department and LETD staff were involved in the identification of a Skills Audit, CPD

policy and change management plan for Crumlin and Temple Street.

Change Management Support was provided to the National Mental Health Services and the National Progressing Disability Service (PDS) Conference in Limerick in December and continued support was provided to the National Project Manager in the rollout of PDS Nationally. LETD staff were also involved in the provision of change management support and consultation on the changing structures in Health Promotion & Improvement (HP&I). Team Development and Facilitation

The team carried out team development and facilitation for the following departments:

• Planning & Business Information Unit

• Quality Improvement Division, Measurement for Improvement Team

• Health & Social Care Professionals, Naas General Hospital

• Speech & Language Therapists CHO7

• Environmental Health Team, National

• Intellectual Disability Residential Services

• Social Work CHO8

• Naas General Hospital, Cardiology Dept

• MRH Mullingar Nutrition & Dietetics Team

• Quality Assurance and Verification (QAV) Division

• National Library Services

• Audiology Services CHO 6, 7, 8 & 9

• MRH Tullamore Senior Management Team

• MRH Mullingar Support Services Staff

• St. Bridget’s Hospice Kildare

• Facilitation of staff engagement workshops for CHO6 & CHO7 Coaching

• Expansion of the Coaching Network to 31 coaches.

• Provision of over 750 hours of Coaching sessions to staff at all levels across the HSE.

• Provision of two local CPD days with external speakers

• Participation in the development of the National Coaching Service


The LETD team based in the South provided services to CHO 1, CHO 2, CHO 3, Saolta and

UL Hospital groups.


• Core programmes delivered were People Management the Legal Framework, First Time Managers, Coaching Skills, Induction, Retirement across Cork and Kerry Healthcare Organisation, CHO 5 and SSWHG.

• Links with HR leads were further developed to promote business alignment.

• Systemic Practice initiatives commenced with a range of teams. Phase 2 of one Mental Health initiative was completed

• Coaching Conversations workshops was commissioned by the CHO and delivered to enable 1:1 engagement with direct reports

• Mindful Manager programme were piloted locally as a follow on from Coaching Skills for Managers

• One member of the team was seconded to the DGs office to enable national Values in Action process

• There was a strong focus on Excellence Through People preparation : assessment due in April 2018

• HSE excellence awards local event was a huge success.

• Successful hosting of Cork Equal and Sustainable Communities Alliance and UNESCOs Cork Learning City.

LETD Activities in the South 2017


First Time Managers 101


Improving Service User 119


Presentation Skills 21

Stress Management 80


Coaching Conversations 23

Corporate Induction 157

Personal Resilience for Mangers 40

Mid-Career Life Planning 230

Coaching Conversations 23

SKILL 213

Systemic Practice (Team Development) 171

1:1s 396

Professional Management of Violence and Aggression 192


The LETD team based in Ardee providing the following services to NMPD / RCNME,

Louth/Meath Mental Services, Dental Services/Primary Care, Allied Health Professional Groups,

North East Drugs Task Force/Addiction Services and Health & Wellbeing in 2017.

The key highlights during the year were

• Leaders in Management Programme

• People Management – The Legal Framework

• Clerical Administration Officer Development Programme

• Coaching Skills for Managers

• Supporting Quality Improvement via Swartz Rounds

• Staff Engagement – Survey Feedback in CHO 9 DNCC

• Service Planning with RCSI Louth Hospital Group

• Hospice Friendly Hospital Programme

Some feedback from participants on programmes in Dublin North East were

• “Today’s Leaders in Management Session was excellent about Conflict Management”.

• “Sessions where we talk to each other are very beneficial”

• “This People Management Legal Framework course was relevant to all disciplines and would

be useful for all managers.”

• “I found the First Time Managers course very interesting and it will help me improve my

Management skills”

LETD activities provided by team in Ardee in 2017


Action Learning Sets 9

Attendance Management Briefings 1

Clerical Officer Development Programme 4


Connect Coach Network 3

Dignity at Work 5

Effective Team Meetings 4

Facilitation Skills 2

Final Journeys 3


Group Facilitation 6

Group Facilitation 6

HCA QQI Level 5 Communication Module 1

Induction 1

Journey of Change 2

Leaders in Management - Communication & People Management

1


Leaders in Management -Conflict Management & Resolution 1

Leaders in Management- Leading Change & Quality Improvement

1

Leaders in Management -Leading Teams 1

Leaders in Management- Managing Performance 1

Leaders in Management -Project Presentation 1

Leaders in Management -Strategic Planning 1

Leaders in Management- Understanding Mgmt. & Leadership 1

MBTI Workshop 4

Microsoft Excel Level 1 18

Microsoft Excel Level 2 5

Microsoft Outlook 1

Microsoft PowerPoint 1

Microsoft Word Level 1 4

Microsoft Word Level 2 2


Presentation Skills 2

Professional Supervision 4


Team Building 8

Time Management 1

What Matters To Me 4

Team Diagnostics

The Survey Monkey Team Diagnostics developed by Veronica Hanlon and Irene Harris was

shortlisted for a Health Service Excellence Award in March 2017. This Team Diagnostic which is

based on the HSE Team working model helps teams create a baseline in terms of their

effectiveness and enables team facilitators focus on areas for improvement. This diagnostic has

been used by Endoscopy, Laboratory and Cardiac Services in the RCSI Hospital Group, as well

as Primary Care Teams, Audiology Services, Adoption Services and Dieticians in CHO 1 and

CHO8. The diagnostic has been shared with other LETD colleagues.

Leaders in Management Programme (LiM)

The first programme commenced in October 2017 with participants from CHO9, CHO 8, CHO1

and the RCSI Hospital Group. The LiM programme was launched by Mary Walsh Head of Social

Care CHO 9 and is co-ordinated by Thelma Pentony. The programme is scheduled to complete

in February 2018 with project presentations by all participants.

Psychometrics

A number of MBTI workshops were delivered to teams as well as being part of the Management

development suite of programmes. Emotional Intelligence (EQi) Feedback Sessions were

facilitated on foot of Professional Supervision training.


Coaching Skills for Managers

A two day Coaching Skills for Mangers programme was developed in conjunction with other

LETD colleagues and two programmes were delivered in Ardee & Phoenix Hall.

First Time Manager Development Programme

Four programmes were delivered in 2017 in Ardee and the Phoenix Hall, Dublin including a

customized version for the HBS Compliance team.

People Management – The Legal Framework

Ten programmes were delivered in Ardee & Phoenix Hall including a dedicated programme for

the RCSI Hospital Group.

Clerical Administration Officer Development Programme

Four programmes delivered in Ardee & Phoenix Hall with participants at Grade III and Grade IV

level from both Hospital and Community areas as well as a dedicated programme for HBS.

Staff Engagement – Survey Feedback in CHO9 DNCC

The CHO 9 Staff Survey Feedback session was facilitated by LETD in the Phoenix Lecture Hall

and excellent ideas for action emerged on the day.

Service Planning with RCSI Louth Hospital Group

A service planning workshop was delivered to the Senior Management Team and Heads of

Service in the RCSI Louth Hospital Groups in January 2017. Participants included the General

Manager, Clinical Director, Heads of Departments and Senior Managers within the group.

Supporting Quality Improvement via Swartz Rounds

Schwartz Rounds are a multidisciplinary forum designed for staff to come together once a month

to discuss and reflect on the non-clinical aspects of caring for patients.

Action Learning Support

The National Mental Health Division were supported in facilitating action learning sets for the

National Mental Health Engagement Leads as well as Action Learning sets in CHO9 DNCC on

foot of their Future Leaders programme.

Hospice Friendly Hospital Programme

Thelma Pentony delivered six programmes in support of this initiative including ‘A Journey of

Change’ and ‘What Matters to me’. Both programmes focus on developing staff to deliver

appropriate and dignified care to patients and clients at end of life.

Pre-Retirement Programmes

A total of four Pre Retirement Programmes took place in 2017 two of these took place in Ardee

and two in Connolly Hospital.


1111

Total e-Learning

completions over

179K179K179K179K

New Hub Users

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10K10K10K10K

Change Hub now boasts over 10K

users

Collaborative Hub

Users

over

50K50K50K50K

In 2017In 2017In 2017In 2017

77,807 Active Users *77,807 Active Users *77,807 Active Users *77,807 Active Users *

Introduction to

Children First

over

45K45K45K45K

over

27K27K27K27K

Medicines Management

over

14K14K14K14K

New Users 2017

over

30K30K30K30K

Manual Handling

over

13K13K13K13K

Hand Hygiene

HR Leadership and Management Awards 2017

Winner of ‘Most Innovative Use of Technology’

Award


Seven New Bespoke e-Learning Programmes launched during 2017: Chemical Safety, Perinatal Mental Health, Flu Vaccine – It’s a lifesaver, Integral Valve

oxygen cylinder guide, Sepsis Management, Good Information Practices, Parental Nutrition in Paediatrics and Neonatology. Significant range of other learning

resources including videos, guides, etc. developed and hosted during 2017.


National Workplace Unit (Investigations) (Action 6.6)

Anti-Bullying Initiative

Work has commenced on this project in January 2018 in relation to the anti-bullying initiative being

developed in conjunction with the Anti-Bullying Centre in Dublin City University which will have an

emphasis on promoting dignity in the workplace and on promoting self-awareness and reducing bullying

behaviour. More detailed information will follow in relation to this initiative.

Dignity Support Contact Review

In January 2018 research work has commenced on this project with a view to commencing an “as is”

report of the Dignity Support Contact Service across the four former areas of the HSE. During the co-

design process all Dignity at Work Support Contact staff will be contacted for their input together with

the respective Dignity at Work Support Contact leads in the four former areas.

National Ambulance Service Managers Forum

Staff from the National Human Resources Workplace Relations Unit participated in the National

Ambulance Service Managers Forum on 11th January 2018. This Forum provided opportunity for the

sharing of information, service developments and examination of a range of initiatives to support the

delivery of quality service.

Niall Gogarty presented on the National Human Resources Coaching Service providing:

• Detailed background in relation to the service

• The NAS Coaching Conversations

• Coaching Experiences from 2017

Opportunities were provided for questions and discussion. Feedback received was extremely positive

and requests made for more information.

Staff also engaged in discussions with a range of National Ambulance Service Personnel in relation to

the role and function of the Investigation Support Section, National Human Resources Workplace

Relations Unit.

Opportunity for networking facilitated the sharing of information and identification of further avenues of

support.

Further requests have been received in relation to providing Coaching information and more National

Ambulance Service Events have been planned.

Chief Officers Group - Community Health Organisations

Gerry O'Neill, Niall Gogarty and Dr. Malachy Feely attended the Chief Officers Group on 19th January

2018 to provide:

• An outline of the role and function of the National Human Resources Workplace Relations Unit

• Information / questions and answers session on the process for dealing with a Human Resources

complaints under HSE Policies Dignity at Work, Trust in Care and Disciplinary Procedure

• The suite of National Human Resources Complaint / Pre Screening Outcome and Complaint Forms

in place

The presentation also outlined the background to the establishment of the National Investigation Unit,

fair procedures and constitutional and natural justice as it relates to the delivery of the investigative

process.


Opportunity was provided for discussion, which was meaningful, comprehensive and productive.

The Chief Officers Group were supportive of this initiative to promote and support standardisation of

Human Resources complaint, pre-screening and investigation processes. Plans were agreed for

delivery of further training to the Chief Officer Group in April 2018.

Office of Government Procurement - External Workplace investigations Service - Sourcing

Group Meeting 26 January 2018

Two members of the Workplace Relations Unit were co-opted onto the External Workplace

Investigations Services Sourcing Group. This Group comprised representatives from:

• Department of Public Expenditure and Reform

• Education and Training Boards Ireland

• Local Government Management Agency

• Department of Employment Affairs and Social Protection

• Dublin City Council

• Office of Government Procurement

• Health Service Executive

Fruitful discussion occurred in relation to the need for access to External Human Resources

Investigation services, where required, whist ensuring adherence to organisational policies and

procedures. The importance of ensuring the application of due process and fair procedures was

highlighted. Further work is to occur in this area.

Investigation Referrals

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

to the National Human Resources Division Workplace Relations Unit, Investigation Support Section. All

Human Resources investigation team members must now be nominated by the National Human

Resources Division, Workplace Relations Unit, Investigation Support Section only, details below:

National Human Resources Division, Workplace Relations Unit, Investigation Support Section -

[email protected]

Investigation Forms

All notifications regarding HR Complaints, Preliminary Screening outcomes and Investigation Requests

must now be documented on the suite of HR forms relating to Trust in Case, Dignity at Work and

Grievance Procedure. The latest versions of the forms are available for use on our HSE Intranet page -

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

Awards

The National Human Resources Coaching Service has been shortlisted in the Best Public Sector HR

Initiative for the HR Leadership & Management Awards 2018. The Staff Development Section continue

the work in reviewing the current situations with mentoring and facilitation in the HSE and to develop

further the national structures to support Coaching, Mentoring and Facilitation.

3rd

Annual National Continuous Professional Development (CPD) Event for HSE Internal

Coaches

The Hibernia Conference Centre, Dublin Castle has been identified as the venue for our next Coaching

events in 2018 and 2019. The date organised for 2018 will be the 25th October. As the venue comes

under the Office for Public Works, there is no cost for the venue.


Gradlink Programme

Coaching has been identified as a support for the Gradlink programme. There will be 30 graduates

involved in the programme in 2018. Graduates would be assigned coaches while they are in training this

year.

The first day of the programme was an induction day and the second day is scheduled for Tuesday 20th

February 2018.

Pre Investigation Function

Segregation of function throughout the Investigation process will be preserved through the

establishment of a dedicated Pre Investigation Unit which will be operational in Q2 2018. As an interim

arrangement, the Operations Section is managing the role and function of the Pre Investigation Unit. All

01 Complaint Notification and 02 Preliminary Screening Outcome forms should be submitted to

[email protected]

ICT Complaints Management System

Detailed process mapping continues in relation to the specification requirements of each Section within

the Workplace Relations Unit. Lean principles are being applied through analysis of Lead Time and

Value Added Time in relation to core processes.

Intranet Information Resource

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

In collaboration with our partners in HSE Communications Digital, work is progressing on developing

content for our section of the HSE Website.

Enquiries from all stakeholders are now being directed to our intranet information resource to access

policies and latest forms. Overviews of recent events are available on our ‘News and Events’ section.

HSE Coaching – External Coaching Services

Background information and application forms for external coaching are available from

[email protected] / 046 9251329. Lisa can also provide guidance on the agreed process. In order to

comply with the nationally agreed procurement framework, it is imperative that all interested applicants

contact Lisa in the first instance as there is an agreed list of HSE Coaching Providers in place.

Interested persons should not contact Coaches directly until appropriate approval is in place.

The National Human Resources Workplace Relations Unit can be contacted at:

National Human Resources Division, Workplace Relations Unit, Health Service Executive,

Bective Street, Kells, Co. Meath Tel: 046 9251790 Email: [email protected]

@HSE_HR_WR


Circular 001/2018 re Temporary assignments to a higher grade arising from HSE HR Circular

017/2013

A review of the implementation of HSE HR Circular 017/2013 Regularisation of Acting Posts together

with the Guidance Document on the Management of Temporary Appointments has recently taken place.

As a result of this review a number of key provisions require reinforcement as outlined in the following

Circulars and the guidance documents:

• HSE HR Circular 017/2013 Regularisation of Acting Posts

• Guidance Document on the Management of Temporary Appointments

• HSE HR Circular 008/ 2016 Labour Court Recommendation 21104 Temporary Arrangements

for Temporarily Assigned Staff

• HSE HR Circular 018/2016 Temporary Contracts for Posts at a Higher Grade.

A strict approval process feeding into each Agency / Hospital Group / Community Health Organisation

pay and numbers control processes must be applied to every temporary assignment. For compliance

reasons all relevant documentation in relation to temporary assignments must be completed in full and

kept on file.

Approval

1. Prior approval must be obtained before the filling of a vacancy by way of temporary assignment.

Each Agency/HG/CHO through its pay and numbers control processes should have in place a

methodology to sanction all temporary assignments. This process should also ensure that only

vacant posts can be filled through temporary assignment. A temporary assignment can only be

sanctioned for posts of 0.5 WTE or above and cannot extend beyond 12 months unless there are

exceptional circumstances. Where exceptional circumstances do arise the additional approval

provisions required for temporary assignments which exceed 12 months as set out in HSE HR

Circular 018/2016 must be adhered to.

2. Where a temporary assignment arises due to the requirement to fill a permanent vacancy

management must seek to have the post filled permanently with due expedition through the normal

recruitment and selection processes. http://www.hse.ie/eng/staff/resources/hr-forms/

3. All appointments must be made in accordance with the Commission for Public Service Appointments

Code of Practice.

4. Attached is an Approval Form (Appendix 1 of the Guidance Document on the Management of

Temporary Appointments) which must be completed and signed off in advance of filling a vacancy by

way of a temporary assignment. Also attached to this Circular is a checklist (Appendix 1 of this

Circular) which must be completed in respect of all temporary assignments.

Remuneration

1. HSE and Section 38 agencies must adhere to HSE HR Circulars [017/2013, 08/2016 & 018/2016].

2. No payment is made for a temporary assignment of less than three months.

PRIORITY 7 PARTNERING


3. Temporary assignments of greater than three months will attract the salary scale and the terms of

conditions of the higher post for the duration of the period of the temporary assignment. The pay and

assimilation arrangements on temporary assignment should be the same as would apply to the

employee on permanent appointment (Please refer to HSE HR Circular 008/2016).

4. HSE and Section 38 agencies must ensure strict adherence to the rates of remuneration as set out

in Department of Health Consolidated Pay Scales and cannot in any circumstances exceed the

maximum point of the relevant salary scale of the higher post.

Documentation

1. All information in relation to temporary assignments must be held on the employee’s file.

2. All temporary assignments should be reviewed on a monthly basis and this review should be

recorded on an on-going basis for the duration of the temporary assignment.

3. All remuneration decisions relating to temporary assignments should be contained on an employee’s

file.

All HR Circulars and associated documents are available on http://www.hse.ie/eng/staff/resources/hr-

circulars/

Colleagues in CERS have organised a webinair to reinforce important aspects of this Circular

whilst all queries can be addressed to [email protected]

Activity Update – CERS

Contract Review

A comprehensive review of HSE contracts of employment has been initiated.

A group comprising HR representatives of CHO’s and Hospital Groups have begun an examination of

the contents of the various contracts that exist within the organisation. This is the first such exercise in

many years and arises from the necessity of the HSE ensuring that contracts are fit for purpose, taking

cognisance of ongoing legislative change domestically, the impact of EU directives and ongoing third

party processes.

The outcome of the initial process, which is intended to conclude by end Q1, will be presented to the

Leadership Team.

Following on from this, a relevant engagement process with other stake holders will be commenced.

Community Healthcare Organisations

Significant engagement has been recommenced with Forsa Trade Union in respect of the development

of 9 implementation sites for the roll out of CHO networks. Arising from same the following stands to be

addressed in the short term;

• Identification and confirmation of CHO learning sites,

• Finalisation of the job description for the proposed Network Manager,

• Development of the CHO learning site consultative framework, to include CHO local based task

groups to refer the process to the national forum.


Progressing Disability Services

The process of negotiations with Forsa, in respect of providing the roll out of the implementation of the

above service is well advanced.

Progress has been made in respect of grading of the post of Childrens Disability Manager, the

methodology of filling of the first cohort of such posts and the relationship with regard to circumstances

where the lead service provider in a region is a section 39 agency.

NJC Review

The advisory service of the Workplace Relations Commission have been working with both the staff

panel and the employer side of the National Joint Council with regard to working out methodologies that

would provide for a smoother running NJC process, combining both how the plenary sessions of same

are conducting, together with introducing smoother processes for dealing with sub-groups and interim

arrangements that stem from the main process.

The WRC will be meeting with the parties again on February 20th, following which a detailed proposal

for advancing matters are expected to be concluded.

Section 39 Pay Restoration

The result of the SIPTU ballot in respect of the ongoing claim for pay restoration in this sector is

expected on this Friday, January 26th. It is understood that SIPTU are proposing to initiate Industrial

Action on February 14th. That nature and location of Industrial Action has not yet been notified.

Emergency Department Concessions (Grades other than nurses)

As suggested by the Labour Court following a hearing last August, the parties to this long running issue

have returned to the WRC. A hearing took place on January 25th, following which the WRC agreed to

adjourn the matter with a view to talking separately to both sides over the next week or so, to see if the

impasse could be resolved without further reference to the Court.

Home Helps

The Home Care Package Scheme was introduced in 2006 and had a requirement from Government

that the Scheme would be established, operated and accounted for separately from the home help

service as it was providing enhanced levels of care above the levels available in mainstream community

services including in particular the home help service. More recently it has been agreed that, as the

majority of the service delivered through the HCP Scheme being personal care services and essential

household /domestic duties, and as the home help service has evolved, delivering similar services,

there are no obvious benefit in operating the two services separately.

The HSE in discussions with the Department of Health agreed to examine the possibility of bringing the

home help service and home care package scheme together into a single funded streamlined home

care service for older people.

The HSE and SIPTU, under the auspices of the WRC have agreed a review of the Home Help contract

which will bring about a number of changes, to reflect the needs of the service and maximize the hours

for HSE directly employed Home Helps.

The following are the key points:


• The current Home Help contract will be revised at national level to reflect the agreed changes

• An additional 670,000 above 2016 paid hours, will be provided by directly employed staff.

• The amendments to the contract reflect the detailed analysis undertaken by the National Office,

Services for Older People of the data submitted by CHO and at sector level. They will see the

introduction of rostered arrangements on a 5/7 assigned basis, minimum contracts of 10-hours per

week. assignment of bases and the ceasing of the practice and need for the banking of hours from

the date of commencement of the new arrangement.

• It was also agreed that it will be a requirement, with immediate effect, that all new staff should

possess, on recruitment, the minimum qualification equivalent to a relevant QQI approved major

award at Level 5 or higher.

The title of Home Help will now be replaced on the revised contracts, and in future consolidated salary

scale, with the new title of Health Care Support Assistant.

Task Transfer - Social Care Services

The second verification process in the sector commenced prior to Christmas with the distribution of

Templates to capture the level of task transfer at individual unit level. Units were asked to record the

number of tasks (from agreed lists) that nurses carried out from the 11th to 17

th of December 2017.

These completed templates were returned to CHOs for collation into an overall report that recorded the

level of activity, training and cost saving/cost avoidance

The verification process will also include site visits in each CHO area and it is intended that this will be

concluded by mid February 2018.

Radiography Services

Works is continuing in respect of the review of Radiography Services as provided for in LCR 20232.

This review is considering the effects of LCR 20232 on inter alia the retention and recruitment of staff,

challenges to filling on-call rosters, service delivery and professional development of radiographers.

The project has completed a literature review and a survey of existing challenges. Site visits have now

commenced to get a better qualitative understanding of these challenges. The parties have set a

deadline for March 31st 2018 for conclusion of this work.

Webinars

We are delighted to advise that our CERs Advisory Webinar Series will launch on the 31st January

2018. Our first webinar will discuss “Garda Vetting”. Further webinars will take place in February,

March, April, May and June of 2018. All webinars will be saved to HSELand after live presentation,

copies of our PowerPoint presentation will be made available to everybody on request. Webinar space

is limited, for further details regarding our webinar series, please contact [email protected]

Circular on HSE Sick pay and Illness/Occupational Injury Benefit Payments from DEASP

A change in notification practices to employers on the amount of illness and injury-related benefits

employees are eligible to receive from the Department of Employment Affairs and Social Protection

(DEASP) has important implications for the payment of sick pay in the Health Services. This issue is

addressed in a recent HR Circular: HR Circular 005/2018 ‐‐‐‐ HSE Sick Pay and Illness / Occupational

Injury Benefit Payments by DEASP

http://www.hse.ie/eng/staff/resources/hr_circulars/hr-circular-005-2018-re-changes-to-payment-of-hse-

sick-pay-and-occ-injury-benefit-by-deasp.pdf

From 1 January 2018, the DEASP has ceased issuing Illness and Occupational Injury Benefit

notifications to employers which were issued to assist employers in calculating their employees' tax.

From that date Revenue will incorporate the taxable element of Illness or Occupational Injury Benefit


into employees’ tax credit certificates which will have the effect of reducing employees’ available tax

credits and/or rate bands. Employees’ USC rate bands will not be affected.

Under the Public Service Sick Pay Scheme, the Illness Benefit payment which HSE employees (Class A

PRSI) are eligible to receive is factored into the calculation of sick pay. In accordance with HSE policy,

payroll deducts the amount of Illness Benefit at source and this amount is verified by the DEASP

notification. The amount of Illness Benefit to which employees are entitled will vary from a standard

amount to an increased amount due to adult and/or child dependents and in some instances may be

less than the standard amount. Some employees may be in receipt of an Occupational Injury Benefit

(Class A and D PRSI) which is also deducted at source by the HSE in the granting of sick pay to the

employee.

This change in practice by DEASP has significant implications for the HSE as the non provision of

information on the actual amount of DEASP benefit payable to individual employees may result in

overpayments or underpayments of sick pay. The absence of information from DEASP on illness benefit

payments also has implications for the calculation of payroll taxes. It is vital that the HSE is provided

with this information to ensure these pay deductions are accurately calculated.

To address these changes, all HSE employees are required, from the 1 January 2018, to provide

notification to the HSE of the amount of Illness Benefit/Occupational Injury Benefit that they are eligible

to receive from DEASP during periods of medically certified absences. DEASP have advised that this

information is available online to recipients or directly from their offices.

The new HR Circular highlights the related responsibilities of line managers and other personnel who

are responsible for attendance management and / or receive medical certificates from employees.

These include:

• Informing employees of this requirement. The Circular includes as an appendix a template letter

which managers should issue to employees informing them of this DEASP change and the

obligations of employees to provide this information to their managers.

• When employees are on sick leave, managers are required to remind employees at the outset of the

requirement to submit a copy of the statement containing the amount of illness/occupational injury

benefit payable from DEASP (including NIL payments).

• Managers are also reminded in this context of their ongoing responsibility of ensuring that

employees’ sick leave is appropriately communicated for the purpose of sick leave record keeping

and payroll processing.

All employees should be aware that failure to provide the DEASP information on their illness benefit

payments may result in delays in their sick pay.

While the HSE makes deductions for DEASP payments at source, Section 38 agencies may apply a

different practice with regard to reimbursement of DEASP benefits. Irrespective of the practice which

applies, it is important that Section 38 agencies make any administrative arrangements which may be

required to take account of this change by DEASP.

HR Briefing Session

A briefing session for HR staff on implementation matters related to this Circular will take place in HSE

CERS on Wednesday 7 February 2018 at 11am. To book a place, please contact Grainne Brennan

([email protected]).

Government Decision on Retirement Age and Interim Arrangements to allow certain public

servants to be retained until they reach the age of eligibility for the Contributory State Pension

(CSP)


A Circular has been devised to allow certain public servants in the health sector to be retained beyond

their compulsory retirement age of 65 years until they reach the age of eligibility for the Contributory

State Pension (CSP). This Circular is currently under discussion with the unions and will issue shortly.

The following is an overview of the main provisions outlined in the Circular to give effect to the Interim

Arrangements in the health sector.

The Circular applies only to public servants who have a compulsory retirement age of 65 and who reach

the age of 65 in the period between the Government Decision of 5 December on Compulsory

Retirement Age in the public service and the commencement of the necessary primary legislation to

give effect to that decision.

The recent Government decision relates to an increase the compulsory retirement age for public service

employees to age 70 and to the drafting of legislation to give effect to that decision. The Government

also agreed that, in advance of the legislation coming into effect, interim arrangements could be

introduced, for serving public servants who reach the age of 65 between the date of the Government

decision 5 December 2017 and the coming into effect of the necessary legislation, to enable them to

remain in place until they reach the age of eligibility for the CSP. At present, the CSP is payable at age

66 but the age limit will increase over time.

The Circular sets out the eligibility criteria for those who wish to avail of these interim arrangements and

the provisions which will apply to those whose applications for retention are approved by their

employing authority. This Circular applies equally to pre 1 April 2004 public health service employees

appointed before and after 6 April 1995, regardless of the fact that most public servants appointed

before 6 April 1995 will not be eligible for the CSP. For the avoidance of doubt, where a public health

service employee has already retired before the date of the Government decision on 5th December

2017, retention under the terms of this Circular will not be possible.

The Circular contains the Application Form for Retention for a period of up to 1 year under the terms

of Department of Health Circular 15/2017 and the Undertaking to be signed by the employee as part of

the application process. The Circular also contains the Employer Declaration Form to be signed by

the relevant senior manager where retention is approved under the terms of Department of Health

Circular 15/2017.

Under the terms of the Circular, each organisation will be required to put in place appropriate internal

arrangements to ensure that the management decision to approve or refuse the employee’s application

for retention is made at a senior level and the relevant managers are notified of their responsibilities in

this regard.

The Circular also provides that employees whose applications for retention under the terms of

Department of Health Circular 15/2017 have been approved should be issued with a Fixed-Term

Contract of employment which reflects the provisions outlined in the Circular.

While the Circular requires public health service employees to apply to their employer for retention at

least 8 weeks before reaching the age of 65 (using the Application Form), it also permits applications to

be received from those employees who reach the age of 65 within a short timeframe of the

Government’s decision on 5th December 2017 and would therefore be unable to comply with the 8 week

timeframe. Managers should advise employees in this category that this advance notice requirement

will not apply in this period. However, those individuals who wish to apply for retention must submit

their completed Application Form immediately and these applications should be dealt with as a matter of

priority. In all other cases, the 8-week time limit will be strictly applied.


National Vetting Bureau (Children and Vulnerable Persons) Acts 2012 to 2016

Retrospective Vetting of Existing Employees (Section 21)

HSE HR Circular 22/2017 sets out the provisions of Section 21 of the National Vetting Bureau (Children

and Vulnerable Persons) Acts 2012 to 2016 which provides for the retrospective vetting of employees

who are carrying out “relevant work or activities” and who were not previously vetted. This Circular also

included the arrangements for the assessment of employees following receipt of vetting disclosures.

This Circular referred to the original deadline for submission of retrospective vetting applications to the

Bureau (31 December 2017). This deadline has now been extended and a letter was issued in

December to notify HSE and Section 38 agencies on foot of this decision being confirmed by the

Department of Health.

Following representations by the HSE through the Department of Health, a decision was made by the

Department of Justice and Equality to amend the date of the deadline for submission of retrospective

vetting applications to the 30 April 2018. On foot of this decision, Regulations were signed by the

Minister for Justice and Equality to give effect to the new deadline of 30 April 2018.

The request by the Department of Health and the decision by the Department of Justice and Equality in

relation to the extension to the deadline to 30 April 2018 is an exceptional measure which reflected the

serious consequences of non-compliance. It is imperative that HSE and Section 38 organisations

submit all outstanding retrospective vetting applications to the Bureau well in advance of the new

deadline of 30 April 2018 to ensure that each organisation complies with its statutory obligations under

Section 21 of the Act in respect of employees and other persons engaged to carry out relevant work or

activities with children and/or vulnerable persons.

Section 38 agencies are responsible for submitting retrospective vetting applications directly to the

Bureau in respect of employees and other persons in their organisation who come within the scope of

Section 21. HSE retrospective vetting applications must be submitted to the Garda Vetting Liaison

Office (GVLO) in Manorhamilton. HSE management are required to ensure that all outstanding

retrospective vetting applications are submitted to GVLO before 28th February 2018 to enable

applications to be processed in a timely manner. To avoid any unnecessary delays, HSE management

are responsible for ensuring that applications in respect of employees in their area of responsibility are

accurately completed prior to submission to GVLO for processing. As outlined in Circular 22/2017,

retrospective vetting applications should only be submitted in respect of employees who are engaged in

“relevant work” and for whom a vetting disclosure is required.

For the purpose of achieving compliance with the statutory deadline, it is important to note that a vetting

request is not deemed to be properly submitted to the National Bureau until the person for whom a

vetting disclosure is required has successfully completed and returned the eVetting invitation received

directly from the Bureau. Applicants receive reminder notifications from An Garda Siochana (and the

GVLO in the case of HSE employees) within the 30-day timeframe for replying to the eVetting invitation

from the Bureau. Managers are required to outline to employees the importance of returning the

eVetting invitations as soon as possible before the expiry of the 30-day time limit and follow up with

employees and other persons in this regard to ensure legal compliance is achieved.

The Department of Health are closely monitoring the legal compliance of public bodies in the health

sector with Section 21 of the Act. To this end, the Department have requested data on a monthly basis

to ensure that each organisation is legally compliant well in advance of the deadline of 30th April 2018.

In order to provide the Department with a comprehensive report each month up to the end of April, a

letter and information template is being issued to HSE and Section 38 agencies and the data will be co-

ordinated centrally.


HSE CERS will be delivering a webinar on the topic of Garda Vetting on 31st January 2018. The

webinar will outline the salient provisions of the National Vetting Bureau (Children and Vulnerable

Persons) Acts 2012 to 2016 in relation to garda vetting (as set out in Section 12 and Section 21). This

will be the subject of a new Circular which has been sent to the unions for consultation.

Compassionate / Bereavement Leave – National Claim

The unions’ claim for revised bereavement leave arrangements to be extended to health service

employees has been the subject of two conciliation conferences under the auspices of the Workplace

Relations Commission (WRC). At the second conciliation conference, held on 9 January 2018, it was

agreed that the management side would submit an overview of the estimated costs.

The unions are seeking to have the revised arrangements which were introduced in the Civil Service in

January 2017 and set out in Circular 01/2017 (DPE202-020-2016) to be applied to the health service.

This claim was raised by the unions at the National Joint Council in March 2017 and the HSE

subsequently carried out a costing exercise, at the request of the Department of Health, to get an

estimate of the potential cost implications. The WRC process has been adjourned so that the unions

have an opportunity to consider the information provided by the HSE and revert with their response.

Department of Public Expenditure & Reform Review of the Public Service Sick Leave Scheme

(Priority Action 7.9)

Agreement has been reached between DPER and the unions on revisions to the Critical Illness Protocol

(CIP) and a new guidance document for managers entitled “Critical Illness Protocol Managerial

Discretion Guidelines”. Each sector is now required to engage with its internal stakeholders (HR and

Occupational Health) so that the revisions to the CIP and the new guidelines for managers can be

implemented. DPER plan to have an effective date of 31 March for both the amended CIP and the

management guidelines.

As requested by DPER, the management guidelines must be customised for each sector and CERS are

currently adapting this document for the health sector. CERS will be engaging with HR managers in the

HSE and Section 38 agencies and have been liaising with the Workplace Health and Wellbeing Unit in

relation to the Occupational Health provisions. DPER is overseeing the implementation process across

the public service and will be meeting with the sectoral representatives in February to review progress.

The purpose of the Review is to look at the overall effectiveness and operation of the Public Service

Sick Leave Scheme to date and to assess any operational difficulties which have arisen since its

introduction. However, the fundamental terms of the Scheme, such as the overall sick pay limits and

the dual look back, are beyond the scope of this Review. Following an extensive consultation process

with the unions, DPER developed a number of recommendations to improve the operation of the

Scheme in terms of cost-effectiveness, standardisation and equity.

A number of issues were referred by DPER for facilitation discussions under the auspices of the

Workplace Relations Commission (WRC). This facilitation process commenced in April 2017 and was

attended by representatives from the public service unions and sectoral management. DPER’s

recommendations address the operation of three key components: Temporary Rehabilitation

Remuneration (TRR), the Critical Illness Protocol (which is now agreed) and the ‘Look Back’ period for

calculating payment. The WRC process will now seek to address the outstanding issues which relate to

TRR and the ‘Look Back’ methodology and a final conciliation conference may be convened shortly.


National Joint Council – Policies and Procedures Sub-Group

The National Joint Council (NJC) Policies and Procedures Sub-Group is the national forum for

engagement with the health service trade unions on draft HSE/health service policies and procedures.

This forum is convened under the auspices of HSE Corporate Employee Relations Services (CERS)

which facilitates this consultation process between management and health service unions. The

meetings generally take place on a monthly basis.

There are currently three draft policies in process, all under the auspices of the HSE Health and Safety

function. These are:

• Policy and Procedure for the Management of Intoxicant Misuse

• Manual Handling and People Handling Policy

• Policy for Prevention and Management of Stress in the Workplace

Health service management Policy Leads with draft national policies and procedures which require

consultation with the unions should email Susan Keegan ([email protected] ) in CERS enclosing a

copy of the draft documentation and a brief summary of the topic. The topic will be scheduled on the

agenda for the next available meeting date having regard to the agreement with the unions that a

maximum of four draft policy documents would be circulated between meetings to facilitate the review

process. Following confirmation of the meeting date, a copy of the draft documentation and details of

the relevant Policy Lead are circulated to the unions which may submit comments and feedback in

advance. The Policy Lead is responsible for presenting the draft document to the trade unions at the

meeting, addressing issues raised and undertaking any follow up action agreed. Any queries on this

process may be e-mailed to Susan Keegan ([email protected]).


Update on Change Hub

The Change Hub is the HSE’s on line change management resource, accessible to all staff working in

the Irish Health and Social Care Service. The Hub exists to support all staff to gain the understanding,

skills and confidence to participate in, and bring about, service improvement in a way designed to

ensure a good outcome for all and currently supports a community of practice of 11,000 members.

It includes a multi media Case Study repository of over 460 services improvement stories, drawn from

all health and social care settings, which share the experience and learning of our staff who have

brought about improvement in their own service.

We actively partner with 3rd

Level Colleges, including the Royal College of Surgeons, the Royal College

of Physicians, Trinity College Dublin, etc, to harvest and share the learning from health service staff

undertaking a service improvement initiative as part of their post graduate programmes in Health

Services Leadership, Leadership in Quality and Safety, Health Services Management, etc.

In 2017, the Case Study Repository received over 2500 page visits, the fourth most popular page on the

Change Hub.

If you would like to visit the Change Hub online, please log onto www.hseland.ie, click on Create an

Account to generate a Username and Password, then find the Change Hub in the Learning Together

Hubs Section. Further information is available by email [email protected]

National Integrated Staff Records & Pay Programme

In 2018 we will continue to focus on the integration of business systems and structures to achieve our

goal to have a single integrated public sector workforce information platform. This will give us clear

oversight of our service delivery structures and enable greater effectiveness in the management of our

workforce from ‘Hire to Retire’. The National Integrated Staff Records & Pay Programme [NiSRP]

will provide the foundation on which we will build a strong ‘Hire to Retire’ support structure for

our staff.

An engaged, well developed and valued workforce are at the core of our objective to deliver the best

possible care to our patients and service users’ and we need to ensure that we harness changes in

technology to make it more convenient for staff to access and use our business services. The NiSRP

will put in place effective business processes for staff records and payroll services, supported by

modern IT systems to make our services more accessible and effective for staff. Included in the

programme is the introduction of Employee Self Service which will give staff greater control over their

personal information and allow them electronically update their file, request leave, check payslips etc

providing a more efficient experience for those using these services. Automating processes where

possible and exploiting developments in digital technology will allow many of our staff transition from

manual transactional work to more knowledge based roles. The availability of comprehensive

workforce information on completion of the NiSRP Programme will ensure we have the information

we need to manage the resources in the health service in a way that delivers best health

outcomes, improves people’s experience of using the service and demonstrates value for

money.

PRIORITY 8 HUMAN RESOURCE PROFESSIONAL SERVICES


We will work to make it possible for all staff to do the best job they can and to drive innovation and

better care. We aim to utilise the advances in technology to provide improved services, improved

patient care and better outcomes. Investments in technology will be used to improve operational

effectiveness, cost efficiency, transparency and patient safety. For that reason the NiSRP Programme

should be seen as a key enabler and strong foundation for ‘Building a Better Health Service’.

To fully deliver on our People Strategy we need to ensure our staff have the right technology, data,

processes and organisational structures in place to support them in making the right workforce

decisions, at the right time. It is a vital component of gaining greater visibility & control over the HSE’s

spend on staffing which equates to 70% of the entire budget. It is for this reason the National

Integrated Staff Records & Pay Programme (NiSRP) should be viewed as a critical priority within

the overall transformation of our Health System.

To support this we need to ensure that our key HR services are aligned to and can properly support

staff and managers across the newly formed Hospital Groups and Community Health Organisations.

The NiSRP Programme will play a critical role in helping to address this via the delivery of the following

components:

• Align workforce data to HG, CHO and NAS structures - to provide greater clarity around staff

numbers, reporting lines that will support greater accountability, accuracy and timely workforce

related decisions;

• Provide staff and managers with better access to our core HR services - delivered via SAP self-

service access to key personnel information and HR policies via mobile devices;

• Integrate our end to end HR service - ensuring key elements of our end to end ‘Hire to Retire’

process are integrated with a single, stable SAP Staff Records and Payroll platform; and

• Improve reporting capability relating to our Health System workforce - ensuring real time / near

real time data is available to enable quicker and more accurate workforce decisions at all levels of

accountability.

The delivery of these critical components will greatly assist HR and the ongoing re-organisation of its

delivery system and its repositioning to becoming a provider of strategic support to the

business on all people related issues.

The NiSRP Programme should not be viewed, however, as a stand-alone initiative. Rather it is one of a

series of HR related initiatives that will gradually upgrade and modernise the services we provide. Work

is already underway in other key areas of the ‘Hire to Retire’ process that both HR and HBS

deliver to our people. Staff in the HR Division look forward to working with colleagues across the

Health System to deliver the intended benefits associated with the NiSRP Programme.

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 8th

March, 2018.

Rosarii Mannion

National Director Human Resources

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