National HR Report February 2018 HSE National HR ... · March. We are putting a call out to all staff if you are involved in any local staff engagement initiatives and are tweeting

January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 1

National HR Report

February 2018

HSE National HR Directorate Leaders in People Services

February, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 2

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

Health Service Leadership Academy Steering Group which is chaired by the Director General met in

February. Items covered included, the close out of programme content changes to contextualise

Leading Care I and Leading Care II for the Irish health service. The activity that has taken place on the

first cohorts of Leading Care I and Leading Care II including on-boarding, the go-live of the virtual

campus, residential workshops, learning set meetings and submission of assignments and highlights

from the feedback at recent residentials. The Bevan 7 pioneers officially graduated from the NHS

Leadership Academy Leading Care 1 Programme on 29th January.

People Management Legal Framework (PMFL) Programme Standardisation

The People Management Legal Framework programme standardisation continued in February and

steering group approval is scheduled for March with the launch of the new PMLF programme

anticipated to take place in April 2018.

Clerical Officers Development Programme Standardisation

The group working on the Clerical Officers Development Programme standardisation continued to

collaborate throughout February revising modules for the programme. The standardised model will

incorporate a project, take place over three days and will have line management participation to ensure

that learning is incorporated into the clerical officer’s work.

First Time Managers (FTM) Programme Standardisation

The First Time Managers programme standardisation continued in February with representatives from

Leadership, Education & Talent Development from around the country working together to ensure that

the new programme incorporates the best elements of all existing versions and is updated in line with

current best practice. The new format will include a shadowing component where managers will have

the opportunity to work with an experienced manager in a different part of the service.

Gradlink Programme

Thirty five Graduates from the HSE’s Gradlink programme were invited to attend a networking day in the

F2 Centre on 20th February. The graduates had a very interactive day, networking and learning about

emotional intelligence, belbin team roles and presentation skills.

HSCP Innovation Awards 2018 (Action 1.5)

The HSCP Innovation Awards 2018 was announced by Jackie Reed, National Lead, National HSCP

Office at the HSCP Day on 1st February, 2018. The awards are in recognition of the role HSCPs play in

delivering innovative solutions; reshaping how and where services are delivered, in addition to leading

and driving change. Further details when finalised will be available on the HSCP Hub on

www.hseland.ie

Effective Representation Programme (Action 1.5)

PRIORITY 1 LEADERSHIP & CULTURE


A third programme will commence on 7th March, 2018. There is a wide range of disciplines represented

including clinical biochemistry, dietetics, occupational therapy, perfusion science, pharmacy, social work

and speech and language therapy.

Future Leaders project

An alumni group for staff who have successfully completed the future leaders programme has been

initiated to facilitate the sharing of on-going learning and experiences of leadership development in

practice. Invitations to the first alumni event on 11th April will issue shortly and will take place in the

Lecture Hall, St. Mary’s Hospital, Phoenix Park.

Future Leaders Programme for HSCP Staff (Action 1.5)

A further HSCP Future Leaders Programme has been approved which is being delivered by the RCSI.

Details are currently being circulated to professional bodies and mangers groups. The programme will

commence on 30th April, 2018.

Leaders in Management – CHO9, CHO8, RCSI and Ireland East Hospital Groups (Actions 1.7,

1.11, 1.13, 3.10)

The first Leaders in Management Programme in CHO9 concluded in February. The participants

presented their unique and innovated project to their peers, line managers and Mary Walshe, Chief

Officer CHO DN CC. Participants were from CHO9, CHO 8, RCSI and Ireland East Hospital Groups.

Overall the programme was very well received by the participants and comments included: “Enjoyed the

course immensely, met great people”, “LETD are an excellent resource”, “Thoroughly enjoyable and

great learning many thanks”.

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

One of the key take aways from our International Women’s Day in 2017 was the need for a supportive

mentoring programme to encourage and support those wishing to develop further and excel in the

workplace.

On International Women’s Day 2018 our Director General Tony O' Brien formally launched our

Mentoring Programme Supporting Women in Leadership. Copy of Guide for Mentors and Mentees

together with details of staff who are available to mentor colleagues are available on the following link:

https://www.hse.ie/eng/staff/benefitsservices/hse-women-in-leadership-mentoring-programme.html

For further information on mentoring service please email [email protected].

First Time Managers Programmes (Action 1.7)

Twenty four participants completed Day 1 and 2 of the First Time Manager Development Programme

facilitated by Veronica Hanlon and Thelma Pentony. Modules included Managing Teams, Managing

Change, Cultural Awareness, Quality, Risk and Patient Safety as well as participants completing the

MBTI personality type indicator.

First Time Managers programme commenced in Sligo with eighteen participants - some of their

feedback included: "Excellent course, all very relevant”, “Very thought-provoking”, “Good to hear other

managers have same issues/fears/problems and this course will be great in helping me in my role".

People Management – The Legal Framework (Actions 1.7, 3.4)


Seventeen participants completed this two day programme in the Phoenix Hall. Participant work areas

included CHODNCC, CHO 8, RCSI Hospital Group as well as HBS and Corporate Services.

Teambuilding (Action 1.14)

A one day Teambuilding Event was designed and delivered by Veronica Hanlon for the Louth

Environmental Health Team. This event included using the Survey Monkey Team Diagnostic to identify

team strengths and areas for improvement, followed by a facilitated workshop to identify areas of priority

and develop an action plan for the team for 2018.


Staff Engagement Framework (Action 2.1)

A staff engagement framework is currently being developed by Organisational Design and Development

in consultation with key stakeholders. The strategy defines the benefits of having an engaged workforce

and outlines the key enablers for an engaged staff: Visible Leadership, Engaging Mangers, Employee

Voice and Integrity.

Community Healthcare Organisations

Work is continuing with Senior Management Teams in CHO areas in particular CHO’s 2, 5 & 7 in

supporting them in related pieces of work such as the Change model.

Staff Survey “Your Opinion Counts” - next steps (Action 2.2)

The Staff Survey Steering Group have submitted a formal proposal on the Staff Survey methodology for

discussion at Leadership Team in February. The survey is now due to go out in early Autumn which

will be two years since the last survey and will give time to services to submit their updates on post

2016 survey initiatives.

In the meantime we are continuing to meet with our Staff Survey Steering Group and with the HR Leads

in the CHO’s and Hospital groups to ensure that proposed data collection methods are accessible to all

and to increase uptake this time round. The Staff Survey Steering Group will next meet towards the end

of April 2018.

Staff Engagement – HSCP (Actions 2.4, 2.13)

The first priority in the Health & Social Care Professions Education & Development Strategy 2016 –

2019 is Visibility of Health & Social Care Professions (HSCPs).

A National HSCPs Day was held on 1st February to help increase visibility of HSCPs and their

contribution to the health services – it was an extremely successful event with 25 locations taking part –

this included a range of services across the country. Currently the Day is being evaluated with a view to

learning what worked well, what might have been different and essentially – was the overall objective

met. #wehscps

Engagement Fora (Action 2.5)

National Staff Engagement Forum

The National Staff Engagement Forum meeting took place on the 16th of January in the F2 Centre,

Rialto. Members of the Forum have been actively involved in group projects for example the new Staff

Engagement Website (www.hse.ie/staffengagement); the valuable input of ideas and suggestions has

resulted in a lively, bright, engaging website which will be officially launched at the next meeting on 6th

March. We are putting a call out to all staff if you are involved in any local staff engagement initiatives

and are tweeting about them please use the #engaginghealthstaff to showcase them on the site. The

future dates for the Forum are 6th March, 19

th June, 18

th September and 4

th December 2018. Please

contact Info.OD&[email protected] you require further information.

A selection of members of the National Staff Engagement Forum have also been invited to the

Healthcare Leadership Masterclass on Wednesday 18th April at the Helix, DCU Campus, to promote the

PRIORITY 2 STAFF ENGAGEMENT


work of the Forum and the message of Staff Engagement. We have been allocated a section for the

promotion and planning is currently underway to design and build on the success of our marketing

campaign at the 2017 Masterclass.

HR Corporate Division Staff Engagement Forum

A very successful second meeting of the HR Corporate Division Staff Engagement Forum took place on

Tuesday 20th February. The theme of the event is ‘HR at the Heart of the Organisation’ and the group

defined the Purpose and Terms of Reference for the HR Forum going forward. There was a lively

discussion scoping out priorities for the group and valuable feedback given for the draft Employee

Engagement Framework (which is in development stage), as provided for under section 2.1 of the

People Strategy.

National Ambulance Service (NAS) - 3 Regional Staff Engagement Fora

The NAS in conjunction with the Organisational Design and Development (OD&D)Team have

established 3 local fora in the West, National Emergency Control Centre and South. A meeting for the

East area is planned for March 15th. OD&D have assisted each of these forums to set up their own

Terms of Reference, agree their own chairs and focus on a plan of action for their local Fora.

Mayo University Hospital

A Staff Engagement Forum was established in the hospital in June 2017. The members of the forum

held a very successful launch day in the hospital and are actively working on the feedback received at

that time. Members of the group also presented the story of their journey to members of the National

Staff Engagement Forum meeting in January and the feedback and praise they received was well

deserved.

Coombe Women and Infants University Hospital

The Coombe has begun the process of establishing their own Staff Engagement Forum along with the

support from the OD&D team. Priorities from the meeting will be to develop an action plan from the

results of the Staff Survey and to extend the current representation to include minority grades. Senior

Management fully supports this initiative and it is encouraging to see the enthusiasm of the staff in

working together to make it happen.

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.

Strategy for Doctors’ Health & Wellbeing – First print proofs are currently being prepared, with the

Strategy on course for launch at the end of Q1 2018.


Quality Assessment + Improvement Tool rollout / information sessions have taken place across the

month of February. The final two locations will be rolled out during March.

Workwell.ie Work is ongoing with respect to the content on the site with a launch date for the end of Q1

2018.

During the month of February, there were 5.6 whole time equivalent (WTE) staff in the Unit.

Communications

On-going support of the flu vaccine throughout the month of February.

Health & Safety

During the month of February the following activity was recorded:

Activity No.

Health and Safety Helpdesk

Total Number of calls logged, representing the following: 149

Training 86

Audit & Inspection 2

Information & Advice 53

Policy 8

Total Requests Resolved 59

NHSF Training, Workshops, Seminars, Meetings etc

HSELaND E-Learning Training - Q4 2017 (01/10/17-31/12/17)

Training Course Total Completed In Q 4 2017 Management of H&S in Healthcare Setting 1,203

Display Screen Equipment 5,481

Manual Handling 2,086

Health, Safety & Security 2,605

NHSF Audit Programme

Total number of National Level 1 Audits 13

First time audits 10

Repeat audits 3

In the following locations: Merlin Park Galway, Midlands Regional Tullamore

Delivery of Pre Audit Workshop CHO 5 1 x 21


attendees

Delivery of Diffusion of Aggression training – Dental Services Waterford 1 x 22 attendees

Other

Key Projects Currently In Place

• Management of work Related Aggression and Violence Training Project Group

• DSE E-Learning 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

New Documentation Launched (available on website)

• Corporate Safety Statement

• Occupational Safety and Health Risk Assessment Process and supporting documentation

• Manual Handling Policy

Documentation in Development

• HSE Health Surveillance Policy

• Revision of the HSE Policy on the Management of Work Related Aggression and Violence

• Guidance document on the Manual Handling of Service Users with Bariatric Needs

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

generated in the Pharmacy Department

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

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

Transport

Policies Currently with NJC

• 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

• HSE Policy on Driving for Work

EAP

South East

Supervision Sessions 3

Schwartz Rounds Meeting 1

Local Staff Health & Wellbeing Meeting 1


HR Meeting 1

Major Emergency Planning Meeting 1

Steering Group Meeting 1

A Major Emergency Plan workshop was held in Naas. Consultation with management re staff issues

Learning Disabilities SUH CHO1 EAP standards: preparation participation in meeting Dublin; and follow

up with Rhoda Griffith, EAP Administrator. Signposting of staff and managers to the internal HSE

mediation, coaching and mentoring services. Signposting to HSE internal mediation service

Consultation with National Health and Safety (Nat H&S). Attended Incident management Framework

training. Communication with national Health Sustainability office, Input with medical team Donegal

University Hospital, EAP standards meeting, EAP input with Paediatric service SUH, Consultation with

Occupational Health colleagues.

Rehabilitation

Deborah Moriarty successfully completed the competition for the Case Manager position and will be

joining Workplace Health & Wellbeing Unit shortly.

Work Positive/CISM

Emer Carroll presented at the monthly Management Team meeting outlining the following:

• Workplace Stress costing millions to the HSE each year

• A Project group has been established to review the implementation of the Work Positive Tool in the health sector

• This review will include a broad range of stakeholders, with support from the State Claims Agencies (SCA)

• A pilot scheme is being planned with a Tool to be customised for the sector. Update in next quarter.

National Stigma Reduction Project (Actions 2.9, 2.10)

Kevin Stanley, representative from Diversity, Equality & Inclusion attended the recent Mental Health

Stigma Reduction Workshop on behalf of DEI team alongside with representatives from the Mental

Health Engagement Office, National Office for Suicide Prevention, Mental Health Division Service,

Mental Health Operations and HSE Health and Wellbeing. Discussion centred on modelling core

concept of stigma reduction, including roles for DEI in supporting staff in the workplace, and working

with See Change. See Change is a collaborative partnership collaborative group of 100 organisations

and 60 ambassadors. It is funded by HSE through National Office for Suicide Prevention (NOSP) to

deliver Green Ribbon Campaign and See Change in the Workplace Programme.

NOSP made Request for Proposal to undertake an external evaluation of See Change to see clear gaps

and opportunities to build on (or change) the existing programme. This will also look at opportunities to

reach staff and healthcare professionals. Following the evaluation, it is anticipated to set up working

group to develop an action plan based on the recommendations with DEI roles in supporting diverse

staff.

Irish Sign Language Programme 2018 (Action 2.9)


Irish Sign Language (ISL) QQI Level 3 Programme 2018 started on the first week of February 2018, in

partnership with the Irish Deaf Society, for 15 weeks at the following location:

• Cork

• Dublin

• Galway

• Tullamore

Currently, 45 HSE staff is participating in this programme and will potentially join the other 39 staff, who

completed the programme in 2017. By this summer, we will have 74 staff with learned ISL skills to assist

with communication and support for deaf staff in the workplace and service users, who use ISL. We

have 300 interested staff on the waiting list.

Changing Gear Programme 2018 (Action 2.9)

Second Changing Gear Programme, in partnership with Age & Opportunity to support staff aged 50

plus, is underway, which is taking place in the following location:

• Cork

• Dublin

• Galway

• Kilkenny

• Limerick

We have 300 staff on the waiting list. The programme supports participants in achieving transitions in

later life. It provides them an opportunity to reflect on life as it is now and to plan for the future, whether

remaining in the employment or in retirement.

HSE Career Day with Transition Year Students 2018 (Action 2.13)

The HSE People Strategy 2015-2018 sets out in goal 2.13 our objective to create a diverse workforce

which best meets the needs of service users. A set of actions under Diversity, Equality and Inclusion

have emerged from that statement which underpin our delivery of the HSE People Strategy. One area

for development is profiling the HSE as an employer of choice for diverse groups, by creating pathways

to employment, having a visible and felt presence and supporting the principles of equality and

inclusion. In this regard a series of career days, which connect with transition year students, have been

coordinated through the HR Diversity, Equality and Inclusion team. The career days have been held

over the last number of months, with the most recent event held in January with Errigal College,

Letterkenny, Donegal.

The event ran over the school day, with colleagues from across divisions in attendance. Presenters

came from Environmental Health, Midwifery Nursing, Ambulance Services, Medical Physics/Radiation

Advice, Facilities Management and Management Administration. The presenters engaged the students

and brought their roles into the room to create an awareness of employment opportunities in the Health

Service. The career days are also an opportunity to reflect the great diversity that already exists within

the HSE workforce. Highlighting Women in Leadership, challenging gender stereotyped roles, disability

in the workplace and ethnic groups such as the Traveller community. Feedback and evaluation from the

students was very positive with a high percentage stating they would consider the HSE as a future

employer and didn't realise there were so many career opportunities available.

Diversity, Equality and Inclusion Celebrates International Women’s Day


Thursday, 8th March 2018, Royal College of Physicians of Ireland, Kildare Street, Dublin 2.

International Women’s Day is a global day of celebration of the social, economic, cultural and political

achievements of women. This day also marks a ‘call to action’ for accelerating gender parity globally.

The International theme for the day is ‘Press for Progress’ and speakers from the health, business,

sporting, legal and voluntary sectors will share the breadth of their experiences in line with this year’s

theme. This event is a wonderful opportunity for HSE employees to come together to celebrate and

acknowledge the diverse achievements

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

Our 3rd

Share The Learning Event took place on the 22nd

February 2018. This Engagement Event was

convened in Dr Steevens Hospital with Project Leads attending from the Ireland East Hospitals Group,

the Dublin Midlands Hospital Group, the Childrens Hospital Group, CHO Areas 6 & 7 and the relevant

voluntary providers.

It is worth noting that a number of Special Recognition Certificates received recognition for their

outstanding work:

• Ms Anita Murray and Ms Alison Wellwood for their project “Improving Preventative Care for the

At Risk Foot in the Wicklow area” from CHO 6

• Ms Patricia Craig for her project “Learn to Cycle Group” from CHO 6

• Ms Michele Bourke for her project “Establishment of a dedicated Hepatocellular Carcinoma

Service” from St Vincents University Hospital

• Ms Aoife Coffey for her project “To develop and establish a national pancreas and renal

transplant programme” also from St Vincents University Hospital

• And Ms Orla O’Shea for her project “Implementation of a Multisensory Room in a Childrens

Outpatients Department” from AMNCH

Congratulations to these projects and thank you to Mary Gorry, Regional Co-ordinator for organising

this very special share learning event.

The Health Service Excellence Awards 2017 Finalist videos are now available on our Change Hub in

the Case Study Repository

Written project synopsis of a further 85 improvement initiatives have also been added to the Health

Service Excellence Awards 2017 category.

To access the videos and project synopses, visit the Case Study repository and select the Health

Excellence Awards 2017 Category from the drop down Category menu.


Professional Supervision for HSCPs (Action 3.1)

The National HSCP Office has selected 16 participants for the ‘Train the Trainer’ Professional

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

be created from this group; building capacity internally within the HSE, to deliver nationally the newly

developed classroom Professional Supervision Training Programme for HSCP (Supervisors). The

‘Train the Trainer’ programme will commence on 7th March 2018.

Further development of e-learning (Actions 3.1, 3.3, 3.13, 3.19)

HSELanD Webinar Series. 2018

Three Webinars in the series have already taken place to date in 2018 delivered by subject experts from

HR Corporate Employee Relations Service in conjunction with HSELanD on the topics of Garda Vetting,

Temporary Assignments to a Higher Grade and Operation of the HSE Sick Leave Policy. These are

broadcast to an invited audience recorded and subsequently edited for hosting on the Share Hub on

www.hseland.ie.

Planning is underway for a full series of monthly HR Webinars in 2018 facilitated by the HSELanD team.

We continue to invite HR Subject Matter Experts to commit to a forty minute live webinar presentation to

a specific internal target audience. The HSELanD team will work closely with each Subject Matter

Expert in advance to thoroughly plan and prepare for the event and assist with and moderate the event.

If you would be interested in becoming involved in this initiative as a Subject Matter Expert / Trainer on

your area of expertise please contact Tony Liston at [email protected] or call 071 9822100.

New Online Training Resource for Registered Nurses Launched

Pronouncement of Expected Death by Registered Nurses’ - Date: 9-Feb-2018.

A new eLearning programme to help equip registered nurses working in a HSE residential, HSE long

stay or HSE specialist palliative care service to undertake the pronouncement of expected death

procedure has been launched on HSELanD. There are circumstances where a person’s death is

inevitable, and it is therefore appropriate to pronounce that death has occurred for the purpose of

advising those important to the person who has died, and also for the purpose of tending to and moving

the body. The eLearning programme, Pronouncement of Expected Death by Registered Nurses, will

equip learners with the knowledge and skills to promote a quality, safe environment for the dying person

and provide support to those important to the dying person. The programme will guide learners on now

to complete documentation using evidence based procedures in accordance with national and local

policies within their scope of practice.

The new online learning resource takes approximately 90 minutes to complete and upon completion,

learners will be required to complete an assessment and be deemed competent. To provide autonomy

over learning, learners can dip in and out of the resource over time, but will be required to complete the

programme in order to receive certification. Pronouncement Expected Death by Registered Nurses is

now available on HSELanD and accessed through the knowledge centre.

PRIORITY 3 LEARNING & DEVELOPMENT


Over 250,000 e-Learning Programme Completions

On the 16th February HSELanD reached a significant milestone and were delighted to mark the

250,000th e-learning programme completion. HSELanD now hosts over 80,000 Active users from across

the Irish Health and Social Care Service and is continuously expanding its suite of on-line Learning

Resources.

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

Clerical Officer Development Programmes continue in Sligo and Mayo. Some feedback and key

learning from Day 1 and 2: "Course was brilliant”, “Intend to start using it all tomorrow”, Will use during

everyday tasks”.

In LETD South the focus has been on:

• Systemic Team development initiatives x3

• Professional Management of Violence and Aggression meeting with Mental Health and NMPDU

• Coaching Skills programme delivery and national review

• FTM programme delivery and national review

• PMLF delivery and national review

LETD West overview of February 2018

Service Level Agreements – Activities were agreed for 2018 with key partners in CHO1, CHO 2 and

the Saolta Hospital Group.

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

www.hseland.ie

3.3/3.5/3.6/3.15 CPD Priority 2 of the Health & Social Care Professions Education & Development

Strategy 2016 – 2019 is CPD.

Eighteen professions have submitted CPD proposals and are seeking support with both discipline

specific and an ever increasing number of interdisciplinary CPD proposals. Each proposal is examined

in detail to ensure it meets the agreed criteria – queries are referred back to the professions and it is

planned to have letters of approval issued to most professions by the end of February.

One of the actions under CPD on the work plan is to gather intelligence on accreditation of formal CPD

opportunities by Professional Bodies – this exercise is currently underway.

Managing Attendance (Action 3.10)

In addition to regular events, a series of workshops has commenced in Letterkenny University Hospital

on Managing Attendance. This is a joint initiative with the Director of Nursing in the Hospital.

Coaching Skills for Managers (Action 3.14)

Twenty participants attended the two day Coaching Skills for Managers facilitated by Thelma Pentony.

Participant work areas included CHO1, CHO DN CC and the RCSI Hospital Group.

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

Develop an Integrated Multi

The ‘People Strategy’ sets out to develop an integrated

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’

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

Key Action Area 1; Establish Governance and Framework

Departmental Group (CDG) has been established and the first meeting took place on February 27

The Unit has worked closely with the Department of Health to develop the Terms of Reference for the

CDG and those of the Joint

and project management approach to overseeing implementation.

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

delivery of workforce plans (

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 Uni

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;

The final data analysis revealed a total response rate of 2914. From the respondents’ data provided the

largest breakdown by healthcare profes

Assistants (724), Nurses and Midwifes (625), Health and Social Care Professions (352), Administration

and Management (334), Social Care Workers (316), Other (228), Paramedics and EMTs (146), Doctors

and Dentists (100) and General Support (89) (see Figure 1.0 below).

PRIORITY 4 WORKFORCE PLANNING

Monthly HR Report Follow us on twitter: @HSE_HR

Develop an Integrated Multi-Disciplinary Workforce Planning Framework (

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


National Strategic Framework for Health and Social Care Workforce Planning’

ut 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

Key Action Area 1; Establish Governance and Framework Oversight Arrangements

Departmental Group (CDG) has been established and the first meeting took place on February 27


CDG and those of the Joint Strategic Workforce Planning Group (JSWFPG) as part of the programmatic

and project management approach to overseeing implementation.


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

d HSE Communications,

led a recruitment awareness campaign; ‘New Year New Career’ over the 2017 Christmas period.


largest breakdown by healthcare professional/ worker category who responded included Healthcare



and Dentists (100) and General Support (89) (see Figure 1.0 below).

WORKFORCE PLANNING

Page 14

Disciplinary Workforce Planning Framework (Action 4.1)

disciplinary workforce planning framework


National Strategic Framework for Health and Social Care Workforce Planning’ sets

ut 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

Oversight Arrangements, a Cross

Departmental Group (CDG) has been established and the first meeting took place on February 27th.


Strategic Workforce Planning Group (JSWFPG) as part of the programmatic


over the 2017 Christmas period.


sional/ worker category who responded included Healthcare




Figure 1.0 Breakdown of Campaign Respondents

Throughout the campaign substantial engagement with HBS Recruit, Hospital Groups and CHO’s has been

undertaken to route respondents to live recruitment campaigns. Additional information on key professional/

healthcare worker group responses have been share

Overall, the findings to date suggest the ‘New Year New Career’ recruitment awareness campaign has been

particularly successful in achieving the following;

• The initiative utilised both social and digi

use and easily accessible web form;

• A recruitment awareness campaign has provided key data on the utilisation of ‘media pushes’

targeted at particular profess

from those targeted. This is important data to inform planning on targeted campaigns into the future;

• The results identified the preferred countries amongst the responses, which is key learning not only

for workforce planning but importantly for local recruitment initiatives.

The key outcomes and impact of the campaign are currently being formally evaluated to further harness

the lessons learned and inform future campaigns both locally and nationally.

Student to Practitioner (Action 4.4

Now in its sixth year in its format, the annual Student to Practitioner workshops will be held on

Wednesday, 23rd May, in NUI Galway and Thursday, 7th June, in Our Lady's Hospice, Harold's Cross,

Dublin 6W. The day consists of two main w

workplace, a reflective workshop focuses on (i

(ii) assists in the development of strategies for management in the workplace, and (iii) how to maintain

skills while waiting for a job.

CVs, application forms and short listing, (ii) how people think about themselves and (iii) how to market

themselves. It also provides students with an opportunity to meet representatives from CORU (the

regulator) Professional and other represen


Figure 1.0 Breakdown of Campaign Respondents



healthcare worker group responses have been shared at central level with HR leads at divisional level.


particularly successful in achieving the following;

The initiative utilised both social and digital media, testing the new HSE branding and a simple to

use and easily accessible web form;

A recruitment awareness campaign has provided key data on the utilisation of ‘media pushes’

targeted at particular professionals, in particular countries that revealed an increase in response rate


The results identified the preferred countries amongst the responses, which is key learning not only

ing but importantly for local recruitment initiatives.



Action 4.4)



The day consists of two main workshops: 1. Transfer of Skills from college to

, a reflective workshop focuses on (i) how to bring the college experience to the workplace


skills while waiting for a job. 2. Gaining the Edge examines, (i) the types of recruitment proc



regulator) Professional and other representative bodies and CPD Officers. The workshops are facilitated

Page 15



d at central level with HR leads at divisional level.


tal media, testing the new HSE branding and a simple to

A recruitment awareness campaign has provided key data on the utilisation of ‘media pushes’

aled an increase in response rate


The results identified the preferred countries amongst the responses, which is key learning not only





Transfer of Skills from college to

) how to bring the college experience to the workplace


the types of recruitment processes, i.e.



tative bodies and CPD Officers. The workshops are facilitated


by HSE staff drawn from HR, National HSCP Office, therapy managers, and professional bodies.

Details will be circulated to HSCP professional bodies and HEIs in the coming weeks.

Practice Education Conference (Action 4.4)

A sub group of the National Steering Group for Practice Education has been established to plan for the

practice education conference to take place on Thursday, 26th July, 2018 in Dublin. The theme of the

conference is 'Making practice education work for you: interprofessional perspectives'. The keynote

speaker, is Professor Lindy McAllister, University of Sydney. Prof. McAllister is recognised

internationally as a leader in preparing graduates for professional practice in speech pathology. She is

a keynote speaker at international conferences speaking to topics in practice education and

supervision.

Further details when finalised will be available on the HSCP Hub on www.hseland.ie


Health Sector Workforce – January 2018 - Key Messages (Action 5.1 – 5.13)

The census reporting methodology has changed from the start of 2018 on direction from the

Department of Health, in order to better align census reporting with pay reporting and the Pay & Staffing

Strategy. Home Helps on HSE payroll are now included in overall census numbers and student nurses

on their 4th year placement, previously discounted at 50%, are now returned at their actual WTE value.

These changes only impact two staff categories; Nursing, and Patients and Other Client Care. The

January report introduces an additional Grade Group of Home Helps to allow sight of impact of that

change to reporting.

Thus at the end of January 2017, health services’ employment (including Home Helps) stands at

114,391 WTEs. When compared with the December 2017 figure (114,058 WTEs), the change is an

increase of +333 WTEs (+0.29%).

The increase this month compares with an increase of +288 WTEs in January 2017 on a similar

reporting basis. In January growth was seen in the following Service Areas; Mental Health, Primary

Care, Health Business Services and Acute Services and the latter had the biggest increase at +490

WTEs (+0.8%).

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

• Three of the six staff categories recorded growth this month and the staff category to record the

greatest increase was Nursing at +520 WTEs (+1.4%). It should be noted that on a year-on-year

basis, a better measure of change here, is now recording growth of 1,360 WTEs. The assessed

impact of the removal of the discounting of 4th year student placements in this look back period is of

the order of 352 WTEs, (the grade group of student nurses includes some that discounting was

never applied to) thus the nursing workforce has increased by over 1,000 WTEs in the last 12

months.

• In addition to directly employed nurses, expenditure on nursing agency continues to be a significant

resource and based on end of 2017 expenditure data, the derived figure in WTEs was assessed at

1,454 WTEs, thus a more correct WTE figure for Nursing at end of January is 38,651 WTEs. A

further factor to be considered here is the recorded increase in Healthcare Assistants/Care Staff in

the last twelve months, and this is up by 719 WTEs from the end of 2016.

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

Registrars +24 WTEs, Nurse Students +599 WTEs, and General Administrative (III & IV) +41 WTEs,

Nurse Managers/Specialists +19 WTEs and Pharmacy +14 WTEs.

Pay and Staffing Strategy 2018

• 2018 Funded Workforce Plan is work-in progress with final deadline for submission to DOH of

the 31st March 2018.

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.

PRIORITY 5 EVIDENCE & KNOWLEDGE


Acute v Community Services -

Monthly changes since employment levels


March 2009 to January 2017

Monthly changes since employment levels bottomed out in January 2013

Page 18


By Staff Group: (including Home Helps) Jan 2018 (December figure: 114,058)

By Division: January 2017

Staff Category /Group WTE Jan

2018

change

since Jan

2017

% change

since Jan

2017

change

since Dec

2017

% change

since Dec

2017

Total Health Service 114,391 +3,845 +3.5% +333 +0.3%

Medical/ Dental 10,065 +386 +4.0% -57 -0.6%

Consultants 2,970 +108 +3.8% -0 -0.0%

NCHDs 6,286 +265 +4.4% -45 -0.7%

Medical (other) & Dental 808 +14 +1.7% -12 -1.4%

Nursing 37,297 +1,360 +3.8% +520 +1.4%

Nurse Manager 7,445 +174 +2.4% +11 +0.2%

Nurse Specialist 1,714 +144 +9.2% +8 +0.5%

Staff Nurse 25,220 +587 +2.4% -95 -0.4%

Public Health Nurse 1,511 +15 +1.0% -3 -0.2%

Nursing Student 1,099 +432 +64.8% +599 +119.8%

Nursing (other) 307 +8 +2.5% -1 -0.2%

Health & Social Care 15,974 +550 +3.6% +24 +0.2%Therapists (OT, Physio, SLT) 4,448 +184 +4.3% +7 +0.2%

Health Professionals (other) 11,526 +366 +3.3% +17 +0.2%

Management/ Admin 17,769 +868 +5.1% +55 +0.3%Management (VIII+) 1,619 +167 +11.5% +9 +0.5%

Clerical & Supervisory (III to VII) 16,150 +701 +4.5% +46 +0.3%

General Support 9,434 +17 +0.2% -19 -0.2%

Patient & Client Care 23,853 +662 +2.9% -189 -0.8%

Ambulance 1,733 +89 +5.4% -12 -0.7%

Care 19,021 +770 +4.2% -12 -0.1%

Home Help 3,098 -197 -6.0% -165 -5.1%

Division WTE Jan

2018

change

since Jan

2017

% change

since Jan

2017

change

since Dec

2017

% change

since Dec

2017


Acute Services 58,591 +2,577 +4.6% +490 +0.8%

Acute Hospital Services 56,760 +2,481 +4.6% +501 +0.9%

Ambulance Services 1,832 +96 +5.5% -11 -0.6%

Mental Health 9,825 +203 +2.1% +27 +0.3%

Primary Care 10,912 +58 +0.5% +6 +0.1%

Social Care 30,552 +749 +2.5% -187 -0.6%

Disabilities 17,774 +594 +3.5% -6 +0.0%

Older People 12,778 +156 +1.2% -181 -1.4%

Health & Wellbeing 1,441 +65 +4.8% -9 -0.6%

Corporate 1,561 +68 +4.5% -6 -0.4%

Health Business Services 1,508 +124 +9.0% +11 +0.8%


By Service Delivery area: January 2017

Source: Health Service Personnel Census

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

EWTD Compliance to 31st

December 2017 (Actions 5.1, 5.8)

• The data deals with 5,769 NCHDs – approximately 100% 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 December 2015 was 5,314, in December 2016 it was 5,603;

• Compliance with a maximum 48 hour week is at 84% as of end December – unchanged from

November;

• Compliance with 30 minute breaks is at 98% - up 2% from November;

• Compliance with weekly / fortnightly rest is at 99% - up 2% since November;

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

November;

Service Area WTE Jan

2018

change

since Jan

2017

% change

since Jan

2017

change

since Dec

2017

% change

since Dec

2017


Ambulance 1,832 +96 +5.5% -11 -0.6%

Children's 3,118 +143 +4.8% +14 +0.4%

Dublin Midlands 10,327 +273 +2.7% +26 +0.2%

Ireland East 11,595 +553 +5.0% +214 +1.9%

RCSI 8,889 +374 +4.4% +112 +1.3%

Saolta Healthcare 8,719 +303 +3.6% +45 +0.5%

South/ South West 10,031 +399 +4.1% +52 +0.5%

University of Limerick 4,012 +413 +11.5% +38 +1.0%

other Acute Services 68 +24 +52.4% +1 +1.3%

Acute Services 58,591 +2,577 +4.6% +490 +0.8%

CHO 1 5,425 +64 +1.2% -12 -0.2%

CHO 2 5,378 +150 +2.9% -14 -0.3%

CHO 3 4,180 +69 +1.7% +10 +0.3%

CHO 4 7,968 +298 +3.9% -15 -0.2%

CHO 5 4,747 -71 -1.5% -95 -2.0%

CHO 6 3,748 -583 -13.5% -14 -0.4%

CHO 7 6,485 +826 +14.6% -31 -0.5%

CHO 8 6,097 +50 +0.8% -14 -0.2%

CHO 9 6,450 +175 +2.8% +38 +0.6%

Other Non-Acute 427 +16 +4.0% -1 -0.3%

PCRS 386 +16 +4.2% -7 -1.7%

Community Services 51,290 +1,010 +2.0% -153 -0.3%

Health & Wellbeing 1,441 +65 +4.8% -9 -0.6%

Corporate 1,561 +68 +4.5% -6 -0.4%

Health Business Services 1,508 +124 +9.0% +11 +0.8%


• Compliance with a daily 11 hour rest period is at 98% - up 2% from November. This is closely linked

to the 24 hour shift compliance above.

Attendance Management – December 2017 (Action 5.6)

Benchmark / Target December 2017 % medically Certified

(December 2017)

Rates 3.5% 4.8% 87%


National HR Mediation Service (Action 6.5)

The mediation service was originally established to support the provisions of the Dignity at Work Policy

for the Health Service. The National HR Mediation Service provides a professional and confidential

service in conflict prevention and management within and across the public health system. The service

promotes early intervention in conflict, reducing the need for more lengthy, stressful and costly formal

processes.

Our internal mediators are accredited by the Mediators Institute of Ireland, ensuring the highest

standards of education, training, professional practice and regulation.

See below the percentage of agreements resulting from our mediation service:

Year No. of Mediations Percentage of Agreements

No. of trained Panel Mediators

2016 84 75% (63) 21

2017 (to Dec) 98 71% (70) 19

See below detailed breakdown of numbers of mediations in 2016 and 2017 (by Service):

CHO Mediations 2017 Hospital Group Mediations 2017

National Workplace Unit (Investigations) (Action 6.6)

Anti-Bullying Initiative

The HSE Anti-Bullying Project is underway. The project has a strong basis on Health Services People

Strategy 2015-2018, Priority 5 Knowledge Management and will focus on the issue of bullying for

employees of HSE.

CHO No. of Mediations

CHO 1 3

CHO 2 8

CHO 3 2

CHO 4 2

CHO 5 4

CHO 6 1

CHO 7 5

CHO 8 7

CHO 9 7 TOTAL 39

Hospital Group No. of Mediations

RCSI 10

UH Limerick 6

Ireland East 6

Saolta 6

Children’s Hospital Group 4

South/South West 2

Dublin Midlands 2 TOTAL 36

PRIORITY 6 PERFORMANCE


The project team will work in collaboration with Dublin City University Anti Bullying Centre, the HSE

Academic Partner on this project, where extensive research has been carried out on this topic. The

project will support actions required from the HSE Staff Survey 2016.

The Anti-Bullying Section is currently undertaking an “As Is” project in order to identify the current status

of the Support Contact Person Role and its delivery across the organisation. Members of the team are

currently engaging in contact with Support Contact Persons Co-ordinators. As this work is progressing

a custom designed questionnaire is being developed to capture the “As Is” picture of this important

support currently in the HSE. The next phase will be to communicate with each existing Support

Contact Person.

Work is progressing in relation to the development of an information resource pertaining to addressing

myths and facts about bullying covering topics such as, for example:

· Myths and Facts about Bullying

· Examples of bullying

· What bullying is not

In addition a comprehensive “in house” training programme has been prepared and is scheduled for roll

out in Q2 2018.

Trust in Care Professional Development Day

The Nurse & Midwifery Planning and Development Unit Dublin South, Kildare & Wicklow hosted 51

Nurses and Midwives from 20 organisations within CHO6, CHO 7, Dublin Midlands Hospital Group,

Ireland East Hospital Group & Children’s Hospital group at their Trust in Care Professional

Development Day. The Group comprised:

· 6 Directors of Nursing

· 12 Assistant Directors of Nursing/Public Health Nursing

· 29 Clinical Nurse/Midwife Managers and

· 4 Staff Nurses

The National Human Resources Workplace Relations Unit accepted an invite to attend the Group. Dr.

Malachy Feely, Lead Investigation Support Manager, outlined the role of the National Human

Resources Division Workplace Relations Unit, Investigation Support Section and related Sections.

Dr. Feely discussed a range of matters pertaining to the commissioning, planning and delivery of the

investigation function from a range of perspectives. Participants engaged in wide ranging discussions in

relation to processes and practices. Discussions also occurred regarding the National Human

Resources Workplace Relations Unit suite of Forms in relation to:

· Trust in Care · Dignity at Work · Disciplinary Procedure for Employees of the Health Service Executive


Participant feedback was very positive and welcoming of the work towards standardisation of processes

and approaches. Great 360 degree learning was achieved on the day.

Mental Health Services – Galway Roscommon

Following an invitation staff from the Investigation Support Section met with a range of managers

regarding the work of the National Human Resources Workplace Relations Unit, Investigation Support

Section.

Significant discussion occurred in relation to the importance of the application of fair procedures and

due process in accordance with the policy or procedure in which a complaint is being progressed from

initial reporting of it through to commissioning of an investigation.

Particular focus also occurred in relation to the suite of Forms developed by the Unit and their

application in practice:

· Trust in Care

· Dignity at Work

· Disciplinary Procedure

A question and answer session was facilitated and generated additional knowledge and experience

sharing.

Pilot Coach Training Programme – Training and Development Section

The Health Services People Strategy 2015-2018 Leaders in People Services identifies the importance

of developing a learning culture that prioritises training and development ensuring staff are equipped to

confidently deliver a safer better healthcare.

In support of this strategy the Training & Accreditation Section is currently delivering a Pilot Coach

Training Programme.

The programme is aimed at all staff who wish to develop their coaching skills in order to become an

internal coach within the Health Services.

This practical yet stimulating programme is designed to integrate theory, practice, assessments and

feedback by blending face to face experiential learning with lectures, group work, tape recordings,

reflection and on-line activities.

With a strong emphasis on learning through the process of doing participants will work closely with

supervisors to develop their coaching skills in a safe, learning and coaching environment which is

designed to encourage and support them while also stretching and challenging them. Participants have

the opportunity to assimilate and integrate their learning over a number of modules.

Work is well underway to obtain accreditation for this programme. When achieved the HSE National

Human Resources Coach Training Programme will be the single point of Coach training in the HSE.

The Coach Training Programme will run a number of times before year end and applications, via the

Intranet, will open shortly for those wishing to apply for same.


Gradlink Networking Day – Overview of Coaching

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

Networking Day hosted by National Human Resources Leadership, Education and Talent Development

Unit.

A presentation was delivered covering a broad range of areas in coaching, including:

· What is Coaching?

· What can be expected in a coaching meeting?

· Confidentiality and Coaching

· Professional Coaches

· Coaching Issues

· Measuring Success & Benefits

· Coaching and the Gradlink Intern

· Applying for Coaching

Participants engaged in fruitful discussion in relation to coaching and their respective roles.

People Management Legal Framework Review

Members of the team from the Workplace Relations Unit contributed to the National Human Resources Leadership, Education and Talent Development PMLF Review. This related to detailed examination and comment on a number of Modules pertaining to:

· Trust in Care

· Dignity at Work

· Managing Employee Grievances

· Employee Performance

These Modules provide important information for managers across the HSE to support them in the

delivery of their role and services.

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:

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

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

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

[email protected]

Internal Coaching Process

The Staff Development Section are currently reviewing the coaching process which outlines each step

from the initial contact that the employee makes with the Staff Development Section to avail of coaching

until the final evaluation is done by the Coachee following completion of all coaching sessions. The


coaching service is a confidential service available to all employees and once an application has been

made, the employee is given a unique identification number to refer to throughout their coaching

experience.

The process flow map review is prepared with a view to making the coaching experience as seamless

and efficient as possible for both the Coach and Coachee. In reviewing the process, changes made by

the Staff Development Section are future driven and negated by the identified needs of the online

automated system and will be changed to make the coaching process as lean as possible.

Pre Investigation Function

As an interim arrangement, the Operations Section is managing the role and function of the Pre

Investigation Unit. 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.

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

[email protected] in the first instance.

ICT Complaints Management System / Value Stream Mapping

Value Stream Maps, utilising Lean Six Sigma principles, are being developed for each section in order

to chart “current” workflows and to identify value-add and non-value add activities. This information is

assisting in the design of future vision workflows as well as supporting the specification requirements for

an ICT system.

Intranet Information Resource

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

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. In

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

content for our section of the HSE Website.

HSE Coaching – External Coaching Services

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.

Background information and application forms for external coaching are available from

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

Follow us on twitter: @HSE_HR_WR

For further information on any of the maters reported on in this Section, please contact us on:

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

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


Activity Update – CERS

ED Review

A review of the operation of the ED agreement with regard to Nursing Staff took place under the

auspices of the WRC on February 12th. This review was conducted against the background of the

particular challenges which have prevailed since the beginning of 2018. It was agreed that a process of

engagement involving group CEO’s and other relevant hospital personnel, would be facilitated by

National Director, Acutes Hospital with a particular focus on the operation of the escalation policy,

agreed as an integral part of the January 2016 agreement.

ED Concessions (Support/Clerical Admin/Medical Staff)

This matter returned to the WRC in late January. While some progress has been made, it has not been

possible to conclude an agreement. The WRC is maintaining contacts with the parties.

Out of Hours – CIO

A new out of hour’s agreement for CIO sector has now been concluded and appropriate sanction

issued. Link to relevant HR Circular: https://www.hse.ie/eng/staff/resources/hr-circulars/hr-circular-

008-2018-re-hse-ict-out-of-hours-emergency-on-call.pdf

Disability Network Managers

Agreement in respect of grading to apply for these new posts has now been reached. It is expected that

the posts will be advertised in the next 2 weeks.

Task Transfer - Social Care Services

The second verification process in the sector was completed on the 23rd

of February. This review

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

Community Health Organisations (CHO) for collation into an overall report that recorded the level of

activity, training and cost saving/cost avoidance

During January and February the National Verification and Implementation Group (NVIG) conducted

site visits around the country and met with a delegation from each CHO. The meetings involved

representatives from the Local Implementation Groups for Social care and Intellectual Disabilities. A

report comprised off the data gathered from completed templates and the site visits was presented at

the meeting of the NVIG on the 27th of February and a decision on the awarding of 50% of the agreed

retrospection is pending.

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 to a

PRIORITY 7 PARTNERING


number (15) of radiography departments are now complete. The national review team are to meet In

March to assess the next steps in the project and a final report is expected end of May 2018.

Sleepover Allowance- Social Care (Intellectual Disability) and Mental Health

Implementation of the agreed sleepover allowance for 2018 (aligned to the prevailing national minimum

wage) for eligible staff in the Intellectual Disability and Mental Health sectors is proceeding. This will be

processed by HSE payroll in the coming weeks and will also address any outstanding retrospective

payments. Funding has been provided to both Section 38 and 39 Agencies to meet their obligations to

eligible staff.

Storm Emma

Correspondence has issued clarifying various matters regarding leave during the adverse weather. The

huge commitment shown by staff throughout this period to maintain essential services is acknowledged

and recognised.

HR Webinar Series

National HR now has the opportunity to connect with our HR community in real time across the Irish

health service whenever we want. Our webinar series is supporting National HR to deliver

presentations to our HR community and everybody can sign in for briefing sessions, further learning,

clarity on Circulars and Q&A sessions. [email protected] have received a number of queries in

relation to webinars. We have prepared a number of responses to your queries.

What is a Webinar?

A webinar is a live web based video presentation. We use the internet to connect with our audience to

share presentations and discuss our chosen topics. Our webinars encourage discussion from our

audience by asking questions, conducting interactive polls and sharing the results. We will be inviting

guests and subject matter experts to participate in our webinars from time to time.

Software Requirements?

There is no software required, only a stable internet connection. The registration email users receive

containing the link to register for the webinar details the steps to follow to join the live webinar.

Registration?

To participate, registration is required for all of our Webinars - we choose a different subject matter each

month.

What to do?

If you would like to participate and register for a webinar? Send your details to [email protected]

We will email you with your webinar registration details a few days before our live webinar; save your

registration details and sign in at the required date and time (all steps are detailed in our registration

email).

When it’s time to attend our webinar, you will be required to click on the link provided in your email.

This will ensure you join the live session, to participate and listen to our presentation.


All of our webinars are recorded and saved to HSEland, email all webinar queries to

[email protected]

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

As reported in the January HR Report, HR Circular 005/2018 addressed the changes in notification

practices by the Department of Employment Affairs and Social Protection in relation to the payment of

Illness and Occupational Injury Benefit payment to employees. A Briefing Session on this topic took

place in HSE CERS on Wednesday 7 February 2018. The changes were also a key focus of the CERS

webinar on sick leave on the 28 February.

Feedback to date received in CERS Advisory is that employees have experienced some difficulty in

obtaining information from DEASP on the amount of payment that they are eligible to receive,

information which is essential for payroll to ensure the appropriate deductions are made in the

employee’s sick pay. The change in practice constitutes a significant change for the DEASP and we are

advised that they are working on their systems to ensure the information is readily available to

employees both online and through other means. Employees should inform their managers of the

amount of payment they are entitled to as soon as they have this information. This information, even

verbally supplied, should be followed up with official documentation when it is received from DEASP. A

request for a statement from DEASP on the payment received can be made through the following link:

https://www.welfare.ie/en/Pages/secure/OnlineStatementRequest.aspx

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

(Priority Action 7.9)

As part of the ongoing review of the Public Service Sick Leave Scheme, a revised Critical Illness

Protocol (CIP) and Guidelines on Management Discretion have been agreed with the public service

trade unions. At the request of DPER, the Guidelines on Management Discretion document has been

customised with very minor amendments to reflect the health sector setting and has been sent to the

health service unions for final agreement. A letter issued from CERS on the 8 February which gives an

overview of the changes to be implemented and the preparations required.

Notwithstanding that other issues (TRR and the Look Back period) are still under discussion at the

Workplace Relations Commission, the unions sought the implementation of the CIP agreement ahead

of any other changes which may be agreed. The Department of Public Expenditure and Reform (DPER)

Month Time Presenter(s) Subject

January 31st 11:00 – 12:00 Anna & Aoife Garda Vetting

February 28th

11:00 – 12:00 Anna & Mary Sick Leave

March 28th

11:00 – 12:00 HR Advisory Employee Relations

Annual Leave

April 25th 11:00 – 12:00 HR Advisory Employee

Relations Parental & Paternity Leave

May 30th 11:00 – 12:00 HR Advisory Employee

Relations Maternity Leave

June 27th 11:00 – 12:00 HR Advisory Employee

Relations Data Protection Legislation


agreed to this request and confirmed that the revised CIP and Management Discretion Guidelines will

be implemented with effect from the 31 March 2018.

The key changes which will be implemented with effect from the 31 March are as follows:

• changes to the medical criteria for the award of CIP;

• the CIP protective year will now commence on the date the employee returns to work after the illness

which was approved for CIP

• Guidelines to assist with management discretion in the award of CIP have been developed.

Under the new management discretion Guidelines, three sources of information will be used by the

manager to determine if there are exceptional circumstances to justify the granting of CIP in

circumstances where the medical criteria have not been met.

These are:

• Relevant Information from the Individual

• Relevant HR Information and

• the Occupational Physician’s Report.

In advance of the 31 March, HSE CERS has been focusing on preparations for the implementation of

the CIP changes in conjunction with the HSE Workplace Health and Wellbeing Unit. CERS have issued

proposals regarding changes to the administrative and decision making processes which are required

with the HSE in light of the new CIP provisions and invited feedback on these proposals prior to

finalisation of revised arrangements. Section 38 agencies are also required to prepare for the

implementation of these changes and engage with their Occupational Health providers.

The revised CIP protocol and new Management Discretion Guidelines are important changes to the

public service sick leave. It is important that the public health sector is proactive in raising awareness to

all and ensuring that all stakeholders are prepared for the implementation. To assist with

implementation, Frequently Asked Questions about the Management Discretion Guidelines and the

revised CIP will issue shortly for the health sector.

Other changes arising from the DPER Review will include:

• Amendment to the Protective Year provision so that the 12-month period will commence from the

date of return to work rather than the date on which the CIP absence commenced.

• Special leave for kidney donation

Compassionate/Bereavement Leave – National Claim

A further conciliation conference under the auspices of the Workplace Relations Commission on the

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

will take place on the 21 March 2018. Following the conciliation conference held in January 2018,

management provided an overview of the estimated costs associated with the claim to the unions.

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 in 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.

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)

HSE HR 006/2018 Circular sets out the interim arrangements 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) (https://www.hse.ie/eng/staff/resources/hr-

circulars/hr-circular-006-2018-re-retirement-age-and-csp.html ). 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 health service employees 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 in 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 HSE HR Circular contains the Application Form for Retention for a period of up to 1 year 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.

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.

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.

Managers should ensure that employees who are eligible to apply are informed of this circular in

advance of their retirement.

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.

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 immediately 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, an

information template is being issued to HSE and Section 38 agencies each month and the data is being

co-ordinated centrally.


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

outlined 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). The webinar will be

available on HSELand.

Temporary Assignments

HSE HR Circular 001/2018, which issued on 18th January 2018, summarised the key requirements

outlined in previous HSE HR Circulars (17/2013, 008/2016, 018/2016) and documentation (Guidance

Document on the Management of Temporary Appointments) in relation to Temporary Assignments.

It also requested that Heads of HR in the CHOs and the Directors of HR in the Hospital Groups review

all temporary assignments to ensure they are compliant with the approval processes, pay arrangements

and have all the necessary supporting documentation. Heads of HR in the CHOs and the Directors of

HR in the Hospital Groups are required to report to National HR on any temporary assignments in their

area where the necessary approval was not in place by 31st March 2018 for review by the Leadership

Team and the Risk Committee.

A number of measures were undertaken by CERS to support the implementation of this Circular.

1. A national meeting was convened by CERS with HR managers from the HSE and Section 38

agencies on 8th March to address the ongoing implementation of HR Circular 001/2018 and the

action being taken within the health service to achieve compliance.

2. A webinar was held on 9th March on the issue of temporary assignments. The webinar covered the

main points set out in HSE HR Circular 001/2018 and reiterated the importance of complying with the

approval processes and documentation requirements. The webinar was recorded and will be

available on HSEland as a support to the implementation of the Circular.

3. Follow up reminders will be issued to the system to ensure compliance with the 31st March reporting

deadline.

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.

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]).


Health Services Change Framework Users’ Guide (2018)

The Health Services Change Framework which is currently in the final stage of development:

• Gathers the collective wisdom from practitioners, thought leaders, service users and staff combined

with evidence into a coherent and integrated Change Framework to guide and support service

managers become change leaders in health and social care services.

• Positions an informed understanding of people and culture as the core platform for delivering

sustainable change.

• Provides practical assistance through the use of guidance, templates and resources that can be

adapted and applied to a local context. It also signposts people to helpful assistance in the system.

Elements of the Change Framework and Guide may be used at different times or in a different

sequence depending on the nature, scale and stage of change.

Working draft – pending sign off – March 2018

People & Culture

Change Platform

Practice collective

leadership

Model shared values

Engage & communicate

Understand personal

experiences

Support behaviour change

Invest in people

& teams

Network & partner

Use evidence

& lever technology

Future

Vision

WORKING DRAFT

C. Heslin & A. Ryan, OD&D, Kells

Health Services Change Framework Users’ Guide (2018)

Current

Situation

Be Accountable for Performance & Outcomes

People’s Needs Defining ChangeService Users, Citizens, Communities & Staff

Health Services Change Framework

© Change Framework (2018)

* Design Note: The above to reflect connectivity & iteration.

Deliver

• Implement

actions

• Support

implementation

• Measure

progress

• Celebrate

success

• Sustain

improvement

Design

• Agree to co-

design

• Design service

operational

model

• Test & refine

• Agree Action

Plan

• Communicate

Action Plan

Define

• Identify shared

purpose

• Understand

current

services

• Agree better

outcomes

• Measure for

success

• Make case for

change

Deliver

safer better

healthcare

and

staff & public

value

Change

Outcomes

PRIORITY 8 HUMAN RESOURCE PROFESSIONAL SERVICES


The Health Services Change Framework is set out as follows (see Figure above):

People’s Needs Defining Change - working with stakeholders i.e. service users, citizens, communities

and staff, understanding their needs and supporting ongoing engagement throughout the change

process.

People and Culture Change Platform - the need for an integrated approach that collectively mobilises

the people and culture priorities to create a receptive environment for change is central to the approach.

These priorities are interconnected and require consistent and sustained focus at all stages.

Define, Design, Deliver i.e. the change activities

Define: initiate change by defining the purpose, assess the context and scale, explore readiness and

get prepared.

Design: determine the detail, plan and test feasibility, identify resources and agree a change action

plan.

Deliver: implement change, measure outcomes and support sustainability.

Be Accountable for Performance and Outcomes - accountability for performance and outcomes is

positioned as a core governance requirement throughout the change process.

Change Outcomes - To deliver safer better healthcare, and staff and public value.

Development Process

The development of the Health Services Change Framework has been ongoing over the past two years

and is now at an advanced stage. The collaborative process of design has been informed by the

applied experiences, learning and practice wisdom of many individuals, groups and organisations. It

was informed by learning from the application of the original HSE Change Model (incorporated in

Improving Our Services - A Users’ Guide to Managing Change in the Health Service Executive, 2008)

and associated online resources on the Change Hub (www.HSELanD.ie).

Commissioning and Governance

The HSE Leadership Team commissioned this work through Rosarii Mannion, National Director of

Human Resources. The revision of the HSE Change Model (2008) was seen as opportune to reflect

best current thinking on change and to inform wider system reform within health and social care

services. Governance arrangements were put in place to provide oversight including guidance by the

Joint Information and Consultation Forum, the Programme for Health Service Improvement, Centre

Transformation Programme and the HSE HR Leadership Team.

Stakeholder Engagement

A comprehensive stakeholder engagement process was designed and implemented over the past two

years. This included the establishment of Reference Groups to provide assistance in relation to the

early development phase, to inform the detailed design phase, to support testing and refinement of the

Change Framework, Guide and associated Templates. The Reference Groups were made up of a

cross section of staff from different work settings and with a blend of expertise and knowledge.

Engagement processes also included a significant number of individual and group consultation sessions

and workshops with content ‘experts’ in relation to key elements of the Change Framework. Survey

methods were also used to obtain feedback on the Change Framework at different stages of

development. Members of the HSE National Staff Engagement Forum based on their own personal


experiences of change contributed to the process through submissions and feedback and we look

forward to engaging with them to support the next phase of development. Engagement with service

users also informed the process - this was achieved through ongoing organisation development practice

based sessions and other feedback methodologies conducted during 2016/2017.

Research and Evidence

A formal literature review was commissioned from the Centre for Health Policy and Management, Trinity

College Dublin and an extensive review of the grey literature was also carried out by the authors to

inform the development process. This level of review has ensured the Change Framework is informed

by best current thinking on change and up to date evidence. Submissions were sought from a wide

number of people and organisations throughout the system reflecting change/thought leaders,

practitioners, academic contributors across a range of behavioural and human science fields.

Submissions were also sought from all parts of the HSE - this included targeted consultation with teams

across the system. An organisation wide broadcast issued to all HSE staff was conducted in October

2016 yielding very insightful submissions from staff and teams at all levels.

Testing, Refinement and Document Drafting

The development process prioritised testing the Change Framework in order to ensure the guidance

and Templates were accessible, user friendly and could be applied within different local contexts. This

included data gathering, analysis and significant redrafting of documentation. The Health Services

Change Framework Users’ Guide (2018) was shared at different stages in its development and based

on extensive feedback continues to be refined to support the final ‘sign off’ process.

Progressing to Implementation

Progressing to the final ‘sign off’ of the Health Services Change Framework Users’ Guide (2018) is a

priority with members of HSE Leadership Team and the membership of the Joint Information and

Consultation Forum. The implementation phase will be prioritised across the system including a

dedicated focus on communication using a wide range of methodologies and digital platforms. The

implementation phase will continue to target building capacity for change, education, curriculum and

resource development, evaluation and refinement of the offering to the system to ensure accessibility

and continued relevance. For an update please contact Caitríona Heslin at: [email protected] or

Anne Ryan at: [email protected] - we would be very pleased to provide an update on the current stage

of development of the Change Framework and would welcome support on guiding the implementation

phase.

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 by the 6th

April, 2018.

Rosarii Mannion

National Director Human Resources

Documents

National HR Report February 2018 HSE National HR ... · March. We are putting a call out to all staff if you are involved in any local staff engagement initiatives and are tweeting