Public Service Agreement 2010-2014 (Croke Park Agreement)

October 2012

Public Service Agreement 2010-2014 (Croke Park Agreement)

Integrated Action Plan for the Department of Health and its Agencies 1. Better human resource management To include, for example, actions around the reduction of staff numbers; the redeployment of staff to areas of greatest need; the restructuring/reconfiguration of service delivery; changes to work practices; revisions in attendance arrangements; absence management; performance management etc.

Terms of the Public Service

Agreement 2010 – 2014

Action/commitment

Target saving for 2013

Target Date for Implementation

Department of Health

Paras 3, 4 and 5 of main Agreement Para 4.1 (Sectoral)

We will use appropriate mechanisms, including redeployment, to adhere to our Employment Control Framework (ECF) targets and expect to meet this objective by end 2012.

End of 2012

4.12

The operation of revised PMDS processes will be monitored and adjusted as necessary to improve the effectiveness of performance management, particularly in the management of underperformance.

End of 2013

Terms of the

Public Service Agreement 2010 –

2014 Action/commitment

Target saving for

2013 Target Date for Implementation

4.11

An independent analysis of the Department’s skills needs is underway and will be used to inform the Department’s skills planning for the short and medium term.

Q3 2012

4.12

The Department will strengthen absenteeism management, including through implementation of Circular 09/2010 on Management of Sick Leave and the recent Circular 16/2012 on Self-Certified Paid Sick Leave, better monitoring and analysis of sick leave patterns, a more hands on role for local management and measures to ensure that discretionary provisions (such as Self-Certified Paid Sick Leave) are not abused.

On-going - 2013

4.4

A review of cross stream reporting arrangements within the Department has been carried out. We will consider the outcome of the Review and address any issues arising.

End 2012

4.1, 4.3, 4.4

The Implementation Group on Universal Health Insurance will help to develop detailed implementation proposals for universal health insurance and will help to drive the implementation of various elements of the reform programme. The Implementation Group will also have responsibility for assisting the Department in preparing a White Paper on Universal Health Insurance which will outline details of the UHI model in addition to the estimated costs and financing mechanisms associated with the introduction of universal health insurance.

Work on the White Paper on Universal Health Insurance will be advanced in 2013.

4.1, 4.3, 4.4

The Programme for Government provides for significant strengthening of primary care services to deliver universal primary care with the removal of cost as a barrier to access for patients. Universal primary care will be achieved on a phased basis. Initially, free GP cover will be extended to persons with prescribed illnesses. Primary legislation is required to give effect to this commitment.

Q4 2012

Terms of the



Target saving for


4.1, 4.3, 4.4

The Minister has announced that the clinical care and cancer care programmes will move from the HSE into the Department. In addition consideration is also being given to the movement of a number of other corporate functions within the HSE to the Department in the near future. These include communications, national HR/IR functions and the corporate planning and performance function.

2013

National Cancer Registry

Introduction of structured quarterly absence reporting and monitoring by all line managers.

September 2012

Continuing re-assignment of tumour registration officer workload within the HSE eastern areas to adapt to changing workloads.

Current

Pre-Hospital Emergency Care Council

Section 1.19 of the Public Service Agreement – Staff Numbers

Over the course of 2012 two temporary agency staff and one permanent staff member were not replaced. PHECC will have reduced their WTE employment staffing levels by 18.75% since 2011.

€107,795 (2 x Grade III and 1 x Grade VI)

Achieved and fully implemented by end of 2012

Terms of the



Target saving for


Nursing and Midwifery Board of Ireland

Accelerated reduction in numbers including through targeted voluntary redundancy

There may be opportunities to reduce staff even in the face of additional functions and roles under the 2011 Act, through the potential of a Shared Service approach to Fitness to Practice which is currently being explored.

Presently under review by the Critical Path Task Team. Initial report expected end-Nov

End 2013

Changes to rosters and other working arrangements, including length of the working day/week

1. Open during Lunch introduced in 2012

2. Open over Christmas and Easter introduced in 2012 (a saving of 88 man-days)

3. Exploring flexibility of working – i.e. currently introducing IT infrastructure which would facilitate working remotely

1. In place 2. Agreed 3. 2013

Reductions in non-core pay

ABA does use limited Overtime to provide for routine maintenance of IT equipment, Health and Safety situations, and where it is more cost effective than hiring a security firm to provide ingress/egress from the Building early in the morning or occasional weekends.

Each occasion where Overtime is requested it is evaluated on a case by case basis.

The target is to maintain the expenditure at the absolute minimum i.e. maximum return from a standard working week on Basic Pay with no Overtime and no Allowances

On-going ABA Policy

Terms of the



Target saving for


Arrangements for tighter management of sick leave

ABA has introduced the Attendance Management regime recommended by the Department of Finance and has been providing continual reports to the Board on its progress towards achieving best practice in attendance management.

€12,000

Already started and will be extended on a rolling basis

Food Safety Authority of Ireland

1.4 & 1.5

Staff Numbers – Since the introduction of the ECF staff numbers have been reduced by approximately 15%. Staff continue to work significant periods of additional work hours unpaid and senior FSAI staff work a year round on-call emergency roster 24/7 on a voluntary basis which involves work at weekends and outside office hours to deal with food incidents.

-

On-going

1.2 & 1.4

Allowances – Delegated Allowance to be discontinued with effect from 18th September, 2012 Due to the on-going moratorium on recruitment/promotions and allowances no additional remuneration is currently being paid to staff who are currently acting into senior positions. If this continues into 2013 this will be result in continuing savings.

€23,000 p.a. €50,000 p.a.

19 Sept. 2012

1.13, 4.11 & 4.12

Performance Management – Continue to strengthen the performance management system by implementing the revised system during 2012, providing relevant training and monitoring and reviewing outcomes at year-end.

-

Q1 – Q4 2012

Terms of the



Target saving for


CORU

HR Management – on-going reviewing of management of sick leave, with interview of all returners following sick leave

New agency so new method is decreasing spend

Through the use of flexitime we have extended the hours of cover in the office from 8am to 6.30. Our offices are open 9 to 5, including lunchtime cover but staff have been flexible and where services have been provided out of hours – weekend meetings, evening meetings, staff are repaid through a time off in lieu (TOIL) – no allowances or overtime paid.

HIQA

1.7

The Authority is planning to commence additional regulatory functions. The Authority will redeploy staff from other public sector agencies to resources such functions where available staff have the appropriate skills and competencies

Will depend on the output of discussions with Department of Health and Public Appointments Service

Mid 2013

The Authority will review of its organisational structure to assess whether the current structure can be made more efficient. Any outputs of this will be implemented as part of the new workforce plan to commence the registration of residential services for people with a disability.

As above dependent on negotiations

Mid 2013

Terms of the



Target saving for


The Health Insurance Authority

Section 1.19 of the Public Service Agreement Staff Numbers

The additional functions after the enactment of The Health Insurance (Miscellaneous Provisions) Act, 2009, along with the existing functions of the Authority, resulted in a significant increase to the workload on the Authority’s Board, management and staff. The Authority has only been able discharge all these functions with the cooperation and flexibility of its Board Members, management and staff. It is estimated that carrying out these functions within existing resources rather than recruiting extra staff results in saving in staff costs to the Authority of c. €125,000

Arrangements for tighter management of sick leave The Health Insurance Authority follows Department of Finance Circulars (particularly 9/2010 - Management of Sick Leave) and best public sector practice to manage sick leave absences. Specific procedures are in place in relation to the notification of a sick leave absence, recording monitoring and reporting of sick leave taken, medical certification, independent medical examinations, claiming social protection rebate and return to work procedures. A review of sick leave is integrated into the Authority's PMDS. The Authority does not employ agency or short term staff to cover sick leave.

Medical Council

Changes to rosters and other working arrangements, including length of the working day / week The Medical Council does not operate a roster based attendance system. There are a number of staff within the organisation who provide additional working hours each week without additional remuneration. The estimated cost savings for these additional hours is

Ongoing

Terms of the



Target saving for


€150,000 per annum. The Council also has in place a formal policy and processes for managing and controlling overtime. The Medical Council continues to apply its mobility policy which re-assesses the placement of staff based on the business needs as identified in the Councils business plan as well as exploring and implementing ICT solutions to replace activities previously carried out by human resources A number of employment agency agreements entered into in previous years have been terminated which has led to a substantial agency fee being saved. All former agency staff are engaged on fixed term contracts in full compliance with the recent Temporary Workers Employment Legislation. A rounded estimate annual saving is in the region of €60,000 per annum. In addition there has been a saving of VAT charged on the salaries paid to the agency staff at a cost in the region of €95,000 per annum.. Therefore the total amount saved from date from this initiative is in the region of €155,000.

Payroll cost reduction Ongoing compliance with public sector embargo, payroll cuts and pension levies Continued efforts to reduce in level of employee overtime payments during peak registration period by the application of the Medical Council’s Mobility Policy

10% reduction in overtime payments in 2013

Ongoing

Arrangements for tighter management of sick leave Management out of the organisation of two long term sick leave staff members has resulted in a cost saving of approximately €11,500 in 2012 In general terms the monitoring and control of staff absenteeism is being actively managed and a number of initiatives are being implemented to further reduce current absence levels. The recent introduction of the HR time and attendance computerised system is working well. An important feature of this system is that there has been increased accuracy in absence reporting which in turn has impacted positively on absence levels.

No monetary amount identified as the absences are managed within current resources and there is currently no cost associated for providing absence cover. The Medical Council has set a target of a 5% reduction in absence levels due to sickness by 2014.

Terms of the



Target saving for


Irish Blood Transfusion Service

2.9 (point 8 & 14) 2.9 (point 8 & 14)

Whole Blood Collection Team Deployment of whole blood collection teams to match required whole blood collection volume Matching whole blood collection team size deployed to anticipated donor attendance

Implemented since Q 3 2012, but ongoing into 2013.

2.6 & 2.9 (point 11&12)

Merge NBC issue lab and despatch operations, reducing overall staff numbers with supervision from Med Lab Scientists. Cost reduction, service improvement to hospitals.

Completion Q2 2013.

2.6 & 2.9 (point 1)

Administration Services A review of administration is underway Ongoing reorganisation/restructuring of administration services to ensure that these services can continue to be provided and enhanced with less resources. Cost reduction/service efficiency. Removal of allowances to certain staff grades

Review completed by end 2012 Ongoing to 2014

Terms of the



Target saving for


Attendance Management This is a plan to proactively manage our employee attendance to ensure a reduction in lost days. Target reduce attendance to no greater than 4% per annum

Ongoing to 2014

Health Research Board

1.4, 1.7

As part of the 2013 business planning process the HRB will be seeking to ensure further savings in terms of non award, non salary costs to the amount of 3% continuing a decline that has been prevalent for the last number of years. Further savings will be identified in the process due to be completed by end Nov 2012 and will be included in the next report

€50k

2013

1.10

The HRB has commenced the review and implementation of a revised Sick Leave Policy which will include a target figure to be achieved. We estimate that once achieved this will reduce the cost of sick days lost by over €100k per annum.

1.3

Further reduction of staff numbers through natural attrition and incentivised schemes

2013

Terms of the



Target saving for


Mental Health Commission

4.17

Commission will comply with the re-deployment provision set out in the PSA 2010-2014

Between €10k - €20k pa

Ongoing

4.16

Commission is in discussion with the Revenue Commissioners in relation to the hosting of the MHC information systems Disaster Recovery Site Commission’s has submitted proposal for the restructuring and reconfiguration of key posts in the MHC which would reduce payroll costs by €470,000 and WTEs by 1.97. Currently under consideration in the Department of Health.

€470,000

Underway Under Consideration

Pharmaceutical Society of Ireland

4.3, 4.4

Continue to develop staff to ensure that they effectively and efficiently cope with the increasing workload. PSI due to the higher level of activity resulting from the continued roll-out of the Pharmacy Act 2007 and the resulting increase in the number of prosecutions, hearings and legal cases. Flexibility in assigning staff to areas of greatest need will continue.

On-going

4.11-4.12

The PMDS System to be commenced in late 2012 will be fully in place in 2013.

Rolled out over 2013 with first full review in December 2013 following mid-term review in mid-2013.

Terms of the



Target saving for


Irish Medicines Board

Managing Performance

Continued use of organisation wide performance management system – Performance Development Programme - to support effective resource management and delivery of current strategic plan to 2015. Liaison with buildings projects management team to ensure business continuity and minimise staff disruption arising from building extension works ongoing on-site during 2012-2013

Compliance with 2/3 meeting schedule annually and related feedback process for completion in line with annual planning cycle For completion Q3 2013

Managing attendance

Continued focus on maintenance of appropriate absence management practices and sick leave statistics – absence management policy in place and statistical reports currently provided on a monthly basis and monitored at local department level Focus on maintenance of or improvement on overall absence rate of 2.7% in 2011 Average monthly rate to end September 2012 = 2.3%

Ongoing – reviewed monthly Ongoing

Dental Council

4.10 – Absenteeism

The Dental Council now actively manages all sick leave, in accordance with locally agreed procedures. Proposed changes to public sector sick leave schemes will assist hugely in this.

Projected savings in 2013 €25k

Terms of the



Target saving for


National Treatment Purchase Fund

1.17 2.3 (ii) Develop Retirement policy

2013

1.3, 1.5, 2.3 2.2 (g) 2.3 (i) 2.3 (iii) 2.9.3

Major restructuring to focus of organisation to reflect revised government policy.

Ongoing

2. Better Business Processes To include, for example actions to increase efficiency and productivity; rationalise core structures, business processes, accommodation requirements etc; establish shared service approaches, establish cross-functional teams/ new work structures, optimise the potential of new technology to streamline operations and generate efficiencies etc.


Agreement 2010 - 2014

Action/commitment




4.15

The Department will co-operate fully with the proposals for Shared Services in the areas of HR, Payroll, Pensions and Banking which are being developed by the Department of Public Expenditure and Reform.

On-going - 2013


Increased registration efficiency through provision of histopathology reports in electronic format; a joint project with the HSE ICT and National Cancer Screening Service.

July 2013

Reduction in rental though re-negotiation of lease.

€64,353

1 December 2012

Continuing improvements in registration and processing efficiency have allowed an annual increase in registration productivity of 6% (40% overall) since 2004, with existing staff and resources.

Current

Terms of the

Public Service Agreement 2010 -


Target saving for


Reductions in ICT running costs by re-appraisal of licence and support agreements.

€8,036

Current


Commitment to implement expenditure control

PHECC is ISO accredited and maintains robust financial and other management and control systems. PHECC has an Audit Committee which reviews finances, governance and risk and reports to Council. In addition to the external audits carried out on behalf of the Comptroller and Auditor General, PHECC undertakes internal audits. Recommendations from the Audit Committee, external and internal audits are acted on, in the interests of improving effectiveness and efficiency.

Ongoing

PHECC is constantly reviewing its process with a view to increasing efficiencies and reducing costs. One of the initiatives which is currently being introduced is the part outsourcing to approved partners the role of assessment of qualifications and test item writing.

Ongoing

Shared services

PHECC has responded positively to requests for it to avail of appropriate National Procurement Services shared contracts, as and when they become available.

Currently being implemented, on-going.


Procurement reform ABA is fully engaged with CMOD for management of all its IT related procurement.

Whereby ABA produces an Annual IT Expenditure Plan that is signed off by CMOD each year prior to being presented to the Board for Budgetary sanction. Subsequently each individual IT Project plan is further reviewed and signed off by CMOD and all tenders and

€30,000

2012-2013

Terms of the



Target saving for


consequent evaluation plans and contracts are reviewed by CMOD.

ABA makes maximum use of all CMOD Framework Agreements.

ABA makes maximum use of all National Procurement Framework Agreements where they exist and will continue to avail of such Frameworks as they are rolled out by NPS

External service delivery

ABA is examining the possibility and cost effectiveness of outsourcing HR and Payroll and elements of its IT infrastructure.

Q3 2013

Acceleration of plans for greater collaboration/shared services between health agencies

ABA has invited its sister bodies in the HSCRF to collaborate in Tenders for Communications and Legal Services.

By end Q2 2013 we will have redesigned and retendered for the outsourcing of a Customer Care Call Centre with additional Functionality. CORU are interested in this as a Shared Service.

In parallel the Registration requirements of the 2011 Act requires the redesign of the Registration System and offers the opportunity to examine the possibility of merging IT systems for Registration, CPD, FTP Case Management and associated new Revenue streams. This is also an initiative that CORU have expressed an interest in, and gives the opportunity to establish whether one outsourced (IT system s/w & h/w, and associated Administration functions) contract could provide these services for one or several Regulatory Bodies in the HSCRF.

Shared Services – (i) Design and (ii) Printing in place – (iii) Communications and (iv) Legal Services being explored.

All of ABA Disaster Recovery IT services are now being provided on a Shared Services basis through the Revenue Commissioners.

All of ABA’s stationery requirements for the Retention Process which is the biggest single stationery, printing and postage expense of the Board on an annual basis is now being transferred to the Revenue Commissioners with an estimated annual saving of €75,000. In addition for the first time all Certificates issued to Registrants will be totally secure through the use of a unique watermark available only to the Revenue Commissioners, made available to ABA on a shared Services Basis.

All future Annual Reports and all ABA publications for students and registrants will be designed, printed and distributed by the Revenue Commissioners on a Shared

€100,000 €15,000 Significant Savings to be realised following initial investment €20,000 €65,000 €75,000 €5,000

End Q2 2013 End Q2 2013 Throughout 2013 In progress In progress In progress In progress

Terms of the



Target saving for


Services Basis.

Shared administration of Fitness to Practice (FTP) with Medical Council and Pharmaceutical Society is being explored – business model to be created

Presently Unquantified

2013

By end of Q2 2013 we will have introduced video conferencing. Video evidence is

now permissible in FTP, thus reducing costs of having witnesses physically present.

Meetings can be held via video conference thus reducing travel costs, in addition to making it easier to ensure a quorum. Money will be saved by not having to reschedule meetings at the last minute due to lack of quorum.

€10,000

Q2 2013

The roll out of SharePoint and use of Tablets will render us paperlite. Very significant savings will be made by reducing or eliminating the number of Board Briefs and other Meeting Documentation, in addition to document drafts in-house.

€25,000 Q2 2013


1.1 & 1.14

Improve the co-ordination of microbiological typing of pathogens arising from food sampling and testing.

-

2013

1.4, 1.9, 1.10 & 4.13

Enhancement of web-based inspection reporting system (OAPI) to allow access to SFPA, other agencies and relevant sections of Government Departments thus replacing existing reporting structures.

-

Q4 2012

1.4, 1.9 & 1.10

Upgrading of FSAI systems capability in order to transmit electronic data to the European Food Safety Authority (EFSA) for which funding will be received from EFSA.

€60,000 approx.

Q4 2012

1.9, 1.10

FSAI will continue its review of the Local Authority Veterinary Services with a view to continue reducing the number of service contracts which in turn will reduce administrative

€200,000

On-going

Terms of the



Target saving for


overheads and cost of the service while maintaining the quality of service and providing an improved value for money service.

1.9, 2.3

FSAI is currently undertaking financial audits of Local Authority Veterinary Service (LAVS) which should result in efficiencies and savings being identified and implemented.

Difficult to estimate at this point.

Q3/4 2012 & Q1 2013

4.13 Increased use of teleconferencing/on-line meetings especially for HSE and other agency

meetings.

Small savings will arise in FSAI but most savings will arise in official agencies because of reduced travel etc.

On-going

1.9, 1.10 & 1.11

Framework Agreements – FSAI take the lead in the development of framework agreements for members of the Health & Social Care Regulatory Forum – a framework agreement for Print & Design has been implemented and on for the provision of internal auditing services will be established in late 2012. Where possible FSAI will utilise frameworks and other arrangements available via the NPS or ICT Control.

-

Q4 2012 and on-going

1.9, 1.10 & 1.11

FSAI have signed a Memorandum of Understanding with the Health & Social Care Professionals Council (CORU) and will be providing a payroll and pensions function under a shared services agreement. Given the reduction in staffing levels it would be impossible to take on additional functions in this area.

-

On-going

CORU

Continue to occupy a building that was being paid for by the public purse and vacant for 2 years. This has meant that budget funding for accommodation was not necessary. Started February 2011. Break clause in the lease is in 2016. No additional net saving to the

Terms of the



Target saving for


exchequer but annual costs of €150k avoided.

Value for Money Continuing share services with Food Safety Authority of Ireland for payroll and pension

services management.

€5,000 Total saving 2011-14 €15,000

Value for Money

Local Government Management Agency are hosting our IT registration system. This included security back up and payment support system on a web base Commenced May 2012 No financial saving, but reduced risk management issues due to security in the management of delicate information

No procurement costs as dealing with a public body – saving of c.€2,500

Irish Medicines Board have agreed to provide HR Advisory Services.

Revenue Commissioners for Print Services.

Estimated total value 2012 to 2014 €20,000

Procurement

Continue to use Government Framework procurement for any element of our work that has a government framework in place. Have increased training of relevant staff in public procurement

HIQA

1.9

The Authority’s project to review core regulatory processes including those relating to inspection and monitoring activities has been completed. The implementation of the output of this review will enable a more cost efficient model of regulation and will be implemented to coincide with the registration of residential services for people with a

A realistic estimate of savings can only been made when all elements for

Mid 2013

Terms of the



Target saving for


disability.

commencement of new functions put in place.

1.10

The Authority will implement a new Information Management System for management of all relationships with and information held regarding regulated bodies.

A realistic estimate of savings can only been made when all elements for commencement of new functions put in place.

Mid 2013


Appendix: Service Delivery Options point 3 of the Public Service Agreement – Commitment to public procurement policies and competitive tendering.

Procurement reform The Authority has retendered for many of its services in 2012. Retendering will achieved additional savings in the areas of telecommunications, accountancy and internal audit of c. €7,000 per annum from 2013. Retendering will also achieved savings of over 15% in hourly rates for accountancy and actuarial advice in 2013 but the overall expenditure in these areas is likely to increase due to the increased requirement for these services resulting from the additional functions given to the Authority.

€7,000

With the cooperation of staff the Authority is working with the Office of Public Works to terminate the lease mid-term at its current offices in Canal House. By facilitating the OPW in terminating the lease the OPW will make savings of c. €232,000 in 2012 and €370,000 each following year. After facilitating the OPW availing of the mid-term lease break option the Authority engaged with the landlords to secure a substantial rent reduction and avoided relocation, refurbishment costs associated with moving to new office accommodation. The Authority

€79,000

Terms of the



Target saving for


will save c. €50,000 in 2012 on rent and c. €79,000 each following year. By not moving offices the Authority saved approximately €200,000 in relocation and office fit out costs.

Medical Council

Procurement Reform Through the rigorous implementation of the strategic procurement programme a number of tenders for contracts of service will result in significant cost savings, the two largest contracts are detailed below

1. Legal Services - Approximate annual cost saving of €150, 000 2. Stenography Services – Approximate annual cost savings of €20,000

The Medical Council has also set up a number of targets to achieve operational cost efficiencies in its Balanced Scorecard and this programme of cost saving measures has realised savings of approximately €70,000 for 2011/2012

€240,000

Implemented

Greater collaboration/ shared services between health agencies The Medical Council is currently exploring opportunities for great collaboration with other agencies with a view of achieving further cost savings. The Council has already entered into two Memoranda of Understanding with the Irish Medicines Board (IMB) and the Pharmaceutical Society of Ireland (PSI) We are currently running a tender process in partnership with another health agency and it is expected that significant savings will be realised, The Medical Council is also a member of the National Print Framework arrangement and the framework set up by the Civil Service Training Policy unit for the provision of staff training and development courses.

To be identified following completion of partnership tender process and assessment of T&D and print savings under national frameworks

Early 2013

Ongoing work to replace large paper based printed briefs and council documentation with

€25,000

Ongoing

Terms of the



Target saving for


electronic editions, thereby significant savings in print and postage costs being realised.


2.6 & 2.9 (point 11&12)

Despatch & Transport Make internal services more cost effective and/or outsource collection of blood from fixed and mobile clinics and its transport back to processing labs.

Ongoing since beginning of 2012

Distribution of blood and blood products outsourced to HSE.

Q1 2013

Consider the merger of NBC issue lab and despatch operations, reducing overall staff numbers with supervision from Med Lab Scientists. Cost reduction, service improvement to hospitals. This may also involved moving work to night despatch staff.

Ongoing through 2012 and 2013

2.9 (point 14)

Laboratories Move work from NBC components lab to night/weekend issue lab scientists. Balance work load and staffing.

Ongoing in 2012/2013

2.9 (point 11)

Laboratories Continue the centralising of testing laboratories in the NBC. Phasing out of the provision of Testing Laboratory services in Cork. Medical Scientists will be redeployed with the IBTS/HSE as vacancies arise in line with the phasing referred to above.

Virology moved to National Blood Centre, Dublin in June, 2012.

Terms of the



Target saving for



Appendix SDO (2), 2.9 (5)

Amalgamate all HRB’s National Health Information Systems database support contracts for a potential saving of €20k per annum – subject to approval from CMOD.

€20k

Q2 2013

Appendix SDO (2), 2.9 (5)

Complete the implementation of the HRB’s new Grant Management Solution thus negating the need for support contracts on existing systems.

€50k

2013 (annualised saving)


4.1

A comprehensive energy management system to control energy cost.

Continuously Reviewed


4.13

Continued roll out of Case Management System Our investment in ICT Systems will continue when we move to fit for purpose offices and meeting rooms in early 2013. This will provide for a more streamlined working environment and savings on rent.

2013 Q1 2013

Terms of the



Target saving for


4.13

To enhance the Registration System for Pharmacists and Retail Pharmacy Business (RPB) and computerise the links to the finance systems.

Q1 – Q4 2013

4.13, 1.10

To review all the relevant data for RPB’s with a view to ensuring compliance and enhancing the confidence of the public in the regulatory system. Expand the use of online facilities by Registrants with a target of increasing its use from the current 40% to 55% in 2013.

Q1 - Q2 2013 Q1 - Q4 2013

4.15

Expand the use of the Public Procurement Framework agreement. Put in place a new in house print management strategy to help minimise costs. Work with other agencies to explore the use of shared services.

Q3 - Q4 2013 On-going


Increased efficiency

Establishment of Project Management Office in Business Services section as recommendation of ICT Strategy implementation. This will facilitate improved identification and management of cost effective business process implementation organisation wide: Projects targeted for completion between 2012-2014 include:

Document management system - progression of current project

Review of activities of Enforcement section and implement outcomes

Review of current Customer service activity and implement outcomes

Review Human Products Authorisation Department and Human Products Monitoring department (post implementation of changed structural arrangements)

PMO office in place phased projects implementation 2012-2014 Ongoing during 2012-2014. Completion Q4 2012 Completion Q4 2012 Q3 2012

Terms of the



Target saving for


Explore technology improvements to training and human resource databases to

improve integration and provide more streamlined reporting capability

Implement business continuity solutions identified in ICT strategy.

Further development of KPI’s arising from implementation of capacity planning project in Human Medicines Authorisation and Registration Department

Commence Q4 2012 Throughout 2012 and 2013 Ongoing through 2012.

Streamline operations and better use of resources

CESP – Central European portal – collaboration with European regulatory bodies in development of common system for electronic submissions – pilot process currently underway. Maintain and extend on-line services – Extranet now supports over 300 industry users in providing facility to track progress of application through regulatory process leading to reduction in query levels.

Ongoing – within next two years (adoption of international standards may impact timelines) Ongoing

Dental Council

4.15 – Shared Services

The main strategic benefit to the Council from shared services initiatives is the access to knowledge and expertise developed in larger organisations, and the ability to maximise the benefits from combined purchasing power. The model being developed through the Health & Social Care Regulatory Forum involves the sharing of expertise between regulatory bodies on a regular basis. In the longer term this co-operation should yield operational savings for the Dental Council from consolidated purchasing arrangements (e.g. forum wide framework agreements). This initiative has already commenced and it is envisaged that it will continue over the course of this agreement.

2010 - 2014

Terms of the



Target saving for



1.10

Implementing streamlined payment system.

2013

1.10 2.9.2

Support and facilitation of improved waiting list management for public patients.

WIP & 2013

3. Delivering for the Citizen To include, for example, actions to enhance service delivery to the public, including changes to the technology used, more online services, service integration, efforts to reduce information burdens on citizens through better data management/sharing of data, including around identity etc


Agreement 2010 - 2014

Action/commitment




4.13

The Health Information Bill will support better patient care and safety by (a) facilitating the introduction of a unique patient identifier and (b) supporting a standards based approach for the efficient and effective electronic exchange of health information.

The target date for publication of the Bill is mid 2013


Provision of completely updated website including on-line access to data analysis and reporting, cancer information and maps.

June 2013


Use of Electronic

PHECC currently uses the electronic transfer of funds wherever possible.

Currently being

Terms of the



Target saving for


Transfer of Funds (ETF)

implemented, on-going.

Provision of services on line as a norm.

PHECC has developed and implemented an electronic register of emergency care practitioners. This is being complemented by the creation of an interactive web site for registration verification by the public, practitioners currency and examination candidates processes.

Currently being implemented, on-going.


e-Voting

Proof of concept. €50k was saved during the last election – and under the new legislation 2 elections must be held every 5 years, giving a potential saving of €100k this term alone. The experience gained can be used with other Regulators should they wish to go down this route.

In Place

Innovations in Communications

Among many innovations being explored in the use of Social Media to expand the channels available to communicate with our Registrants and the Public. To that end ABA when updating the Register will optimise the facilities for communications, for example the email field will be mandatory, thus reducing greatly the cost of postage and documents.

Project Underway savings presently unquantified

Q1-2 2013


1.4, 2.4 & 4.13

Provide on-line training and learning resources for agency and FSAI staff which will potentially reduce the costs currently involved in the provision of training i.e. travel, cost of venues, training materials etc. E-learning courseware has been implemented and this facility will provide easy access to required programmes and will open training resources to

Some savings will arise in FSAI but most savings will arise in official agencies

Q4 2012 and on-going

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a far greater number of staff in official agencies than could otherwise attend courses. because of reduced travel etc.

1.5, 1.6 & 4.7

Review staffing and flexible working arrangements to ensure that there is optimum productivity and availability of staff to deliver services in key areas.

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On-going

CORU

The public can now check the Register of Social workers and members of the profession can carry out renewal of registration on line www.coru.ie Registration on line to be in place by Q1 2013

Opening of Fitness to Practise service to deal with complaints about professionals due to happen Q4 2013, on target, subject to no legal issues arising. A delay in opening the 2nd register could possibly delay this date.


Section 4.13 of the Public Service Agreement - Provision of services on line as a norm.

The Health Insurance Authority’s Website The Authority redeveloped its website in 2009 in light of the increased consumer information functions allocated to the Authority in the Health Insurance (Miscellaneous Provisions) Act. A new product comparison tool was developed for the site which allows the consumer to choose the most appropriate plans for their circumstances and compare benefits and prices of plans side by side. This new comparison tool provided consumer accessibility to details of every plan on the market and is the only resource where this information is available.

The Authority’s website has aided in consumer awareness of their consumer rights and how to choose a health insurance product. Consumers

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The website was also enhanced to include a Frequently Asked Question’s sections, a Jargon Buster page, a Latest News section and improved accessibility. The Latest News section carries information of price promotions, new plans and changes to existing plans. Consumers may also sign up to an online newsletter which will deliver current health insurance news to their inbox. All consumer information provided by the Authority is currently available on line. The Authority is committed to maintaining its website as one of its primary means of providing the public with appropriate and timely information on health insurance. Website hits increased dramatically following the launch of the new website in early December 2009 from approximately 700 hits per week to 7,500 hits per week in 2011.

can achieve saving of up to c. €1,500 per annum for a family of four.

The Authority’s product comparison tool, developed for its website, allows the consumer to choose the most appropriate plans for their circumstances and compare benefits and prices of plans side by side. The Authority plans to launch tablet and smart phone applications to make its product comparison tool accessible to consumers through these widely used appliances.

March 2013

During 2011 the Authority worked with its legal advisors to recover the costs it incurred in relation to a Judicial Review case. The Authority’s efforts have resulted in a net recovery of €155,000.

Medical Council

The successful implementation of an on-line portal for doctors (OPD) to enable self-service registration of the medical practitioners will help streamline the registration process. The Medical Council website has been re-designed to provide a dedicated Public Information portal. The Medical Council has developed on on-line complaints facility for

Ongoing

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members of the public as well as further development of the website and FAQ areas to ensure better data sharing and transparency. There have also been a number of video-casts on sections of the Ethical Guide produced as well as an electronic interactive annual report.

Following the commencement of Part 11 of the Medical Practitioners Act, since May 2012, all practising doctors have a statutory duty to confirm to the Medical Council that they are complying with professional competence requirements. Audit procedures have been introduced by the Medical Council to ensure doctors’ compliance with new legal requirements.

Ongoing


209(point 14)

Whole Blood collection team Extend St. Finbarrs Cork whole blood and platelet clinic opening hours and merge the two clinics into one multi functional clinic. Implemented since 2011.

Expanding apherisis collection in this single clinic.

During 2013

A reduction in cost of blood, blood products and services, to the health service from €82.64m to €65.99m (with about 5% of this relating to the private sector).


1.7, 1.8. 1.9, 4.3

Seek to identify a solution which would allow the HRB to be located in a single office

2013

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rather than the 2 offices it currently occupies. This rationalisation would reduce costs, improve efficiency and effectiveness through the synergies it would create.


4.1

Continue development of the Commission’s website as key information portal to the public.

By end Q4 2012


1.10, 2.2

The PSI will actively support Government in expanding the role of pharmacists and the expansion of the scope of clinical pharmacy practice, in line with Government policy. The PSI will continue its engagement with the Health Service Executive’s Clinical Strategy and Programmes Directorate (CSPD) in order to facilitate and support the implementation of integrated clinical and therapeutic care. The focus will be on optimising patient outcomes while meeting key safety, quality and cost-effectiveness objectives – • Support the liaison pharmacists engaged with HSE clinical care programmes • Develop practice guidance to underpin implementation of new roles or services and integrate with CPD provision

ON-GOING 2013-2014

2.2

The PSI has established the National Forum for Pharmacy Education and Accreditation (National Forum), the purpose of which is to oversee the development and ongoing delivery of the new integrated programme of pharmacy education, training and assessment leading to the award of a level nine Master’s degree in pharmacy (MPharm). This will also involve the development of new educational standards and of a new accreditation methodology. The forum will promote close collaboration between all involved including

Programme Planning & Activities 2013-2014 With Commencement September 2014

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better use of resources.

2.2

In 2011 the PSI established the Irish Institute of Pharmacy which will be responsible for the overall management and delivery of continuing professional development. The Institute will also facilitate the concentration of expertise. It is envisaged that pharmacists on the register of pharmacists held by the PSI must be active participants in a new CPD system of lifelong learning by 2014, with a view to ensuring lifetime competence in the practice of their profession. As frontline healthcare professionals, pharmacists will be encouraged to embrace the new structured CPD system with a view to ensuring better outcomes for patients. This will assist Government in enhancing the cost-effectiveness of medicines utilisation.

Go Live January 2013 With Full rollout in 2015


Improved information and service

To support and enhance systems for monitoring the safety and quality of healthcare products on the market the following projects will be ongoing during 2012-2014

Put in place arrangements for Compliance with EU cosmetics regulation effective July 2013

Continued monitoring in respect of veterinary medicines anti-microbial resistance (Joint initiative with EU Commission, EMA and national agencies)

Participation in hosting 20 meetings to be undertaken during Irish Presidency of European council 2013 (in collaboration with Department of Health)

Method of sale and supply Establishment of consultative panel on legal classification of medicines – panel in

place - Schedule of meetings in place

For implementation July 2013 Ongoing through 2012-2014 First 6 months 2013 – preparatory work ongoing for past 3 months. Ongoing review via quarterly meetings

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Management of risk

Extend the use of risk based and proportionate regulation

Agree a policy for risk based regulation based on quality risk management principles to enhance the regulation of healthcare products

Provide input to the strategic direction of new legislation on clinical trials by provision of support to Department of Health during the Irish Presidency (this is a priority project)

Commenced in 2012 – ongoing during 2013 and 2014. As required during 2012/2013

Enhanced information provision

Participation in leading the implementation of legislation on falsified medicines (in collaboration with Department of Health)

Contribute to the recast of medical devices legislation in collaboration with Department of Health and EU agencies

Implementation of EU Directive on the Protection of Animals used for scientific purposes and ensuring appropriate and timely handover of activities from Department of Health (with effect Jan 2013)

Progression of implementation of new pharmacovigilance legislation and related cross organisational impacts

Preparation for the impact of implementation of provisions of Health (Pricing and Supply of Medicinal Goods) bill 2012 Provide input as required by DOH

Compliance with EU 2010/53/EC on standards of quality and safety of human organs intended for transplantation (in collaboration with DOH) as appropriate

Continue to collaborate with other agencies (health and non health) in sharing expertise and providing support where feasible – particularly through forums in place with relevant groups.

Throughout 2012 and 2013 Continuing in to 2013 Legislation to be in place November 2012 Legislation in place on time and implementation phase ongoing up to 2014. Timetable to be determined Ongoing Q3/Q4 2012 and throughout 2013

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Participation in recast of veterinary medicines directive

Estimated 2013/2014

Enhanced information provision

IMB Website Development –

Ongoing development during 2012 -2014 to review content and accessibility Provision of additional summary documents in line with new pharmacovigilance

requirements.

Ongoing during 2012 and 2013 Q3/Q4 2012

Dental Council

4.13, 4.15 & 4.16

There is significant scope for operational efficiencies through the greater use of e-technology. Services such as on-line payments, searchable registers, requests for documentation and ultimately on-line registration for some applicants for registration are achievable in the short term.

2012 – 2014


2.9.7 2.9.5 1.10 2.9.2

IT services being developed to enhance information availability from providers to policy makers and general public and to improve quality of data provided.

Work in progress

1.3 1.4 1.13

Service integration is being enhanced to ensure appropriately trained staff are made available where requested. This includes temporary redeployment within health agencies.

Work in Progress

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2.2(g) 2.2(h)

Documents

Public Service Agreement 2010-2014 (Croke Park Agreement)