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National HR Report

July 2019

HSE National HR Directorate Leaders in People Services

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

People Strategy 2019 – 2024 (Final Working Draft) (Action 1.1)

A briefing session in relation to the final working draft of the People Strategy 2019–2024 took place on

17th

July 2019. An overview of the People Strategy was presented highlighting the three key areas for

targeted attention:

Leadership – taking responsibility to work together to deliver ‘safer better healthcare’.

Talent – having the right people with the right blend of skills in place to deliver our services and enable

the continued transition to new models of integrated care.

Capability – developing the knowledge, skills and confidence to continually improve and transform our

services – strengthening trust in the organisation and delivering ‘public value’.

The detailed People Strategy Action Plan which has been developed as a working document to support

implementation of the People Strategy is currently being completed – it will serve as the roadmap to

shape strategic action plans within HR. Members of the HR Leadership Team have identified primacy of

ownership for key areas of responsibility and will continue to engage with HR leaders and colleagues

across the system to progress implementation. Engaging with our partner organisations and with staff

and their representative bodies will be central to the implementation process.

The Final Working Draft People Strategy 2019–2024, associated leaflet and People Strategy slide

presentation are available to download from: www.hse.ie/eng/staff/resources/hrstrategiesreports/people-

strategy-2019- 2024

The People Strategy Action Plan which is currently being completed is available from

[email protected].

CIPD conducted a Literature Review (April 2019) to support the development of the People Strategy

entitled ‘Review of the implications for the future of HR of the changing world of work’– this is also

available to download from www.cipd.ie/knowledge/hr-fundamentals/hr/cipd-thought-leadership

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

This month saw Cohort 3 of Leading Care II return for their second residential. This gives the whole

cohort the opportunity to meet up and to share their learning and experiences so far on the programme.

The feedback on this residential was very positive. In between residential, participants access

programme content via the Virtual Campus and meet their colleagues in Action Learning Sets. They also

complete two assignments per programme module. Within this programme there is a strong emphasis on

applying learning back to the workplace, and one of the assignments for each module is a work based

assignment, which draws on the participants’ experience of applying their learning back in the workplace.

Feedback on the Leading Care II programme from each cohort is highlighting how valuable and useful the

programme content is to the participants.

Leading Care III Cohort 1 completed their fifth residential studying the area of Organisational Behaviour,

which draws together strands from leadership, motivation, change, teamwork and culture.

PRIORITY 1 LEADERSHIP & CULTURE

http://www.hse.ie/eng/staff/resources/hrstrategiesreports/people-strategy-2019-%202024

http://www.hse.ie/eng/staff/resources/hrstrategiesreports/people-strategy-2019-%202024

mailto:[email protected]

http://www.cipd.ie/knowledge/hr-fundamentals/hr/cipd-thought-leadership


Participants from various Leading Care programmes attended the Health Service People Strategy 2019 –

2024 working session which also took place this month. There was very fruitful engagement about the

strategy and its key themes during the event.

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

Almost fifty applications were received for this programme which will commence in September in the

North West. This is a joint partnership with the programme being offered to managers from CHO1 and the

Saolta Hospital Group (Letterkenny and Sligo). Following the rigorous shortlisting process by the

programme Reference Group, twenty places are being offered with an additional two places for managers

from HBS in the area.

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

The PMLF programme working group held a teleconference on 15th July. The group is chaired by Paul

Gahan from Leadership, Education and Talent Development (LETD) and comprises of regional

representatives from the four LETD teams, along with representatives from Corporate Employee

Relations. Feedback collated from participants and facilitators of the new programme was reviewed. All

82 participants from a random selection of five programmes delivered across the country agreed that the

programme met or exceeded their expectations and all agreed that they would recommend the

programme to their colleagues.

Three People Management the Legal Framework (2 day) programmes took place during July – one in

Tullamore and two in Cherry Orchard Dublin. This programme provides the knowledge to enable Line

Managers to understand and operate key human resource policies and procedures to improve employee

performance, motivation and commitment and thus contribute to high quality patient care.

Twenty senior managers from the RCSI Louth Hospitals attended the People Management the Legal

Framework programme which took place on 25th and 26th July in the RCSI Louth Hospital. The

programme was opened by Colm Kinch, HR Manager, RCSI Louth Hospitals. The programme was

facilitated by Allyson Donnelly, Employee Relations and Thelma Pentony, LETD.

On 2nd and 3rd July twenty one employees from HBS attended a People Management – The Legal

Framework programme in the Phoenix Hall, St. Mary’s Hospital. This programme was facilitated by Maria

Burke, LETD and Allyson Donnelly, Employee Relations.

Managers in the former Dublin North East region were invited to attend a People Management – the

Legal Framework programme on 10th and 11th of July in Tayleur House, St.Ita’s Hospital. This

programme was also delivered by Maria Burke, LETD and Allyson Donnelly, Employee Relations.

In the West LETD trainers have also delivered the People Management; the Legal Framework

Programme and it has been very well received.

The opportunity to complete the ’Learning Log and the Action Plan’ at the end of each module is giving

each participant time to reflect on and record their key learning at the time of learning rather than leaving

it until later when it can be difficult to remember. Many participants have commented on the benefits of

this process.

First Time Managers Programme (Action 1.7)

The First Time Managers Programme took place in Sligo in July.

During July, the concluding two days of the First Time Managers Programme was held in Tullamore.


A First Time Managers Programme was held in Clonskeagh Hospital on 18th and 19th of July. The

programme was introduced by Declan Hynes, Head of HR, CHO East, and the modules were co-

facilitated by LETD facilitators from Dublin Mid-Leinster and Dublin North East. Modules completed by

participants to date include Management Theory and Competencies, Influencing and Motivation,

Communication and Feedback, and Understanding People and Culture Change. Participants also had the

opportunity to complete the Myers-Briggs Type Indicator.

In Cork twenty two managers attended Day 1 and 2 of the First Time Managers Programme on 10th and

11th July with the remaining two days scheduled to take place on 14th and 15th August.

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

During the month of July, support was provided to a team from Community Healthcare Dublin South,

Kildare & West Wicklow.

Team Development

A team development day for Quality and Patient Safety CHO DNCC was held on 3rd July in Tayleur

House, Portrane. The day was well received and a follow-up day is scheduled for early August.

A team development day took place for the National Drugs Treatment Centre on 30th July.


Staff Engagement Fora (Action 2.1)

Staff Engagement Initiatives

A project to map the staff engagement initiatives on-going across the HSE has commenced with feedback

gathered from several CHO’s and Hospital Groups. This project aims to encourage colleagues to share

and learn from their experiences and engagement ideas but also to highlight the work colleagues across

the system are doing to improve on the 2018 Staff Survey results. It is planned that a report, along with

infographics, will be developed to showcase progress and action.

As this process is on-going, we encourage areas to send their updates to [email protected]

Mayo University Blog

A 4 part blog series has been uploaded to the Staff Engagement website describing Mayo University

Hospitals experience setting-up a Staff Engagement Forum (https://www.hse.ie/eng/staff/staff-

engagement/your-stories/). On the 10th of June the MUH Staff Recognition Awards were launched and it

is expected that this will lead to a stronger staff voice in the hospital leading a more engaged health

workforce.

If you would like your story to feature on the website contact [email protected]

Supporting Our Staff in Building and Maintaining their Resilience

Work is progressing to establish links between Staff Engagement and Mental Health Services. Members

of the steering group met with colleagues from Service Reform Fund (SRF) and Genio on how to engage

with staff working in Mental Health regarding stress management, resilience and teamwork. An analysis

of the Staff Survey results for Mental Health Services is underway and it is planned that “Engaging Health

Staff – An Action Plan 2019 – 2021” will inform actions to improve the results. Find the “Engaging Health

Staff – An Action Plan 2019 – 2021” at https://www.hse.ie/eng/staff/staff-

engagement/resources/engaging-health-staff-an-action-plan-2019-2021.pdf

Dates for your Diary

The next meeting of the National Staff Engagement Forum is scheduled for the 18th

of September at

10am in Dr Steeven’s Hospital with the next meeting of the HR Division Staff Engagement Forum is to be

held on the 17th

of September 2019 at 10am in the F2 Centre, Rialto.

Workplace Health and Wellbeing Unit

Occupational Health Services

Rehabilitation Case Management

Rehabilitation case management is ongoing.

PRIORITY 2 STAFF ENGAGEMENT


https://www.hse.ie/eng/staff/staff-engagement/your-stories/

https://www.hse.ie/eng/staff/staff-engagement/your-stories/


https://www.hse.ie/eng/staff/staff-engagement/resources/engaging-health-staff-an-action-plan-2019-2021.pdf

https://www.hse.ie/eng/staff/staff-engagement/resources/engaging-health-staff-an-action-plan-2019-2021.pdf


The working group for the policy on the repatriation of workers returning from Ebola affected areas is

continuing. Some revisions have been made to the draft protocol for the repatriation of workers, and

these will be presented to the relevant hospitals

Employee Assistance Programme

Morgan Lucy, Lead EAP presented with Dr. Norfazween Ibrahim, at the recent National Intern Gathering

at the Aviva Stadium. The topic was centred on self care, health and well being.

Currently a training plan for CISM trainees is being developed. With regard to CISM response training,

an EOI is going out in North West for planned training. Limerick & Sligo selection & training at planning

stage.

Recruitment for Cork / Kerry is progressing.

A fortnightly satellite clinic in West Cork area, based in Bantry is being planned. Local HR (Cork)

negotiating venue.

Workforce Planning

Workforce planning across the divisions is continuing.

The Occupational Health Nursing Strategy is near completion. A meeting was held in 18th July with

stakeholders and the document is in final draft.

Organisational Health

Nodlaig Carroll has closed six interventions in relation to Organisational health. Five additional requests

have been scheduled for September 2019.

Health and Safety – Activity Report – July 2019

Documentation in Development

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

the Pharmacy Department

Guidance on Night and Shift Workers

Additional Risk Assessment Prompt Sheets

Documentation under review

HSE Policy on the Prevention of Sharps Injuries 2016

HSE Corporate Safety Statement 2017

New Documentation Due for Launch

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

Policies Currently with NJC

HSE Policy and Procedure for the Management of Intoxicant Misuse

During the month of June the following activity was recorded:


Activity No. of Attendees

Health and Safety Helpdesk

Total Number of calls logged, representing the following: 158

Training 80

Audit & Inspection 3

Information & Advice 70

Policy 5

Total Requests Resolved 134

NHSF Training, Workshops, Seminars, Meetings etc

Course Title No. of Courses No. of Attendees

Risk Assessment Workshops 4 70

Occupational First Aid (incl Refresher Programme)

3 21

Manual Handling (PMH/IMH) Ex South East 44 382

Manual Handling (PMH/IMH) South East 26 301

MAPA 3 43

Violence & Aggression (South East only) 7 76

Safety Rep 1 20

Hoist Training 1 6

Total Number of Courses Coordinated 89

Total Attendees 919

Key Projects

Introduction of ISO 45001:2018 for NHSF

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

Midlands Louth Meath CHO Mental Health Service Project Steering Group

HSE/DKIT PMAV Steering Group

Management of Work Related Aggression and Violence Training Project Group

Collaboration with RSA re: Promotion of Driving for Work Policy through Driving for Work Seminars

Medical Gases Training Procurement Project

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

Chemical Safety Training Procurement Project

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

Procurement of Medical Gas E Learning Licenses

Dashboard Project

Providing ongoing support to the Health & Safety Officers assigned to the CHO areas.

Revision of the NHSF Safety Statement

Working on Level 3-5 Audit Tools


Medical Gases Audit Tool

Safety Rep Workshops: Safety Representative Workshop delivered in Galway with 18 attendees. Safety Representative Workshop scheduled for Cork in Q3 2019.

Work Positive CI (WPCI) Project: Collaborating with South East Community Healthcare on a pilot of HSE Work Positive CI. All paper copies entered. Report outputs validated. Meeting with SECH management scheduled for July to review results and plan rollout of action plan implementation.

WorkWell Website Governance Group: Three website amalgamation project continues to progress. Full review of content of three websites underway. Outline of website structure agreed.

Leadership Education & Talent Development

During July LETD facilitated a Staff Engagement Session with forty staff of the Midlands Louth Meath

Mental Health Area Forum in Mullingar.

Diversity Equality & Inclusion

Women in Leadership Event 27th

June in Kilkenny

Another very inspiring and successful event took place on 27th June in Kilkenny as part of our Women in

Leadership series where our speakers were Paula King, Master Coach - Collaborate and Connect,

Deborah Somorin, Founder Empower the Family and Caroline Tyler, Director at Irish Centre for

Diversity.

Women in Leadership Event 19th

July in Limerick

On Friday 19th July, HSE HR continued its regional integration of the Women In Leadership network

hosted in Clinical Education and Research Centre (CERC) located on the University Hospital Limerick

campus. Attended by over 60 colleagues from across all service in the Midwest area, Director of Human

Resources, Ms Rosarii Mannion introduced the exceptional panel of speakers.

Chief of Staff of Óglaigh na hÉireann, the Irish Defence Forces, Vice Admiral Mark Mellett is one of two

Naval Officers in the history of the Irish State to be awarded “The Distinguished Service Medal (DSM)” by

the Irish Government for his leadership. Vice Admiral Mellett spoke of Leading in Challenging Times and

the requirement and benefit for greater diversity within public services. His delivery on his commitment

within the Defence Forces to sustain greater diversity was evident and Vce Adm Mellett set out the role of

leadership to when this commitment was challenged. Further details: @DF_COS.

Bernard Gloster, welcomed the network to Limerick on behalf of ULHG and CHO Midwest. Bernard

provided a thought provoking talk on the need to view diversity within the suite of leadership challenges

and how to reframe organisational thinking and innovate to deliver effective quality health services.

Bernard gave particular mention to senior managers he had worked with over decades who had

succeeded in navigating through these leadership challenges. As this was Bernard’s last engagement

with the WIL network in advance of his taking up the role of Chief Executive of TUSLA, we wish to extend

warmest congratulations to Bernard and thank him for his unerring support.

Sandra Healy is Head of Equality and Director of the DCU Centre of Excellence for Diversity and

Inclusion which launched in June 2018. The Centre provides access to the very latest in academic

research, insights and tools on workplace diversity and inclusion. Sandra used numerous contemporary


examples and evidence to demonstrate Diversity and Inclusion as delivering competitive advantage

across all performance metrics.

The participants were particularly struck by Sandra’s presentation focussing on challenging institutional

thinking and the constant requirement to remove barriers and provide universal access. Participants wish

to extend every good wish to Sandra and the team for the upcoming www.inclusionworks.ie conference

which will be opened by Prof. B. MacCraith, President, Dublin City University and features an

international panel of expert speakers. Further details: @DublinCityUni @SanHealy

#inclusionworks2019.

Lieutenant Commander Marie Gleeson recently retired from the Irish Naval Service after career spanning

in excess of twenty years. She was one of the first female Officers to join the Irish Navy and served as the

Captain of the LE AOIFE from 2013 to 2015. Marie also has extensive leadership experience gained from

service in a wide variety of appointments at sea, ashore and overseas with the UN. Some of her career

highlights include being the Second in Command of the LE NIAMH during training a Naval Cadet Class

and her time as the Officer Commanding of the Battalion Support Group with the 101st Infantry Battalion

in Chad. As well as fascinating insights into the very real physical and mental challenges of naval

service, Marie delivered with alacrity the requirement for a leadership network and the requirement for

differing leadership styles.

Investors in Diversity Ireland accreditation

The HSE Diversity, Equality and Inclusion team are currently applying for Investors in Diversity

accreditation for National HR - HSE. The accreditation is awarded by the Irish Centre for Diversity,

supported by Ibec and the DCU Centre of Excellence for Diversity and Inclusion. As part of the process

to secure accreditation staff working in National HR are asked to complete a survey. This survey is

completely anonymous, with responses going directly to the Irish Centre for Diversity.

To access the survey please click on following link by Friday, 6th

September:

Irish Centre for Diversity Survey, HSE National HR

https://scanmail.trustwave.com/?c=17268&d=tbTR3eMxxwxSCZ4FFhJtKDSiMJLuLyEqhyfSICqAZA&s=343&u=https%3a%2f%2fwww%2eresearch%2enet%2fr%2fiid-silver-hse-nhr


Staff Training on SAP HR System

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

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

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

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

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

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

HR Office.

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

Clerical Administration Development Programme (CADP)

The first two days of the three day Clerical Administration Development Programme was facilitated in July

in Clonskeagh for clerical administration staff. This programme aims to support clerical administrative

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

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

Minute Taking; Service Improvement Initiative.

A Clerical Administration Development Programme took place on 16thand 24

th of July in Phoenix Hall, St.

Mary’s Hospital.

Coaching

Employees continue to be supported by LETD through one-to-one Coaching. On-going support for

coaches is available through Coach Supervision. Participants on recent First Time Managers

Programmes and Coaching Skills programmes have complimented the option of follow on support of 1:1

coaching. In the South the Coaching Skills for Managers programme is being provided on request.

Continuous Professional Development

In the West LETD Mentor Coaches provided triad practice and feedback for two recent Coaching

Development graduates, in collaboration with our colleagues in the local CNME’s.

SKILL

Preparations are underway for one class to commence two modules, Care Skills and Care of the Older

Person to be held in Cork commencing September. Work is on-going with regard to releasing addition

staff to participate on the programme.

Fire Safety Training

Twenty one participants attended training in the Kilkenny Office Complex on 25th July 2019.

PRIORITY 3 LEARNING & DEVELOPMENT


Employee Induction

An Employee Induction programme took place in Mullingar during July with the aim of assisting new

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

and releasing staff to attend the Employee Induction Programme.

Retirement Planning

A one-day Retirement Planning Seminar was held in St Mary’s in the Phoenix Park in July. Topics

covered on the day included: Superannuation, Citizens Information Service, Health Promotion &

Improvement, Legal Check Up, Making the Transition from Work to Retirement, Volunteer Offaly and

Coaching for Retirement.

Dignity at Work – a bespoke intervention has been facilitated in Donegal with the focus on enhancing

communication within the team. Feedback suggests that staff found it very beneficial.

Also in July a Dignity at Work Awareness session was facilitated for staff of the SSWHG in Kilkenny.

HSELanD surpasses 1 Million eLearning Programme Completions

More than one million eLearning programmes have been completed to date on the HSE’s online learning

and development portal, HSELanD.

The milestone was reached following the rollout of a range of mandatory national and local training

programmes including; An Introduction to Children First, Hand Hygiene for Clinical Staff, Dignity at Work,

a range of Health and Safety modules, the fundamentals of GDPR etc.

HSELanD has over 120,000 actives users across multiple disciplines, who have access to over 200

eLearning resources and programmes, fourteen collaborative learning hubs, and a suite of targeted

continuous professional tools to develop new skills and knowledge from induction through to career

progression. It also boasts a full end to end Learning Management System.

Tony Liston, General Manager, HSELanD noted “It’s no small feat to see HSELanD reach this exciting

milestone. This latest achievement reflects our continued focus on providing digital capabilities as part of

our National HR Strategy closely aligned with Slainte Care. On behalf of the HSELanD team I’d


particularly like to thank the hundreds of thousands of learners across our health service who use and

support HSELanD on a daily basis.”

Since the launch of HSELanD, the online learning and development portal has gone from strength to

strength with continual growth in registrations and resources and programmes added. It has greatly

assisted continuous implementation of our People Strategy.

Over the past year, there has also been an increase in the completion of eLearning programmes by over

170%

Over the coming months, the HSELanD team will launch a number of programmes and resources as well

as new collaborative learning hubs.

Additionally, with the broader implementation of our enhanced Learning Management System more

features are available on HSELanD that offer learners further convenience and personalisation.

Earlier this year, HSELanD was awarded ‘Best use of Technology’ by CIPD and named finalists for ‘Best

Organisational Development Initiative’ at the IITD awards.

Community Nursing Record eLearning Programme Updated on HSELanD

Nursing Midwifery Planning and Development Units (NMPDU) has worked with the Office of the Nursing

and Midwifery Services Director to update its Community Nursing Record eLearning Programme.

This programme, comprising four topics, is intended to help nurses in the PHN services of Galway, Mayo

and Roscommon to complete the Community Nursing Record for their assessment of clients in the

community.

The eLearning programme has been reviewed and now benefits from revised and additional content with

a focus on GDPR and consent in line with the required regulations and documentation. The template of

the programme has also been updated.

Olivia O’Connor, Practice Development Coordinator, Community Healthcare West said: “I would

recommend that every member of staff using Community Record One in Community Healthcare West

completes this program as it is very informative.”


The Community Nursing Record eLearning programme has been designed to help nurses working in

Community Healthcare West in Public Health Nursing understand the importance of nursing document in

the Community Nursing Record 1 and in accordance with the resource manual available.

The eLearning programme is a mandatory requirement for all new members of staff to complete. It takes

approximately one hour to complete, and learners are required to complete an assessment upon

completion.

It is also recommended that Nurses, who have completed Community eLearning Programme more than

two years ago, revisit the resource and complete it again.

To access ‘Community Nursing Record’ search for the title on the HSELanD dashboard.

The HPV vaccine programme now available on HSELanD

The HSE National Immunisation Office has launched a new e-learning module about the HPV Vaccine

on HSELand.

The programme is divided into two modules to provide information about HPV virus and the vaccine

available and to provide information about administration of the HPV vaccine.

From September 2019 boys in first year of secondary school will be offered HPV along with girls and all

children in first year will be offered HPV9 vaccine which will offer better protection to boys and girls as

they enter adulthood. The information included in the programme will provide people with up to date

accurate information about HPV vaccine and the importance of boys and girls getting vaccinated as part

of the HSE school programme.

We know from a recent Wellcome report that in Ireland healthcare professionals continue to be a trusted

source of information for members of the public therefore we encourage all health professionals who

deliver the vaccination programme in school, discuss vaccines with parents or are interested in the HPV

vaccine to complete this programme on HSELanD.


Commenting on the launch of the new e-learning programme, Director of Public Health in the National

Immunisation Office, Dr Lucy Jessop said: “We are now coming into a time where we could eradicate

certain types of cancer caused by the HPV virus and what a great legacy this would be to leave our

children and grandchildren. We can only achieve this by continuing to work together to share the facts

about HPV vaccine and the HPV virus and ensuring high uptake of the HPV vaccine as part of the HSE

school immunisation programme.”

New IDDSI and Phlebotomy Resources Added to Share Centre

Two new learning resources have been added to the Share Centre hub on HSELanD.

The new resources added are:

HSE IDDSI Implementation Pack

Cork University Hospital Phlebotomy Training (Bloody Excellence)

The share centre is a hub that allows health and social care staff registered on hseland to access

relevant project information and resources.

From September 2019, new terminology will be used to describe modified diets (foods) and thickened

liquids (drinks) for people of all ages with dysphagia in Ireland. This standardised evidence-based

framework is called The International Dysphagia Diet Standardisation Initiative (IDDSI).

The newly added resource, HSE IDDSI Implementation Pack, includes information, recorded webinars,

master class videos and practical supporting instructions to help with the education, planning and

implementation of the new IDDSI framework.

It also included an assessment of staff training needs, which will guide you on which toolkit resources are

relevant for you.

The resource, Cork University Hospital Phlebotomy Training (Bloody Excellence) includes an info

graphic to describe the correct eleven step process for performing phlebotomy at Cork University Hospital

and includes three videos on correct processes, ICM label printing and Professor Mary Cahill.

To access these resources, visit the hubs page on HSELanD and click on Share Centre.


Mental Health Services Refreshed HUB Launched on HSELanD

The Mental Health Services Hub has been redeveloped in a collaborative joint working project between

Mental Health Legislation, Training and Policy Group and Community Healthcare QPS.

The newly redeveloped hub is accessible to all HSE staff members who are registered on HSELanD.

As well as supporting individual practitioners in their continuous professional development, the hub is a

core resource for learning, information and communications related to the application of Mental Health

Legislation to practice.

It aims to assist all clinical and administrative staff in the management and development of their individual

roles and responsibilities.

As part of the redevelopment, user experience was enhanced by modernising the design to create a more

navigable, understandable and accessible solution.

A new section has also been introduced to provide compliance resources and signposting the learner to

the Best Practice Guidance, Mental Health Engagement, National Clinical Programmes and the Mental

Health Commission.

The hub encompasses the mental health act amendments (2001-2018) and provides updates on the

MHC codes of practice and rules.

It also provides direct links to mental health legislation and signposts to other relevant (internal and

external) online information.

The Mental Health Services hub hosts five online learning modules in relation to the clinical and

operational aspects of the Mental Health Acts 2001-2018.

Expert videos from a panel are integrated throughout the redesigned hub and eLearning modules

covering specific mental health topics.


The video panel includes:

• Prof Brendan Kelly Consultant Psychiatrist

• Dr. Lorcan Martin, Consultant Psychiatrist

• Mr Rory Doody, Area Lead for Mental Health Engagement

It also assists staff across all disciplines to comply with; the law, the Mental Health Commission

Regulatory Framework and to guide them in the application of the legislation to clinical practice.

To access the new Mental Health Hub, click on the hubs link on the homepage and click on the Mental

Health Hub icon.


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

The Strategic Workforce Planning and Intelligence Unit continue to support the delivery of the actions set

out in both the People Strategy and the National Strategic Framework for Health and Social Care

Workforce Planning. In support of the work under the Framework Implementation Key Action Area 1;

Establish Governance and Framework Oversight Arrangements, the Joint Strategic Group (JSG) for

workforce planning which includes DoH National HR, CNO, CMO, PRU, Primary Care, Statistics and

Analytics, Slaintecare Implementation Office, Tusla and HSE SWPI met on 30th July, to align the work of

the Group in support of the Slaintecare Teams of the Future deliverables.

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

underpinned by research and evaluation, the unit continues to work closely with the Sláintecare

Implementation office and in that regard, work is progressing in collaboration with the Department on the

development of a strategic projection model for workforce planning, and the development and testing of a

workforce planning methodology by the ESRI.

The team continues to provide significant support to services on workforce data analytics and, workforce

data intelligence reports and analysis, in response to service needs. This work is underpinned by our

monthly employment reporting, which is included below.


A session was held with Primary Care staff in Midlands Louth Meath Community Health Organisation

facilitating them to plan for their future reorganisation to align staff across the region. This session was

facilitated by LETD.

PRIORITY 4 WORKFORCE PLANNING


Health Sector Workforce: April 2019 – Key Messages (Action 5.1 – 5.13)

At the end of June 2019 Health Services employment levels stand at 119,400 whole-time equivalents

(WTE).

Overall headlines this month

When compared with the May 2019 figure (119,550 WTE), the change this month shows a decrease

of -150 WTE /-151 WTE excluding pre-registration nursing and midwifery interns. Notwithstanding an

expected reduced growth pattern for June, comparatively, this is a substantial shift from not only this

months’ average trend (+154 WTE on a 5 year average) but to that of the year to date trend of month

on month growth, and of particular note, is the first month since May 2017, that health service

employment levels are reporting a decrease.

Similar to last month, there are however some minor adjustments owing to the impact of NCHD

rotation which is initially estimated at -46 WTE with further validation required. Therefore the initial

assessed ‘normalised’ change for this month is estimated at -104 WTE and continues to show an

overall decrease, which varies substantially from the +168 WTEs normalised growth reported last

month.

Excluding pre-registration nursing and midwifery interns, the YTD growth is +1,014 WTE. Adjusting for

the normalisation in June this is assessed as normalised YTD growth of +1,047 WTE. This compares

favourably against the YTD growth for June 2018 (+1,267 WTE), even factoring any adjustment for

NCHD rotation.

As per the below Table, while overall performance against the Pay and Numbers Strategy Core WTE

limit for this month shows a continued adverse variance, the margin of variance has reduced to +880

WTE from last months’

+1,030 WTE, with Community Services showing the largest positive shift in variance (+581WTE from

+749 WTE in May). Of note there is a refresh of the core limit being finalised, alongside monthly

analysis of growth relative to other movement including service developments and agency/ overtime

conversion not reflected herein.

June 2019 WTE vs WTE Core Limit

Division/ Care Group WTE Limit WTE Jun

2019

WTE June 19

excl. Pre-Reg

Nurse/ Midwife

Intern

WTE change

since May

2019

Variance

June 2019

Total Health Service 117,858 119,400 118,738 -150 +880National Ambulance Service 2,003 1,878 1,878 -25 -125

Acute Hospitals 58,447 59,599 59,129 +69 +682

Acute Services 60,450 61,477 61,008 +44 +558

Mental Health 9,808 10,027 9,904 -76 +96

Primary Care 10,982 10,834 10,834 -108 -148Disabilities 18,057 18,565 18,494 +100 +437

Older Person 13,188 13,383 13,383 -84 +195

Social Care 31,245 31,948 31,878 +16 +633

Community Services 52,035 52,808 52,615 -168 +581

Health & Wellbeing (H&WB) 609 569 569 -10 -40

Corporate 3,212 2,927 2,927 -3 -285

Health Business Services 1,552 1,618 1,618 -13 +66

H&WB, Corporate & National Services 5,373 5,114 5,114 -26 -259

PRIORITY 5 EVIDENCE & KNOWLEDGE


Overarching key findings this month

Overall this month, four of the six staff categories recorded a decrease with just two recording growth,

General Support (+54 WTE) and Management/Admin (+3 WTE). Notably this month, there is an

expected impact of seasonal factors, manifested in reduced growth alongside reductions, particularly

in Medical and Dental and Nursing and Midwifery.

Nursing and Midwifery shows a decrease this month (-70 WTE). This is however similar to previous

years with the 5 Year average trend -66 WTE for June. Staff Nurse/Midwife decreased overall by -34

WTE however Staff Nurse General/Children’s increased by +28 WTE, with increases also seen in

specialist/ ANP/AMP grades (+4 WTE).

Registrars have decreased by -55 WTE in June, this decrease is largely attributable to NCHD rotation

as per above.

Care Assistants (Disability Services) increased +100 WTE however this is largely attributable to

seasonal factors such as summer schools for example.

Additionally, the NiSRP went live in the East this month, which as part of the transition onto a

sophisticated integrated SAP system may produce some fluctuations.

The HSE recorded a decrease this month while the voluntary sectors both reported increases: HSE -

343 WTE (-0.4%), Voluntary Hospitals at +88 WTE (+0.3%) and Voluntary Agencies (Non-Acute) at

+105 WTE (+0.6%). Of note some of the increases in the voluntary non-acute sector are seasonal and

are therefore temporary in nature.

Overall this month, Acutes are showing an increase (+44 WTE) while Community has decreased (-168

WTE) as well as Health & Wellbeing, Corporate and Health Business Service also reporting decreases

(-10 WTE, -3 WTE and -13 WTE respectively)

Operations key findings this month

Overall this month, Acute Services is showing growth of +44 WTE/ +43 WTE excluding pre-

registration nursing and midwifery interns. Four of the six staff categories are showing growth this

month with General Support showing the largest increase at +63 WTE, with Patient and Client Care

showing the largest decrease owing to Ambulance Staff (-25 WTE). Taking into consideration an initial

estimated adjustment for NCHD rotation (12 WTE) the ‘normalised’ growth for Acute Services is

assessed at +55 WTE.

Excluding pre-registration nursing and midwifery interns, overall growth this month is marginally higher

than that of last month (+32 WTE), however is considerably less than that reported for June 2018

(+135 WTE) and that of the 5-year June trend (+109 WTE). Similarly YTD growth (+613 WTE) is

considerably lower compared to 2018 (+919 WTE) and the 5-year average June trend (+732 WTE).

This months’ growth is distributed across two Hospital Groups and CHI, with the largest in Dublin

Midlands Hospital Group (+41 WTE). Conversely South/South West HG and ULHG are showing

decreases (-16 WTE and -6 WTE respectively). The National Ambulance Service is also reporting a

decrease of -25 WTE.

The change within Community Services this month is a decrease of -168 WTE /-168 WTE excluding

pre-registration nursing and midwifery interns, with four staff categories showing a decrease this

month. The largest decrease this month is seen in Nursing & Midwifery (-76 WTE), followed by Health

& Social Care Professionals (-64 WTE). Notably the 5 year trend shows reductions in Nursing and

Midwifery (-52 WTE average) along with Medical/ Dental and General Support, largely owing to

seasonal factors. Two staff categories are showing small increases.

Similar to Acute services, with an initial adjustment for NCHD rotation factors (-34 WTE) the

normalised decrease this month is initially assessed at an estimated -134 WTE. This is substantially

lower than last month (+88 WTE) and indeed that of June 2018 (+32 WTE) alongside the 5 year trend

of +43 WTE.


Seven of the nine CHOs are showing decreases this month, with CHO 7 showing the largest (-63

WTE). Of the two CHOs showing increases, CHO 8 is the largest (+50 WTE), largely attributable to

growth in Care Assistant (Disability Services) +40 WTEs.

By Division/ Care Group: June 2019

Division/ Care Group WTE Jun

2019

change

since May

2019

% change

since May

2019

change

since Dec

2018

% change

since Dec

2018

change

since Jun

2018

% change

since Jun

2018

Total Health Service 119,400 -150 -0.1% +1,543 +1.3% +3,309 +2.9%

Ambulance Services 1,878 -25 -1.3% -9 -0.5% -11 -0.6%

Acute Hospital Services 59,599 +69 +0.1% +1,020 +1.7% +2,000 +9.4%

Acute Services 61,477 +44 +0.1% +1,011 +1.7% +1,989 +3.1%

Primary Care 10,834 -108 -1.0% -97 -0.9% +201 +2.8%

Mental Health 10,027 -76 -0.8% +129 +1.3% +159 +3.5%

Disabilities 18,565 +100 +0.5% +305 +1.7% +535 +3.7%

Older People 13,383 -84 -0.6% +79 +0.6% +207 +2.6%

Social Care 31,948 +16 +0.0% +383 +1.2% +743 +2.4%

Community Services 52,808 -168 -0.3% +415 +0.8% +1,102 +2.1%

Health & Well-being 569 -10 -1.7% -8 -1.3% -10 -1.7%

Corporate 2,927 -3 -0.1% +69 +2.4% +128 +4.6%

Health Business Service 1,618 -13 -0.8% +55 +3.5% +99 +6.5%

H&WB Corporate & National Services 5,114 -26 -0.5% +116 +2.3% +217 +4.4%


By Staff Group: June 2019

By Administration: June 2019

Staff Category /Group WTE Jun

2019

change

since May

2019

% change

since May

2019

change

since Dec

2018

% change

since Dec

2018

change

since Jun

2018

% change

since Jun

2018


Medical & Dental 10,447 -54 -0.5% -20 -0.2% +300 +3.0%

Consultants 3,131 +10 +0.3% +36 +1.2% +130 +4.3%

Registrars 3,512 -55 -1.5% -47 -1.3% +96 +2.8%

SHO/ Interns 3,066 -4 -0.1% -10 -0.3% +68 +2.3%

Medical/ Dental, other 738 -6 -0.8% +1 +0.2% +6 +0.8%

Nursing & Midwifery 38,229 -70 -0.2% +585 +1.6% +785 +2.1%

Nurse/ Midwife Manager 7,876 -8 -0.1% +76 +1.0% +269 +3.5%

Nurse/ Midwife Specialist & AN/MP 1,956 +4 +0.2% +96 +5.2% +181 +10.2%

Staff Nurse/ Staff Midwife 25,634 -34 -0.1% +39 +0.2% +327 +1.3%

Public Health Nurse 1,499 -21 -1.4% -41 -2.7% +14 +0.9%

Pre-registration Nurse/ Midwife Intern 662 +1 +0.1% +528 +395.0% +34 +5.4%

Post-registration Nurse/ Midwife Student 233 -23 -9.2% -33 -12.4% -30 -11.5%

Nursing/ Midwifery awaiting registration 39 +7 +20.3% -94 -70.6% -31 -44.2%

Nursing/ Midwifery Student 934 -16 -1.7% +401 +75.3% -27 -2.8%

Nursing/ Midwifery other 330 +5 +1.6% +13 +4.1% +22 +7.1%

Health & Social Care Professionals 16,656 -64 -0.4% +159 +1.0% +516 +3.2%

Therapy Professions 5,278 -40 -0.8% +46 +0.9% +159 +3.1%

Health Science/ Diagnostics 4,524 +17 +0.4% +20 +0.4% +111 +2.5%

Social Care 2,666 +2 +0.1% +59 +2.3% +132 +5.2%

Social Workers 1,170 -8 -0.7% -2 -0.2% +9 +0.8%

Psychologists 1,004 -9 -0.9% +19 +2.0% +21 +2.2%

Pharmacy 1,011 +9 +0.9% +36 +3.7% +85 +9.2%

H&SC, Other 1,003 -36 -3.4% -18 -1.8% -2 -0.2%

Management & Administrative 18,866 +3 +0.0% +362 +2.0% +862 +4.8%

Management (VIII & above) 1,786 +6 +0.4% +39 +2.3% +103 +6.1%

Administrative/ Supervisory (V to VII) 5,064 +8 +0.2% +207 +4.3% +487 +10.6%

Clerical (III & IV) 12,016 -10 -0.1% +115 +1.0% +273 +2.3%

General Support 9,541 +54 +0.6% +87 +0.9% +28 +0.3%

Support 8,362 +53 +0.6% +87 +1.1% +29 +0.3%

Maintenance/ Technical 1,179 +0 +0.0% -0 -0.0% -1 -0.1%

Patient & Client Care 25,661 -19 -0.1% +370 +1.5% +818 +3.3%

Health Care Assistants 17,428 +71 +0.4% +337 +2.0% +710 +4.3%

Home Help 3,556 -50 -1.4% +4 +0.1% +47 +1.4%

Ambulance Staff 1,779 -24 -1.4% -3 -0.2% -12 -0.7%

Care, other 2,899 -16 -0.5% +32 +1.1% +71 +2.5%

HSE /Section 38 WTE Jun

2019

change

since May

2019

% change

since May

2019

change

since Dec

2018

% change

since Dec

2018

change

since Jun

2018

% change

since Jun

2018


Health Service Executive 77,130 -343 -0.4% +758 +1.0% +1,802 +2.4%

Section 38 Hospitals 25,730 +88 +0.3% +502 +2.0% +906 +3.7%

Section 38 Voluntary Agencies 16,540 +105 +0.6% +282 +1.7% +600 +3.8%


By Service Delivery Area: June 2019

Service Area WTE Jun

2019

change

since May

2019

% change

since May

2019

change

since Dec

2018

% change

since Dec

2018

change

since Jun

2018

% change

since Jun

2018


National Ambulance Service 1,878 -25 -1.3% -9 -0.5% -11 -0.6%

Children's Health Ireland 3,480 +16 +0.5% +99 +2.9% +298 +9.4%

Dublin Midlands Hospital Group 10,676 +41 +0.4% +252 +2.4% +317 +3.1%

Ireland East Hospital Group 11,971 +35 +0.3% +198 +1.7% +323 +2.8%

RCSI Hospitals Group 9,394 +0 +0.0% +190 +2.1% +321 +3.5%

Saolta University Hospital Care 9,300 -1 +0.0% +134 +1.5% +328 +3.7%

South/South West Hospital Group 10,488 -16 -0.2% +102 +1.0% +268 +2.6%

University of Limerick Hospital Group 4,197 -6 -0.1% +42 +1.0% +130 +3.2%

other Acute Services 92 -0 -0.4% +4 +4.7% +15 +18.9%

Acute Services 61,477 +44 +0.1% +1,011 +1.7% +1,989 +3.3%

CHO 1 5,512 -24 -0.4% +76 +1.4% +151 +2.8%

CHO 2 5,562 +11 +0.2% +3 +0.0% +137 +2.5%

CHO 3 4,369 -16 -0.4% +59 +1.4% +101 +2.4%

CHO 4 8,267 -20 -0.2% +129 +1.6% +239 +3.0%

CHO 5 5,286 -14 -0.3% +55 +1.0% +113 +2.2%

CHO 6 3,823 -10 -0.3% +15 +0.4% +25 +0.7%

CHO 7 6,547 -63 -0.9% -11 -0.2% +111 +1.7%

CHO 8 6,240 +50 +0.8% +113 +1.8% +114 +1.9%

CHO 9 6,603 -72 -1.1% -30 -0.5% +61 +0.9%

other Community Services 600 -10 -1.6% +8 +1.3% +51 +9.2%

Community Services 52,808 -168 -0.3% +415 +0.8% +1,102 +2.1%

Health & Wellbeing 569 -10 -1.7% -8 -1.3% -10 -1.7%

Corporate 2,927 -3 -0.1% +69 +2.4% +128 +4.6%

Health Business Services 1,618 -13 -0.8% +55 +3.5% +99 +6.5%

H&WB Corporate & National Services 5,114 -26 -0.5% +116 +2.3% +217 +4.4%


Acute Services by Staff Group: June 2019

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

Acute Services WTE Jun

2019

change

since May

2019

% change

since May

2019

change

since Dec

2018

% change

since Dec

2018

change

since Jun

2018

% change

since Jun

2018

Total Acute Services 61,477 +44 +0.1% +1,011 +1.7% +1,989 +3.3%

Medical & Dental 8,257 -11 -0.1% +31 +0.4% +281 +3.5%

Consultants 2,673 +11 +0.4% +28 +1.0% +129 +5.1%

Registrars 2,799 -18 -0.6% +13 +0.5% +91 +3.4%

SHO/ Interns 2,726 -2 -0.1% -11 -0.4% +55 +2.1%

Medical/ Dental, other 59 -1 -2.0% +1 +1.8% +6 +12.2%

Nursing & Midwifery 23,116 +7 +0.0% +526 +2.3% +726 +3.2%

Nurse/ Midwife Manager 4,598 +15 +0.3% +72 +1.6% +237 +5.4%

Nurse/ Midwife Specialist & AN/MP 1,261 +2 +0.1% +69 +5.8% +123 +10.8%

Staff Nurse/ Staff Midwife 16,372 -20 -0.1% +58 +0.4% +363 +2.3%

Public Health Nurse 1 -1 -42.7% -0 -11.4% -0 -22.0%

Pre-registration Nurse/ Midwife Intern 469 +1 +0.2% +398 +560.0% +34 +7.8%



Nursing/ Midwifery Student 674 +5 +0.8% +317 +88.7% -9 -1.3%

Nursing/ Midwifery other 211 +6 +2.7% +10 +5.0% +12 +5.9%

Health & Social Care Professionals 7,543 +5 +0.1% +66 +0.9% +292 +4.0%


Health Science/ Diagnostics 4,205 +25 +0.6% +38 +0.9% +117 +2.9%

Social Care 2 +0 +16.5% +0 +22.0% -1 -19.9%

Social Workers 336 +3 +0.9% +6 +1.9% +13 +4.0%

Psychologists 84 +0 +0.2% +5 +6.4% +9 +12.4%

Pharmacy 877 +13 +1.5% +42 +5.0% +82 +10.3%

H&SC, Other 126 -31 -19.7% -45 -26.5% -6 -4.7%


Management (VIII & above) 499 -2 -0.4% +0 +0.0% +33 +7.0%

Administrative/ Supervisory (V to VII) 2,227 +5 +0.2% +89 +4.2% +214 +10.6%

Clerical (III & IV) 6,639 +8 +0.1% +68 +1.0% +144 +2.2%

General Support 6,166 +63 +1.0% +142 +2.4% +128 +2.1%

Support 5,659 +62 +1.1% +137 +2.5% +119 +2.2%

Maintenance/ Technical 507 +1 +0.2% +5 +0.9% +9 +1.9%

Patient & Client Care 7,030 -32 -0.5% +89 +1.3% +171 +2.5%

Health Care Assistants 5,086 -6 -0.1% +79 +1.6% +165 +3.4%

Ambulance Staff 1,777 -25 -1.4% -5 -0.3% -14 -0.8%

Care, other 168 -1 -0.5% +15 +10.1% +20 +13.2%


Community Services by Staff Group: June 2019

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

Community ServicesWTE Jun

2019

change

since May

2019

% change

since May

2019

change

since Dec

2018

% change

since Dec

2018

change

since Jun

2018

% change

since Jun

2018

Total Community Services 52,808 -168 -0.3% +415 +0.8% +1,102 +2.1%

Medical & Dental 1,988 -40 -2.0% -47 -2.3% +19 +1.0%

Consultants 416 -1 -0.2% +8 +2.0% +3 +0.7%

Registrars 656 -34 -5.0% -52 -7.4% +3 +0.5%

SHO/ Interns 341 -2 -0.5% +1 +0.4% +13 +4.1%

Medical/ Dental, other 576 -4 -0.6% -5 -0.8% -0 -0.0%

Nursing & Midwifery 14,916 -76 -0.5% +55 +0.4% +47 +0.3%

Nurse/ Midwife Manager 3,163 -22 -0.7% +5 +0.2% +32 +1.0%

Nurse/ Midwife Specialist & AN/MP 682 +2 +0.3% +27 +4.1% +58 +9.3%

Staff Nurse/ Staff Midwife 9,259 -14 -0.2% -19 -0.2% -37 -0.4%

Public Health Nurse 1,496 -20 -1.3% -40 -2.6% +14 +0.9%

Pre-registration Nurse/ Midwife Intern 193 -0 -0.2% +130 +207.8% +0 +0.0%



Nursing/ Midwifery Student 260 -21 -7.6% +84 +48.0% -18 -6.7%

Nursing/ Midwifery other 57 -1 -1.2% -3 -4.5% -1 -1.6%

Health & Social Care Professionals 8,366 -64 -0.8% +78 +0.9% +205 +2.5%


Health Science/ Diagnostics 135 -3 -1.9% -11 -7.8% -8 -5.8%

Social Care 2,663 +2 +0.1% +58 +2.2% +133 +5.3%

Social Workers 828 -12 -1.4% -9 -1.1% -3 -0.4%

Psychologists 918 -9 -1.0% +14 +1.6% +12 +1.3%

Pharmacy 101 -5 -4.6% -6 -5.5% -5 -4.7%

H&SC, Other 371 -4 -0.9% +4 +1.2% -4 -1.2%


Management (VIII & above) 607 +6 +1.0% +19 +3.3% +25 +4.2%

Administrative/ Supervisory (V to VII) 1,509 -15 -1.0% +46 +3.2% +139 +10.2%

Clerical (III & IV) 3,821 +10 +0.3% +42 +1.1% +132 +3.6%

General Support 3,027 -1 -0.0% -59 -1.9% -115 -3.7%

Support 2,594 -2 -0.1% -62 -2.4% -105 -3.9%

Maintenance/ Technical 433 +1 +0.2% +3 +0.7% -11 -2.4%

Patient & Client Care 18,575 +12 +0.1% +282 +1.5% +651 +3.6%

Health Care Assistants 12,331 +76 +0.6% +259 +2.1% +546 +4.6%

Home Help 3,556 -50 -1.4% +4 +0.1% +47 +1.4%

Care, other 2,687 -14 -0.5% +19 +0.7% +57 +2.2%


Absence Rates in the Health Sector to May 2019

Benchmark

/ Target May 2018

Full Year 2018

April 2019

May 2019

% Medically Certified

(May 2019)

Rates 3.5% 4.2% 4.6% 4.4% 4.4% 90%

Latest monthly figures (May 2019)

May 2019 absence rate stands at 4.4%, which is marginally higher when compared with the equivalent

month in 2018 (4.2%) and similar on the previous month (April 2019 at 4.4%).

Over the past four years May rates were as follows: 4.0% (2015) and 4.1% (2016), 4.2% (2017), 4.2%

(2018).

Annual Rate for 2018 and Trend Analysis from 2008

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

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

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

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

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

as the nature of the work, demographic of employees, and diversity of the organisation needs to be

recognised. Health sector work can be physically and psychologically demanding, increasing the risk of

work related illness and injury. However, these trends are generally in-line with international public

healthcare organisations.

The latest NHS England absence rate for December 2018 was 4.51%, while the 2017 annual rate was

4.61%. NHS Scotland reported an absence rate of 5.5% December 2017, and a yearly average of 5.39%

(2017/2018), up from 5.20% in the previous year. While in NHS Wales, the June 2018 absence rate was

4.8%. As with our international counterparts, sickness absence shows wide seasonal variation throughout

the year with the rate lower in summer and higher in winter.


Notes: Absence Rate is the term generally used to refer to unscheduled employee absences from the workplace. Absence rate is defined as an absence from work other than annual leave, public holidays, maternity leave and jury duty. Methodology has been updated in-line with instruction laid out by the Department of Public Expenditure & Reform (DPER) to show absence rates based on % lost hours (previously lost WTE) with effect from 1st January 2017. Some previously published figures are restated. The HSE’s National Service Plan 2019 sets absence rates as a key result area (KRA) with the objective of reducing the impact and cost of absence and commits to a national target level of 3.5% for all hospitals and agencies. The HSE continues to review its current sick leave policies and procedures as well as having a range of current supports and interventions to address challenges being encountered in the whole area of attendance management and absence rates through ill health. The objective of all these actions is to enhance the health sector’s capacity to address and manage more effectively absence rates, support people managers in better managing the issue, while also supporting staff regain fitness to work and resume work in a positive and supportive environment as well as of course the key objective of reducing the impact and cost of absence.


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

Investigation Referrals

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

the National Human Resources Division Workplace Relations Unit.

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

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

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

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

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

Investigation Support Section - [email protected]

Continuous Professional Development Day for Full-time Investigators

The National Investigations Unit facilitated a Continuous Professional Day with the Full-Time Human

Resources Investigators:

A wide range of topics of relevance to the investigation area were explored on the day, and supported by

video CPD. Participants engaged in wide ranging discussion in relation to each of the topic areas, which

provided significant food for thought, learning and potential application to practice.

Implementation of the People Strategy 2019-2024 and supporting Sláintecare 17th

July 2019

Members from the National Investigations Unit participated in a working session on Wednesday 17th July,

2019 on the implementation of the People Strategy 2019 – 2024 in the Irish Management Institute.

The purpose of the day was to:

· Provide participants with an overall sense of the key high level actions associated with the relevant priority;

· Engage in discussion on how best to prioritise the actions for early focused attention;

· Consider in particular how best Human Resources can support and enable front line managers through implementation of the People Strategy;

· Consider the best ways to communicate the Strategy and use it as a core reference for locally based Human Resources / people management planning and development.

An overview was provided of the key high level Health Service People Strategy actions identified

pertaining to the work of the National Investigations Unit and a comprehensive facilitated discussion took

place in relation to these. Feedback was provided to the wider audience on the day as a result of the

productive discussion engaged in. This forum generated a number of key messages in relation to the

work of the National Investigations Unit:

· Increasing Awareness – Information – Education – Support

PRIORITY 6 PERFORMANCE

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



· Strengthening independence – the application of “Fairness Principles” – No team to investigate in their own service

· From Policy to Practice – Managers dealing with issues at a local level – Supports in practice

· Maintaining independence of the Unit

· Investigators being completely impartial and not conducting work in their own Divisions or service areas.

Participants identified with one of the key principles of the Unit which is “Prevention is better than

intervention”.

The day itself provided significant consultation in relation to the wide range of priorities and actions

identified in the People Strategy 2019 - 2024.

Human Resources National Coaching Service

Trainee Coach Induction

A Coaching Induction pack for new coaches has been developed. This will be distributed to the current

Coach training group in August 2019 as part of one of their Modules whilst in training. They will also

receive a presentation from the National Coaching Service on how the service operates and their role

whilst working on behalf of the Human Resources National Coaching Service.

National Coaching CPD Event – 22nd

October 2019

This year’s Human Resources National Coaching Service Annual CPD day will be held on the 22nd

of

October in the Hibernia Conference Centre in Dublin Castle. The project is in planning stage and more

details will follow when confirmed.


Consultant High Court Terms of Settlement

The implementation of the settlement agreement has been ongoing since last August, under the oversight

of Edna Hoare, AND HR – Modernisation and Efficiency. A small dedicated team, the “Settlement team”,

have worked tirelessly to ensure that the co-ordination of the work between the hospitals, CHO sites and

central office has been managed effectively and efficiently.

This agreement is complex and unique, any consultant that felt that they may qualify had to personally

apply and each individual application had to be assessed by the employing site to determine eligibility.

Once eligibility was established an individual and personalised offer was calculated based on the criteria

set out in the High Court document. This involved each site reviewing huge volumes of personnel, payroll

and associated documentation in order to correctly calculate the offers. A separate process for pension

calculations was also necessary for those recently retired applicants. Once the above steps had been

completed, each eligible applicant had to accept the offer made before payment could be authorised and

issued.

Due the complex and unique nature of the agreement and the work involved, a multitude of queries have

been routed through the Settlement team throughout the process, managed through a complex but

necessary tracking system. Every effort has been made to meet the time lines, however due to the

myriad of complicating factors, this proved difficult and regrettably the timelines slipped somewhat.

Although every effort has been made to ensure that documentation is turned around and returned to the

team for processing there remains 209 documents outstanding in respect of 183 applicants. It is not

possible to complete the process unless all documents are received in respect of every applicant. On a

weekly basis each site is sent a list of the outstanding documents awaited for their site, it was hoped that

this would encourage sites to respond however the rate of response is slow and disappointing. It would

be very much appreciated if you would now check your own area and send back all completed

documents you may have.

Over the period of this project

- Over 48,500 e/mails have been handled through the dedicated e/mail address

- 2369 applicants have received their final offer

- 2094 Consent and release forms have been received and issued to the sites

As the project continues to move forward the number of applicants that have fully completed the process

continues to increase and we now have over 80% of the applications completed. The final 20% of

applications are largely complex cases and we are working through those. However the return of the

outstanding documents will allow 183 of the remaining applications to be speedily process to completion.

Employee Relations Update

Psychiatric Nurses

HSE remains in engagement with both PNA and SIPTU in respect of outstanding matters linked to

psychiatric nursing aspects of the broader nursing recruitment and retention agenda which has been

ongoing since Autumn 2018.

PRIORITY 7 PARTNERING


Specifically, remaining issues outstanding between the parties are as follows;

Claim for retention of pay differential by psychiatric nurses moving to enhanced role,

Claim for extension of allowances,

Issues relating to Area Directors of Mental Health Nursing,

Expert Review Group on Nursing and Midwifery.

There has been considerable engagement between the parties; firstly under the aegis of the WRC in

June and July and in more recent times, all outstanding issues have been referred to the Labour Court.

The Labour Court heard an initial hearing of issues involved on July 31st and adjourned to allow for

submission of additional information, with a follow up hearing on Thursday, August 8th.

Hospital Consultants (Lower Entrant salary scale – contract holders)

A number of cases have been lodged with the WRC under Equality Legislation by the Consultant

Representative Bodies in relation to its post 2012 membership and their continued grievances with

respect to the lower salary scale applying to them.

Management will be approaching this matter on a collective basis and work is ongoing in terms of

developing a management strategy to deal with the matters that are likely to arise at hearings due to take

place in the Autumn.

SIPTU Action – Job Evaluation/Chefs

Following extensive engagement over a number of dates between June 28th and July 23

rd, and following

on from the taking of one day of Industrial Action by SIPTU on June 26th, the Labour Court has now

issued 2 recommendations in respect of the issues in dispute as follows;

1. LCR22066 relating to implementation of Job Evaluation outcomes and,

2. LCR22065 relating to SIPTU claim for increase in remuneration for Chef Grades.

In respect of LCR 22066, the Court has dealt with 4 main areas of remaining dispute between the parties

and has recommended as follows;

a) Implementation date for outcome of Phase 1 and 2 of process.

The Court has recommended that the implementation date for phases 1 and 2 be Sept 1st 2019.

b) Assimilation

The Court sets out that in respect of those moving from point 9 of Band 3 and whose next increment

follows after 1 April 2020 that they will move to max of scale band 2 (point 9) with effect from 1 April

2020.

c) Phase 3 implementation

The Court recommends that the implementation date of any outcomes emerging from Phase 3 of

process be 1st September 2020 with assimilation on the same basis as Phases 1 and 2.

d) Phase 4


The Court recommends that Phase 4 commence as soon as possible, but in any event no later than 3

months from acceptance of the Labour Court Recommendation. An implementation date of 1st Jan

2021 for any outcome emerging is recommended.

In respect of LCR 22065, Chefs:

The provisions of LCR 22065 regarding remuneration claim by SIPTU in respect of Chefs, recommends

that a process under the auspices of the WRC, be commenced not later than 3 months from date of

acceptance of the provisions of this recommendation. This process will seek to build on the work already

undertaken to date in order to access and evaluate the issues particular to Chef Grades.

Next Steps

It is likely that these recommendations will now be balloted upon by SIPTU and that this process will take

place in September.

Theatre Nurse on call review

A national group consisting of the HSE, INMO and SIPTU have been reviewing the operation of the

current on call agreement in Theatre. This review has identified a number of anomalies in the

implementation and interpretation of Circular 33/2003, in response a clarification document is now being

drafted.

We attended the WRC on the 6th of June at which progress was recorded on a number of issues most

notably a review of the workforce for Theatre and the role of HCAs. Management are currently

developing Terms of Reference for the Workforce review which will be led by the Acutes Hospital

Division.

The Parties are due to return to the WRC on Friday 16th of August.

Assistant Directors of GP Training

The HSE successfully won an appeal in the Labour Court that may have far reaching effect on a number

of cases been taken under the Terms and Conditions (of Employment) Act. The potential outcome of this

determination of the Court is that all of the cases before the WRC may now be withdrawn. Whilst this

does not resolve the principal issue in this matter, it does mean that the HSE will be able to review the

substantive matter without restriction.

Extension of HPV Vaccination to Boys

Plans are being finalised in all nine Community Health Organisation areas to roll-out the extension of HPV

vaccination to Boys from September 2019. The HSE have notified each CHO of the additional headcount

in doctors, nurses and administrative staff available to resource this extension. Each CHO is currently

assessing how it will recruit and resource immunisation teams for the start of the school term.

The union side continue to have concerns about the adequacy of the resources available to deliver the

vaccination programme and discussions continue with them on this matter.

Apprenticeships

In 2018 HSE Estates re-introduced apprenticeships on a limited Pilot basis. This led to the employment

of two apprentices, the first engaged in over a decade. The Pilot is now up for review and we hope to be


able to declare it a success and open the way to increasing the number of apprentices in 2019 and

beyond.


Public Health Nurse Student intake 2019

The HSE are committed to recruiting 160 PHN students in 2019 under the 2017 WRC agreement.

Currently there is a shortfall in reaching this target, however, all efforts are being made maximise the

numbers recruited for this year. In addition to meeting the overall recruitment target for 2019, certain

geographical areas continue to be a challenge to recruit into.

Parental Leave (Amendment) Act 2019

The Parental Leave (Amendment) Act 2019 has now commenced with effect from 19 July 2019 and the

increased entitlements will apply on a phased basis from 1 September 2019. The Act provides for a

phased extension to the period of unpaid parental leave from 18 to 26 weeks and will allow any parent

who has already availed of their current entitlement of 18 weeks to receive a further eight weeks of

parental leave. Any parent who did not use their full entitlement of 18 weeks may claim any unused leave

as long as their child is under the qualifying age.

The phased introduction of 8 weeks’ additional parental leave is intended to allow employers time to plan

to ensure the implementation of the new legislative provisions can be as smooth as possible. The Act

provides that parental leave for parents of eligible children will increase from 18 weeks to 22 weeks from

1 September 2019 and from 22 weeks to 26 weeks from 1 September 2020.

The Act includes a new provision in relation to the manner in which parental leave may be taken to

enable employees to take parental leave in blocks of one or more weeks at a time.

The granting of the additional parental leave entitlements is subject to the statutory notification and

confirmation provisions. Employees must give written notice to their employer of their intention to take

parental leave at least 6 weeks before the leave is due to start. The written notice should state the

proposed commencement date of the leave, its duration and the manner in which the employee wishes to

avail of the leave. After this written notice is submitted, not less than 4 weeks before the leave is due to

commence, a confirmation document specifying the date of commencement of the leave, its duration and

the manner in which it will be taken should be prepared and signed by the employer and the employee.

Employees should be made aware of the increased parental leave entitlements and timeframes so that

they have an opportunity to submit the required period of notice should they wish to avail of the additional

leave of 4 weeks from 1 September 2019.

This Act also amends the existing age limits and provides that parental leave must be taken before the

child attains the age of 12 years of age. The amendment to the statutory age limit from 8 to 12 years will

not affect public health service employees as HSE HR Circular 003/2011 provides that parental leave

must be taken before the child is 13 years of age.

https://www.hse.ie/eng/staff/resources/hr-circulars/hse-hr-circular-003-2011-re-amendment-to-parental-

leave-arrangements-age-limits-.pdf

Compassionate/Bereavement Leave – Labour Court Recommendation

The Labour Court has issued its recommendation (LCR22015) in relation to the unions’ claim for revised

bereavement leave arrangements in the health sector. A further conciliation conference will be convened

under the auspices of the Workplace Relations Commission in relation to the implementation of this

Recommendation.

https://www.hse.ie/eng/staff/resources/hr-circulars/hse-hr-circular-003-2011-re-amendment-to-parental-leave-arrangements-age-limits-.pdf

https://www.hse.ie/eng/staff/resources/hr-circulars/hse-hr-circular-003-2011-re-amendment-to-parental-leave-arrangements-age-limits-.pdf


The unions had sought the application of the Civil Service bereavement leave arrangements, as set out in

DPER Circular 01/2017, to health service employees. The HSE had rejected this national claim on the

basis that it would be cost-increasing and prohibited under the terms of the Public Service Stability

Agreement (PSSA) and DPER’s Circular did not apply to other public bodies. The claim was the subject

of a Labour Court hearing in May 2019. The costs associated with substitution cover for staff absent on

paid leave and the productivity losses which would arise where there is non-replacement of staff were

highlighted by the management side to the Court.

In its recommendation, the Court referred to the management side’s argument that it was a cost-

increasing claim and in breach of the PSSA but found that “the Parties to the agreement have already

decided that a claim of this nature is not a breach of the agreement in that they have conceded the claim

in two sectors”. The Court states that it “proposes to address the quantum of leave only …” and it “is not

proposing any change to the existing category of relative in the HSE and Section 38s at this point in time.”

In summary, the Court has recommended as follows:

An increase from 5 days to 20 days bereavement leave for spouse/partner and child (including

adopted and ‘in loco parentis’);

An increase from 3 days to 5 days for ‘Other immediate Relative’ as defined by HSE HR Circular

016/2012 i.e. father, mother, brother, sister, father in law, mother in law.

In addition, the Court noted “the commitments that exist in HSE HR Circular 017/2013” and

recommended that the parties “return to Conciliation and constructively engage on the issue of the need

for backfill arising from those changes, and other relevant issues, with a view to implementing the

changes with effect from 1 October 2019”. The conciliation conference will be held on 20 September.


In the West LETD continue to collaborate with CNME’s regarding co-facilitation of the First Time

Managers Programmes and MBTI training delivery they also continue to facilitate HR Community of

Practice meetings with HR Managers in both CHO1 and CHO2 – focuses are current HR challenges and

best practice, delivery of People Management Legal Framework and their support at training of same,

absence management, staff engagement, etc.

LETD in the South is supporting CKCH and SSWHG by providing PMAV training (sixteen staff trained on

30th July) as well as supporting awareness of the Change Model. They continue to partner with CKCH re

the Leaders in Management programme delivery with focus on Community Hospitals, also partnering with

the Mental Health Service and Social Care Service re team initiatives.


People’s Needs Defining Change - Health Services Change Guide

People Strategy 2019-2024: Action 1.11

“Improve our capacity to be a ‘change able’ organisation and increase change readiness at individual,

team and organisational levels through the implementation of the organisational policy on change -

People’s Needs Defining Change - Health Services Change Guide and other complementary

approaches.”

Actions to Improve Change Capacity (People Strategy Action 1.11)

The following four key actions are core to improving change capacity and we are working with other

Teams and Services to maximise our resource and reach into the system (PS 1.11.1).

1. Communication and Awareness

2. Alignment and Synergy at Strategic Level

3. Education and Practice Development

4. Cohesion and Practice Improvement at Delivery Level

1. Communication and Awareness

Distribution of Change Guide materials is continuing based on requests both within the organisation

and externally. Resources can be accessed online at www.hse.ie/changeguide Copies of the Change

Booklet are available locally from HR or from Education Centres.

Work is advanced with the National Communications Team to progress our digital offering and social

media presence (Twitter and LinkedIn) – revision of the website is underway. We expect to ‘go live’ in

early September 2019.

Updates on the Change Guide are being included in a range of Newsletters and ezines.

We are continuing to work to lever opportunities to enhance our digital offering along a pathway of

interventions including HSELanD; working with Maria O’Loughlin, Organisational Digital Change,

HBS/HR and Martin Curley, HSE Digital Academy. There is an opportunity to improve capacity for

change and increase digital fluency through joint working.

Presentations on the Change Guide are on-going to increase awareness.

Master Slides with speaking notes are updated and available for use at team sessions. Slides can be

accessed at www.hse.ie/changeguide

The Change Guide is now accompanied by a poster template which can be adapted to support

conferences and knowledge share events. This should be really helpful for staff presenting at events

and profiling innovation. Poster is available from www.hseland.ie/changehub

2. Alignment and Synergy at Strategic Level (People Strategy Action 1.11, 3.7, 1.12.2, 1.13.1, 1.13.2)

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

focus on using the People and Culture Change Platform to connect service improvement initiatives.

The evidence on change clearly signalled the need for more joined up approaches and targeted

interventions at team level to increase readiness for change and service/quality improvements.

Attended Sláintecare working session to progress a more connected approach.

HUMAN RESOURCE PROFESSIONAL SERVICES

http://www.hse.ie/changeguide

http://www.hse.ie/changeguide

http://www.hseland.ie/lcdnn/Portals/0/Files/Change%20Guide%20-%20Poster%20Presentation%20Template%20with%20sample%20text.pptx


Working with the Nursing and Midwifery Planning and Development Units and with colleagues in

the National Leadership and Innovation Centre for Nursing and Midwifery is progressing with key

follow up actions agreed in relation to integrating the Change Guide into education programmes.

National HR and National Quality Improvement Team have agreed to scope a collaborative

approach to building capacity for change and improvement. The interdependent nature of both

services has been recognised. The development of a business case to progress the proposal and the

further development of the relationship is agreed.

The Staff Engagement, Culture and Communication & Quality Improvement working group

coordinated by National Communications continues its work. The services involved have provided

baseline information ‘who we are, what we do’ and key resources. This information will assist in

mapping connections with view to a more joined up approach.

3. Education and Practice Development (People Strategy Action 3.7, 1.12.2, 1.13.1, 1.13.2)

We are using the Change and Improvement Development Pathway (draft) – to assist in mapping

current interventions and aligning development offerings with qualifications frameworks as appropriate.

Work is on-going with LETD colleagues to integrate the Change Guide into all relevant leadership and

development programmes. (People Strategy Action 3.7)

Early consideration is underway with regard to a Change and Improvement Practice Programme

which will be delivered in six locations between September 2019 and April 2020. This programme will

be focused on supporting people in using the Change Guide and associated templates. Each

programme will be commissioned locally in order to customise the offering to local needs. Participants

will include staff who are involved in providing practice based supports to local teams in relation to

service/quality improvements, change and project management and practice supports. The design

work completed as part of these programmes will act as a solid foundation to put in place sustainable

supports across the six health regions.

Continuing to scope out the best ways to integrate the Change Guide into academic programmes

with key partners nationally. We plan to work with them to embed the Change Guide delivery into

academic programmes in a more sustainable way. Meeting with RCSI has taken place and meeting

with TCD is scheduled.

We plan to develop an e-learning programme on HSELanD focused at ‘all staff’ level. We are

conscious of the cost of this development and have submitted an application to the Public Service

2020 Innovation Fund.

Administration of the Change Hub – Please contact: Elaine Birkett and she would be very pleased to

assist people – Elaine can be contacted at: [email protected]

Case Study template to gather ‘stories of change’ available by contacting [email protected]

4. Cohesion and Practice Improvement at Delivery Level (People Strategy Action 3.7, 1.12.2, 1.13.1,

1.13.2)

We are a participant in collaborative working with development colleagues in Midlands Louth Meath

CHO 8. Terms of Reference for a Community of Practice Change and Improvement are ‘signed

off’. The referral pathway for more joined up interventions that require the involvement of number of

development services locally was tested and is under further development. Two key CHO8

development initiatives have been identified by the CHO Leadership Team and are currently being

scoped by the Community of Practice. (People Strategy Action 3.7)

We are pleased to support initiatives at local level and to respond to requests from the PMOs to assist

them to integrate the Change Guide into locally based training in a way that builds local capacity over

time.




Continuing to respond to requests for support to managers leading out on change/service

improvement initiatives across a range of services and signposting them to the resources available

(Estates, Public Health, Service Reform Leads in Mental Health, Primary Care Services etc.).

Please see the attached which updates you on what has been happening with the Health Services

Change Guide over the past 12 months: Health Services Change Guide-update on implementation

June 2018-July 2019


LETD continues to work with service managers in relation to bespoke requests for development. Through

consultation and using specific triage tools, interventions are being planned for team development and

action planning for two services within CHO1.

External Accreditation

National Standards Accreditation of Ireland has awarded the “gold” certification to the National HR

Division in three successive audits since 2015. A huge thanks to all our staff.

Story boards, videos and further details in relation to all actions outlined in this Report are available on

our @HSE_HR twitter account.

Rosarii Mannion

National Director Human Resources 13th August, 2019

http://www.hseland.ie/lcdnn/Portals/0/Health%20Services%20Change%20Guide%20-%20update%20on%20implementation%20June%202018%20to%20July%202019.pdf

http://www.hseland.ie/lcdnn/Portals/0/Health%20Services%20Change%20Guide%20-%20update%20on%20implementation%20June%202018%20to%20July%202019.pdf

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