Performance Verification Process

Phase 5 Agency Reports: Secretary General’s Observations

HSE Corporate

General

The report submitted by the HSE Corporate is not in the format of the other reporting agencies. Rather, it seeks to draw on examples from all the other reports and presents an overview. While this is a worthwhile exercise in itself, it is essentially covering the same ground as the Sectoral Report prepared by the Health Service National Partnership Forum. For future phases it would be preferable for the HSE Corporate to submit a report in the format of the agreed reporting template focussing on the modernisation programme as it applies to the core HSE Corporate staff. It is understandable that such a report would probably not be feasible for this phase of the process, given the process of transition which is underway.

Notwithstanding the above, the report as submitted contains good evidence of system wide progress in all areas and also seeks to put the initiatives in their proper context. The personal involvement of the new CEO of the HSE is particularly noteworthy and gives a strong indication of the commitment of HSE Management at the most senior levels to the performance verification process specifically and the modernisation process generally.

While it is felt that the HSE Corporate report should be somewhat more tightly focussed in future phases, the separate personal involvement of the CEO in the reporting process should be maintained with a view to putting the various reports in context.

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NHO - Network 1

General

This is the first report received from the National Hospitals Office - Network 1 under the new performance verification reporting arrangements. This network comprises hospitals in the South Eastern Region.

Enhanced Customer Service

Reporting under this category is generally strong, although section 1.1 contains only one example, where three are asked for. Skill mix is a particularly strong area of the report, and the extension of the Health Care Assistant initiative in the Renal Dialysis Unit is noted. There is also good evidence of staff co-operating with change (theatre management system and portering rosters)

Industrial Relations

Several areas of the reporting template have been left blank in this section, most notably those relating to industrial relations. The PVG will need to satisfy themselves that this is to be properly interpreted as a ‘nil reply’. Other areas of this section of the report indicate good working relationships in relation to implementation of agreements through partnership structures.

Performance Management

An extension of the Team Based Performance Management system is indicated in the report (WRH). The report is also comprehensive in its reporting of the Customer Service Standards in operation, including the HACCP guidelines.

Modernisation/Equality

Good progress is reported in relation to previously reported modernisation projects and a number of new initiatives are also cited (rapid assessment facility in WRH).

Value for Money

While some reporting is provided in relation to previous initiatives, there is a lack of detail in relation to savings achieved or quantification of other benefits accruing from these initiatives. Also there are no reported ‘new’ initiatives, although this may be attributable to the restructuring process in the wider health service. Information as requested in relation to employment control data is not provided although a statement has been included in relation to filling of posts.

Staff Training & Development

Good information is provided under the APPM themes. Data of training budget as a percentage of payroll is omitted completely but an attempt has been made to break expenditure down, if not by the requested grade categories, then into individual groupings of staff.

Summary

This is a generally a strong report with good progress in most of the previously reported areas with a number of new examples. Some areas of the report are uncompleted which will need clarification but otherwise it adheres to the required format.

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NHO – Network 2

General

This is the first report received from the National Hospitals Office - Network 2 under the new performance verification reporting arrangements. This network comprises hospitals in the Southern Region, including the two voluntary hospitals in Cork.

Enhanced Customer Service

While there are a number of strong examples under this heading, the option taken of reporting separately for the two voluntary hospitals results in a rather fragmented approach and too many examples under specific headings. It also highlights the comparative weakness of the material provided by the Mercy Hospital in several areas (e.g. section 1.2, section 2.1, section 8.2 and section 17.1). In addition, the report cites an issue with SIPTU members in Radiology (Section 1.1)

Industrial Relations

There are no reported instances of industrial action being taken or threatened, with the exception of a reported instance of nurses refusing to use the PIMS system in Erinville Hospital.

Performance Management

Team based performance management is continuing in the region. The report states that, despite not being a pilot site, training on the Team Based Performance Management System is to commence shortly in the South Infirmary – Victoria Hospital. There are also good reported customer service standards in operation throughout the network. The completion of the partnership training in the Mercy Hospital is also noted and welcomed.

Modernisation/Equality

While there are good examples reported under this heading, the formatting of the report belies its somewhat cut and paste nature.

Value for Money

Again, there are a range of examples from across the Network. More detail in relation to savings / benefits accruing would be welcome in future reports..

Staff Training & Development

Some good information provided in this section although the inability to provide the required breakdown of funding is a matter which the network needs to address. The reply of the Mercy Hospital under section 17.1 is a cause for concern.

Summary

While a lot of good material is included in the report it would benefit from a more corporate approach for future phases of the process.

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NHO – Network 3

General

This is the first report received from the National Hospitals Office - Network 3 under the new performance verification reporting arrangements. This network comprises hospitals in the North Eastern Region.

Enhanced Customer Service

Good examples reported in initiatives aimed at improving the client experience. The report is weaker, however, in the area of the report relating to extended openings with less than the requested examples being provided. The report contains good material relating to skill mix initiatives and NTPF but more detail would be welcome in the area of customer complaint handling. There is also good material in relation to the introduction of hygiene audits and standards.

Industrial Relations

There are no reported instances of industrial action being taken or threatened. There is also good evidence of management / union interactions through the continuation of the Joint Problem Solving initiative.

Performance Management

The reply under section 8.1 of the report gives some cause for concern, although other areas provide good examples of progress more generally.

Modernisation/Equality

Section 10.1 of the report was returned uncompleted. Some progress is also evident in relation to the A&E issue although further progress can be expected in later reports as a number of these are relatively new initiatives. The report is strong in the areas of Equality and Diversity. The cultural training initiative is also noted.

Value for Money

The report contains reasonable evidence under this heading with some level of detail regarding savings achieved. .

Staff Training & Development

Some good information provided in this section, particularly in relation to the APPM themes. In common with many other reporting agencies, the stated inability to provide the required breakdown of funding is a matter which the network needs to address.

Summary

Overall, a reasonably strong report. More evidence of a corporate VFM ethos would be welcome in future reports.

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NHO – Network 4

General

This is the first report of Network 4 since the establishment of the HSE and comprises the hospitals in the former North Western Health Board region.

Enhanced Customer Service

This is a strong area of the report, customer surveys have been evaluated and improvements to the services carried out as a result. Opening times have been extended, new equipment has been installed and access for people with disabilities has been improved, all of the initiatives are aimed at enhancing the client experience. There is no mention of co-operation with the NTPF in the report.

Industrial Relations

There has been no strike or threatened strike action. An issue arose with Nurse tutors at Sligo General Hospital and following a Labour Court Hearing the issue has been resolved. There is good communication and co-operation between Management, Unions and staff.

Performance Management

Sligo General Hospital have several customer service standards in place and have applied for Accreditation. Letterkenny General Hospital has now formally embarked on the National Accreditation process with full co-operation of staff and union groups.

Modernisation /Equality

An Equal Status Review was completed in January 2005 in the five services in the region. Staff are kept informed of the current transition process through several forms of communication. The level of employment of people with disabilities is in excess of 4.2%.

Value for Money

Several examples of initiatives are provided in this area of the report. Staff are re-deployed as necessary to meet work demand. This Network has not adhered to its employment ceiling, measures are in place for staff requisitions to be approved at General Manager level.

Staff Training & Development

Detailed information is provided in relation to training and development courses carried out which includes all areas of training as outlined in the APPM. Expenditure figures are provided and are equal to 2.99% of payroll.

Summary

This is a good report and particularly strong in the area of customer service.

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NHO – Network 5

General

This is the first report of Network 5 since the establishment of the HSE and is comprised of the hospitals in the former Western Health Board region.

Improved Customer Service A number of initiatives previously reported in the first four phases by the WHB are continuing to progress. New initiatives have also been cited which include a Midwifery Outreach Clinic Service providing antenatal care within the community. Surveys regarding specific units have been carried out to determine demand for extended opening times, further research is planned for other units. Co-operation with the NTPF is not outlined in the report.

Industrial Relations

There has been no strike action in Network 5 in the period in question. The partnership process continues actively. The work of the Galway Regional Hospitals - Hospital Integration Committee is nearing completion with a range of cross-site integration projects progressed. New initiatives have also been outlined in the area of partnership.

Performance Management

The hospitals in this Network are committed to the Irish Hospital Accreditation programme. Examples provided under this heading include a customer care programme, patient and staff satisfaction surveys and reconfiguration of catering services.

Modernisation/Equality

Initiatives cited in previous reports are progressing and new initiatives were introduced including an Infectious Disease Service in UCHG. Many means of communication are utilised to inform staff of the current transition process. There are initiatives reported in relation to managing issues in A&E.

Value for Money

With reference to question 14.9 there is a lack of clarity regarding the source of income outlined in respect of Galway Regional Hospital. Progress is being made in a number of other examples outlined including in the materials management department. Staff are deployed to meet urgent requirements on an on-going basis.

Staff Training & Development

Information is provided in relation to training and development courses undertaken, detailing costs and number of staff in attendance from each hospital. Information regarding budget and expenditure is given, however, it has not been provided by grade category as requested.

Summary

Progress in this Network is evident throughout the report, however, future reports should adhere more closely with information requested in the template provided.

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NHO – Network 6

General

This is the first report of Network 6 since the establishment of the HSE and comprises the hospitals in the former as the Midland Health Board region.

Enhanced Customer Service

Numerous initiatives have been outlined in the report and commitment to enhancing the customer experience is apparent. A Comments, Enquiries, Complaints and Appeal System is in place and a breakdown has been provided of the number of complaints received and resolved. Examples of multi-disciplinary team working are also provided.

Industrial Relations

There has been no strike or threatened strike action. Although no new initiatives have been reported for this period regarding procedures in place to facilitate improved negotiation between management and unions, initiatives already in place are being actively implemented. Partnership is also evident with good examples of co-operation.

Performance Management

IHSAB Accreditation is currently underway and management/staff have participated fully in the process. Several other customer service standards have also been adopted by Network 6. New initiatives in this area include a Patient Satisfaction Survey, to which responses were positive and an action plan has been identified to address issues raised.

Modernisation/Equality

Work is continuing on the implementation of the six key projects resulting from the Quality of Working Life Survey, the projects include Work Life Balance – Peer Support Programme, Dignity at Work training and a Management Development Programme. Partnership working is now an established feature within the Network.

Value for Money

Examples of initiatives provided in the report include the Laboratory Equipment Procurement Project resulting in savings of €384,000 per annum. Service pressures periodically necessitate the redeployment of staff and staff have fully co-operated.

Staff Training & Development

Numerous training and development courses have been detailed in the report. Expenditure figures are provided and are equal to 1.7% of payroll.

Summary

Overall this report is satisfactory, steady progress is being made in all areas.

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NHO - Network 7

General

NHO – Network 7 comprises hospitals in the former MW region, including St. John’s in Limerick and the fact that these hospitals are reporting together as one for the first time must be welcomed.

Improved Customer Service

The report is strong in this area and imaginative use has been made of ways to provide services where they are most needed. Progress continues in this are with good examples of extended hours and new services.

Industrial Relations

There has been no IR action taken by any staff. However, there are two minor examples of difficulty - management failing to attend a rights commissioner hearing and of staff working under protest. Nonetheless, Partnership is strong and there appears to be good local engagement.

Performance Management

There is no pilot site at present; however, this is an area that might be addressed in the near future. A good range of standards are in place which are enhancing performance generally.

Modernisation/Equality

Steady progress is evident under this heading. Although, I am disappointed to note that there is a failure to meet targets in relation to disability.

Value for Money

There are good examples of savings and progress in this are..

Staff Training & Development

Good examples are provided from all areas, however the breakdown by grade category.

Summary

A good report overall with good evidence of progress under most headings, customers service, in particular, is strong.

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Network 8 (East Coast Area)

General

NHO – Network 8 comprises hospitals in the former East Coast Area, including voluntary hospitals such as St. Vincent’s, RVEE, Hume John’s and the National Maternity Hospitals. Again, this is the first time theses hospitals are reporting together as a geographical service unit.

Improved Customer Service

The report is both strong and impressive in this area with many good examples of initiatives which improve the client experience such as increased staff flexibility, extended and out of hour’s services, improved facilities, better client information, and improved complaints procedures together with expanded and additional services. In relation to A&E initiatives noted here and elsewhere in the report are comprehensive (Bed Management, Patient Services, Discharge Policy, Community linkages, Step-down facilities etc.).

Industrial Relations

The report is exemplary in this area with the exception, at St. Vincent’s, of the TEEU’s failure to comply with the terms of the dispute resolution procedures under SP. However I note that this has not resulted in industrial action as this stage. Otherwise, partnership is strong and there appears to be good local engagement.

Performance Management

There is continued progress in this area and it is heartening to see that advancements which were previously reported continue to be built upon.

Modernisation/Equality

Steady progress is evident under this heading with good examples from all constituents. I am particularly pleased to see good examples in equality and diversity, There is a failure to meet targets in relation to disability.

Value for Money

There is a lack of detail in relation to savings achieved or quantification of other benefits accruing from these initiatives. Information as requested in relation to employment control data shows that all constituents (with the exception of Hume Street) are over ceiling.

Staff Training & Development

Multiple examples are cited from all hospitals with good information proved within the reporting structure. A low spend in this area is evident on non-professional staff. .

Summary

A good report overall with good evidence of progress under most headings, customer service, IR and Performance Management, in particular, are strong.

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NHO - Network 9 (South Western Area)

General

NHO – Network 9 comprises hospitals in the former South Western Area including the Coombe, OL Crumlin, Tallaght, St. James’s and Nass General. The summary overview submitted with the report provides a brief overview of the reports context for the report and highlights progress.

Improved Customer Service The report is most impressive in this area with good incremental and planned steps in most areas to improve customer services. There are good examples of further progress on steps taken in previous phases.

Industrial Relations

There is positive tone in respect of IR at all hospitals concerned and the commitment of both management and staff, as reported, is exemplary in relation to the partnership process, modernisation and change.

Performance Management Two pilot sites are referred to in the report. In addition all of the hospitals produce National Acute Performance Indicators on a quarterly basis together with other standards and surveys.

Modernisation/Equality

Steady progress is evident under this heading with continued progress from other phases together with the introduction of several new projects in the current phase. Progress continues to be made on the equality and diversity agenda. However, of the hospitals in the group only the Coombe achieved the 3% target in relation to the employment of people with a disability.

Value for Money

This is one of the few reports where good quantifiable results are evidenced on VFM. While the agencies are over ceiling the variance reported is not high.

Staff Training & Development

While a large number of training programmes are reported, there are large variances between spend between the agencies in the group and also between clinical and non-clinical staff.

Summary

By-and-large this is a very strong report with Performance Management and Staff Training and Development been marginally weaker.

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NHO - Network 10 (Northern Area)

General

NHO – Network 10 covers the territory of the former Northern Area Health Board and includes the Mater, Children’s Hospital temple Street, Rotunda, Beaumont and JCMH. It should be noted that Beaumount and the Mater have also submitted individual reports and this is the first time that these hospitals are being assessed as a geographical unit.

Improved Customer Service

Roll-out of extended hours to improve client access to facilities continues together with several new examples in this. In general co-operation with the NTPF appears satisfactory although no data is provided for Temple Street and the Rotunda has yet to put systems in place. Improved skills mix is evident and there are many examples of other initiatives to improve customer service.

Industrial Relations

In general the industrial relations climate is satisfactory with only Beaumont referring to any local industrial action (see Beaumont assessment). There are reported difficulties in relation to the bedding-in of the HCA programme and the co-operation of other grades with this programme and would expect that any issues be overcome in time for future assessment.

Performance Management

There are four pilot sites in the Network and progress is good in this area together with the other hospital where there are no pilot sites. I note the involvement of Network 10 in moving forward the introduction of service standards.

Modernisation/Equality

Steady progress is evident under this heading with a range projects underway and the report is broadly strong in this area, however, I am concerned with the failure of the Mater, Temple Street and JCMHs to report on the level of employment of persons with a disability and the low figure reported by Beaumont. In contrast Cappagh reports very high levels of staff with a disability. It appears that good communication structures are in place to inform staff on the change agenda.

Value for Money

The report is somewhat weak in this area with minor initiatives predominating and there is lack of hard financial data and future reports would benefit if some stronger examples were given.

Staff Training & Development

There are a large range of examples provided and it appears that good strides are being made in this area. However, some agencies under the umbrella of Network 10 have not provided numerical data as requested and I would hope the necessary systems are put in place to ensure the collection of this information for the future.

Summary

While a lot of good material is included in the report it would benefit from a more corporate approach for future phases of the process.

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PCCC Dublin/North East Region

General

This is the first report of PCCC Dublin/North East Region since the establishment of the HSE. The PCCC Directorate is responsible for the provision of primary care as well as community based health and personal social services.

Improved Customer Service

The report is strong in the area of customer service with several initiatives cited which includes the Major Emergency Plan which was activated on 23rd May, 2005 following the bus crash at Kentstown, Co. Meath. There has been an extension of opening times in a number of areas and new services have been introduced.

Industrial Relations

There has been no strike or threatened strike action. Workshops on ‘People Management – The Legal Framework’ have been completed by a number of line managers and union representatives.

Performance Management

The Team Based Performance Management has been expanded to many sites within the PCCC Directorate. Numerous customer service standards have been adopted, with reviews and evaluations taking place to ensure performance is acceptable.

Modernisation/Equality

With regard to reform, there are several initiatives outlined which are continuing to progress. A working group comprising members of the Regional Partnership Committee and staff from the HR department has been established to oversee implementation of the Equal Opportunities/Diversity Policy in the HSE-NE. The level of employment of people with disabilities is provided by area or hospital and varies between 1-3%.

Value for Money

Several examples of VFM initiatives are detailed in the report and information has been provided on the current status of initiatives outlined in previous phases. Flexibility of staff is evident as several examples of staff re-deployment are outlined. A local employment ceiling is allocated to each service area and is reviewed by Senior Management on a monthly basis.

Staff Training & Development

A comprehensive listing of courses has been furnished and a breakdown of budget has been provided by grade category as requested. Total budget figures are provided separately by area, for the HSE-NE they equal 1.02% of payroll, for the HSE-NA 1.69%.

Summary

This report is satisfactory. Examples provided are good, however, they exceed the number requested in the reporting template under some headings.

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PCCC/Dublin/Mid-Leinster Region

General

This is the first report of PCCC Dublin/Mid-Leinster Region since the establishment of the HSE. The PCCC Directorate is responsible for the provision of primary care as well as community based health and personal social services.

Enhanced Customer Service

Opening hours have been extended and services available to the customer are therefore more accessible. It is apparent that skill mix is an integral part of the working of the region with numerous new initiatives outlined in the report.

Industrial Relations

There has been no strike action, however, issues are reported in National Rehabilitation Hospital, Our Lady’s Hospice and the Pest Control Section. Efforts are continuing to be made to ensure procedures are in place for resolution of difficulties in the implementation of agreements.

Performance Management

With regard to Corporate Learning and Development in the SWA, 23 sites have been selected and 394 staff have been trained on the Team Based Performance Management process. The set of customer service standards applied are those recommended by the National Performance Indicators Group.

Modernisation/Equality

Consumer Panels have been established in the Midland Area to discuss issues such as services for older people. Information regarding the transition process is communicated to staff by a number of ways including newsletters and Team meetings. Across the various services, the percentage of people with disabilities employed ranges from 2% to 4.5%.

Value for Money

Examples of initiatives which were reported in previous phases continue to provide savings, such as the use of generic drugs. Staff across all grades have co-operated with management’s requests to re-deploy them in response to changing patient profiles in different services.

Staff Training & Development

A breakdown of the training provided for staff is provided in the report with courses held under each required theme. Expenditure is equal to approximately 2% of payroll.

Summary

This is a good report overall, it is evident throughout the report that progress is being made in all areas.

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PCCC – HSE Southern Region

General

This is the first report received from the PCCC – Southern Region under the new reporting arrangements. This region covers the former Southern Health Board. The corporate national overview is which is provided with the PCCC report highlights the main developments from all the PCCC regions.

Enhanced Customer Service

Good examples provided of both progress in previously reported initiatives and a range of new initiatives (IDS, Mental Health and Community Care). Skill mix has been a strong area of previous reports and continued progress in previous introduced significant initiatives is noteworthy although there are no new programmes in this phase.

Industrial Relations

There are no reported instances of industrial action being taken or threatened.

Performance Management

The Health Service Executive – Southern region’s report refers the reader to the Corporate Report in relation to pilot sites. In relation to customer service standards and partnership involvement the report is good. The interaction with other Health Service Executive Areas on sharing comparative data is positive and should encourage better performance.

Modernisation/Equality

There is a range of good examples provided under this heading. The report also contains good evidence of the communication process in place around the current structural reform process. In relation to the 3% target on disability the report refers the reader to the corporate report, however this information is not included in the corporate report.

Value for Money

A range of good examples are included under this heading. The reporting of new initiatives in this area would benefit from the inclusion of hard financial data..

Staff Training & Development

Only a small amount of information is included in relation to Training and Development for mental health services and the report is weak in this area.

Summary

This report is strong in all areas with the exception of training & development.

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PCCC – Western Region

General

This is the first report received from the PCCC – Western Region under the new performance verification reporting arrangements. This region covers the West Coast of Ireland. A good corporate, national, overview is provided with the PCCC report which highlights the main developments from all the PCCC regions.

Improved Customer Service

Good examples provided of both progress in previously reported initiatives and a range of new initiatives (public health nursing in Roscommon and Speech and Language services in Donegal). Skill mix is a strong area of this report, although the delay in the introduction on Senior Dental Nurses in Donegal is noted. Team working is another particularly strong area in the report.

Industrial Relations There has been no strike or threatened strike action. IR issues relating to SIPTU night porters and IMPACT Home Help Organisers are reported as are nurses working under protest in St Francis Community Nursing Unit. While there is some evidence in the report of a partnership ethos in the region, there are some reported instances of difficulty (e.g. no partnership meetings held in the Mental Health Services – NW Area)

Performance Management

The report contains evidence of the extension of performance management in the region. While, there is also good evidence of customer service standards throughout the region, it would be important, in future, that these standards are regionally based. It is anticipated that, as the new structures bed in, this will be the case.

Modernisation/Equality

There is a range of good examples provided under this heading. The report also contains good evidence of the communication process in place around the current structural reform process.

Value for Money

A range of good examples are included under this heading. The reporting of new initiatives in this area, including some data in relation to savings achieved, is particularly welcome. It is also noted that the NW Area and MW area are currently reported as being within approved employment ceilings.

Staff Training & Development

A large volume of information is supplied in relation to training under the APPM themes. While breakdowns of training budgets are provided they are not in the format requested (by Grade Category).

Summary

This is generally a very strong report under all headings.

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Mater Hospital

General

The Mater Hospital, as one of the Dublin Area Teaching Hospitals (DATHs), is required to submit a stand alone report, although they are also included in the relevant NHO Network report as well.

The decision of the PVG in relation to the Mater Hospital in Phase 4 was that payment was warranted.

Improved Customer Service

The report is strong in the area of extended hours of service, with new examples being cited in the areas of Speech and Language Therapy in particular. There are also a broad range of reported initiatives aimed at improving the client experience. The report also notes the hospitals new customer complaints policy and is strong in the areas of skill mix and increased flexibility.

Industrial Relations

With the exception of those issues being progressed at a national level, there have been no IR difficulties to report. There is also good evidence presented of an active partnership committee in the hospital.

Performance Management

Good evidence of the team based performance management process being mainstreamed in the hospital and information provided on customer service standards which are being operated.

Modernisation/Equality

A good range of modernisation examples are provided. Reported difficulties in gathering data on employees with a disability are noted.

Value for Money

The report contains reasonable evidence in this area but omits data in relation to savings made or other benefits accruing.

Staff Training & Development

Comprehensive data in relation to the APPM themes is provided but the inability to provide the requested data in other areas of the template will need to be addressed.

Summary

A good report overall, which benefits from the continuity of reporting which a lot of other agencies did not have the benefit of in this phase of the process. More detailed reporting in the areas of Staff Training & Development and VFM would be welcome in future.

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St. James’s Hospital

General

St. James’s Hospital is one of the Dublin Academic Teaching Hospitals. The decision of the PVG for Phase 4 of the process was that payment was warranted.

Improved Customer Service

There are several instances of enhanced customer services cited in the report. A proposal for a second extended care unit in Cherry Orchard Hospital has been approved which will facilitate the re-opening of closed extended care beds to accommodate patients currently listed as long-term care. Examples of extended opening hours are also included. The hospital continues to co-operate with the NTPF with an eligible waiting time of three months.

Industrial Relations

There has been no strike or threatened strike action. Partnership continues to work effectively and the success of new projects are outlined in the report including the move to the new Emergency Department which had a seamless transition from the old facility to the new.

Performance Management

The hospital has commenced two pilot projects on Team Based Performance Management. Customer satisfaction surveys have been conducted for patients and as a result the Patient Advocacy committee has identified key initiatives which will be piloted and progressed.

Modernisation /Equality

Several examples provided which were reported in previous phases continue to progress. The hospital has been awarded the contract to develop public radiation therapy facilities for the Eastern Region South. Diversity and equality initiatives feature strongly in the report and an investigation is underway to determine the number of staff with disabilities.

Value for Money

Arrangements with regard to specific blood products were renegotiated with projected savings of €1.9m. Materials Management initiatives to negotiate better prices continue to be successful. The redeployment of staff in response to urgent work demands is commonplace.

Staff Training & Development

In addition to training under the provisions of the Action Plan for People Management several postgraduate courses have been developed for Nurses including Haematology. Training and Development budget is 1% of payroll.

Summary

This is a good quality report which demonstrates significant efforts being made to introduce new initiatives and to progress those already in place.

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St. Vincent’s University Hospital

General

St.Vincent’s University Hospital is one of the Dublin Academic Teaching Hospitals. The decision of the PVG in relation to St.Vincent’s University Hospital in Phase 4 was that payment was warranted.

Improved Customer Service

A number of initiatives are detailed in the report including extended opening hours and a patient satisfaction survey. Work on the scheduling for elective procedures in Radiology Services has resulted in reduced waiting times of patients. The hospital co-operates fully with the NTPF. Skill mix initiatives also feature strongly.

Industrial Relations

In general the industrial relations are good in the hospital. There was an issue reported following the outcome of interviews for the post of foreman electrician. Examples of the partnership approach are illustrated in the report. Discussions have taken place with regard to undertaking a staff satisfaction survey.

Performance Management

Seven pilot sites have now been identified to advance the Team Based Performance initiative. The hospital continues to participate fully with the IHSAB and the accreditation process. Progress is being made on quality improvement plans and the recommendations of the survey report.

Modernisation/Equalty

Operational policies are being developed and the majority are currently either in draft or final stage. Mechanisms from the 10 point plan are being used to manage the ongoing A & E issues. ‘Dignity at Work’ seminars continue with a total 590 staff having availed of it so far. Those who classify as staff with disabilities amount to a minimum of 2.97%..

Value for Money

Several examples of initiatives are provided with regard to VFM. The hospital continues to defer and delay the advertising and filling of posts as a measure to adhere to the employment ceiling. Cross training of staff for the Emergency Department reception is ongoing.

Staff Training & Development

Detailed information is provided in relation to training and development courses carried out which includes all areas of training as outlined in the APPM. Expenditure figures are provided and are equal to 1.1% of payroll.

Summary

Overall a very good report with strong focus on enhanced customer service and staff training and development.

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Beaumont Hospital, Dublin

General

In addition to the individual report, Beaumont Hospital is also covered by the Network 10 report. The summary overview submitted with the report provides a brief overview of the context for the report and highlight in more detail important projects at the hospital

Improved Customer Service The range of projects at the hospital is impressive with examples being given at many levels to improve patient care. The report is strong in the area of extended hours of service, with new examples being cited in Occupational Therapy, H&S and the neuroscience and paediatric departments. Additional examples are also provided by way of appendix.

Industrial Relations

The unofficial action by craft members of the TWU in relation to the taxation of on-call payment relating to travel to and from work is reported. Otherwise the IR climate appears strong and the provision of union facilities by management is a positive step.

Performance Management

The implementation on a hospital wide basis of the PM system which was piloted in previous phase is particularly noteworthy and is to be welcomed. There are also good initiatives in customer care, Personal development Planning and Service Planning

Modernisation /Equality

This is another very strong area in the report with a range of good examples provided. The report also contains good evidence of the communication process in place around the current structural reform process.

Value for Money

A range of good examples are included under this heading. The reporting of new initiatives in this area, including the data in relation to savings achieved, is particularly welcome.

Staff Training & Development

A range of training initiative under APPM is provided in both the main body of the report and in the accompanying appendix.

Summary

This is an impressive report showing the strong engagement in all areas under examination.

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Adelaide & Meath Hospital, Dublin, Incorporating the NCH

General

The A&M Hospital is a Dublin Area Teaching Hospital. The summary overview submitted with the report provides a brief overview of the context for the report and, crucially, highlights the increase in activity levels in some areas, and provides an explanation regarding the understating of A&E admissions due to those who are transferred to an inpatient bed being recorded as inpatients. The growth in staff numbers is below the growth in services and shows the gains being made in terms of services delivered per WTE.

Improved Customer Service

>Extended hours and increased activity are outlined in the report. The hospital is co-operating with the NTPF with the reduced waiting time for patients provided. A patient satisfaction survey is currently underway, and for the Day Ward and Endoscopy Dept., a new patient registration procedure was introduced in June. Multi-disciplinary team working is evidenced and staff are co-operating with the initiatives and changes in work practices.

The Discharge Lounge is to be reviewed due to continued overcrowding in A&E.

Industrial Relations

There has been no IR action taken by any staff. Communication is good between Management, Staff and Unions. A seminar/training event based on exploring the principles and techniques of joint problem solving/alternative dispute resolution has been organised (early October), with participants drawn form Unions, Management and Human Resources.

Performance Management

This is not a national pilot site. Commitment to PM is not strong with the report stating again in this phase that the hospital may pursue one of the schemes emerging from the pilot sites. Only one example is reported on in this phase, with reference to partnership involvement, customer care training and client satisfaction initiatives reported in previous phases.

Modernisation /Equality

Steady progress is evident under this heading. Work on equality and diversity is being carried out including the Equality Authority conducting an Audit of the Hospital’s OPD Department with particular reference to Patients experiences regarding access and service. The Hospital facilitates people with disabilities to return to work by adapting the work environment.

Value for Money

As detailed above activity at the hospital is considerably in excess of 2000 levels with the increase levelling off in general terms over recent times. The VFM section would benefit from the added clarity of numerical examples which would illustrate progress made.

Staff Training & Development

Good information is provided under the APPM themes. Training budget as a percentage of payroll is 1.76%. However the report states that information by grade category due to resource constraints.

Summary

This is a strong report which shows that the hospital and staff are coping well in an environment where they are providing a considerable increase in services.

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National Federation of Voluntary Bodies

General

The unanimous decision of the PVG in relation to the National Federation of Voluntary Bodies for Phase 4 of the process was that payment was warranted.

Improved Customer Service

>The report contains many examples throughout this heading, highlighting the strong customer focus in the range of services provided by the Federation’s members. There is a wide range of new examples reported under this heading in addition to good progress in previously reported examples.

Industrial Relations

There has been no industrial relation issues reported. Some difficulties in implementing national agreement due to funding issues are noted. The appointment of a full time partnership facilitator to the Federation is a welcome development and the establishment of 10 partnership committees must be regarded as good progress in this area. It would be hoped that further progress can be made in this area.

Performance Management

The expansion of the performance management system in the Galway Association is welcomed. It is hoped that the system can be extended to other Federation members in the future.

Modernisation /Equality

A good range of modernisation examples are provided.

Value for Money

The report cites the continuation of the electronic payments system and also provides details of a number of new VFM initiatives. More detail in relation to savings would be welcome in future reports.

Staff Training & Development

The report provides a breakdown of training and development expenditure by staff categories.

Summary

Once again, a good report from the Federation highlighting the strong customer focus in member organisation. Continued progress in the areas of Performance Management and formal partnership structures would be welcome in future reports.