INFORMATION BOOKLET

Chief Executive Officer Hospital Groups

Dublin North East Dublin Midlands Dublin East South/South West

Closing date: 12th December 2013

The Public Appointments Service (PAS) is committed to a policy of equal opportunity.

This campaign will be run in compliance with the codes of practice prepared by the Commission for Public Service Appointments (CPSA). These are available on www.cpsa.ie

------Contact: Margaret McCabe, Senior Executive Recruitment Public Appointments Service, Chapter House 26 – 30 Abbey Street Upper, Dublin 1

Telephone Number: + 353 1 8587 551 Email: [email protected]

Chief Executive Officer Hospital Groups

1 Health System Reform Major changes are underway in regard to the organisation of acute Hospitals with the objective of providing high quality care to patients in the most appropriate setting, as close as possible to their community and resulting in the best outcomes for their health and social gain, This must happen in the context of transforming, integrating and streamlining hospital, community and primary care services and the clear engagement of medical, nursing and other health and social care professionals in planning and management of services

The Government‟s decision regarding the establishment of new Hospital Groups was informed by two reports: . ‘The Establishment of Hospital Groups as a Transition to Independent Hospital Trusts‟ - produced by an expert group led by Professor Higgins(‘Higgins Report’) . ‘The Framework for Development - Securing the Future of Smaller Hospitals’

Both these reports fulfil important commitments in „Future Health’, the strategic framework for reform of the Health Service published in 2012

Further planned reform will see Hospital Groups being funded on the basis of the nature, quantity and quality of services provided („money follows the patient’)

2 Establishment of Hospital Groups Arrangements have now commenced to establish Hospital Groups, covering all acute hospitals.

Each Hospital Group will have a single management team, with responsibility for overall performance within a clearly defined budget

The seven Hospital Groups are as follows: Dublin North East, Dublin Midlands, Dublin East, South / South West, West / North West, UL Hospitals Group and National Childrens‟ Hospital Group

Composition of Hospital Groups1 1 Dublin North East:Beaumont Hospital; Our Lady of Lourdes Hospital, Drogheda; ; ; ; ; . (Academic Partner: RCSI).

2 Dublin Midlands:St James's Hospital; The Adelaide & Meath Hospital, Dublin, including the National Children's Hospital; Midlands Regional Hospital, Tullamore; ; Midlands Regional Hospital Portlaoise; the Coombe Women & Infant University Hospital. (Academic Partner: TCD) . 3 Dublin East: Mater Misericordiae University Hospital; St Vincent's University Hospital; Midland Regional Hospital Mullingar; St Luke's General Hospital, Kilkenny; ; National Maternity Hospital; Our Lady's Hospital, Navan; St Columcille's Hospital; St Michael's Hospital, Dun Laoghaire; Cappagh National Orthopaedic Hospital; Royal Victoria Eye and Ear Hospital (Academic Partner UCD)

4 South/South West:/CUMH; Waterford Regional Hospital; Kerry General Hospital; Mercy University Hospital; South Tipperary General Hospital; South Infirmary Victoria University Hospital; ; , Lourdes Orthopaedic Hospital, Kilcreene. (Academic Partner: UCC)

5 West/North West: University Hospital Galway and Merlin Park University Hospital; Sligo Regional Hospital; Letterkenny General Hospital; Mayo General Hospital; Portiuncula Hospital; Roscommon County Hospital (Academic Partner: NUIG) - already established

6 UL Hospitals Group: Mid-Western Regional Hospital, Limerick; Ennis General Hospital; Nenagh General Hospital; St John‟s Hospital Limerick; Mid-Western Regional Maternity Hospital, Mid – Western Orthopaedic Hospital (Academic Partner U.L) – already established.

7 National Childrens’ Hospital Group: The acute paediatric services in Dublin; Our Lady‟s Children‟s Hospital, Crumlin, The Children‟s University Hospital Temple Street, and the paediatric service in Adelaide and Meath and National Children‟s Hospital, Tallaght (AMNCH) will also function as a single cohesive entity with appropriate governance arrangements (in line with Hospital Group proposals).

Each Group comprises between six and eleven hospitals and includes at least one major teaching hospital.

Each Grouping also includes a primary academic partner in order to stimulate a culture of learning and openness to change within the Hospital Group. This will ensure the capability of the Group to deliver on healthcare teaching, training and research and innovation agenda in an integrated manner.

Initially interim Hospital Group Boards will be established on a non-statutory administrative basis appointed by the Minister for Health. These Boards will not have specific status in legislation and pre-existing Hospital Boards will continue to retain their existing legal responsibilities until the Hospital Group Board is given the necessary standing in legislation to accept the formal transfer of legal responsibilities. Therefore while the Voluntary and Joint Board Hospitals will necessarily continue to maintain their legal governance structures, it is expected that they will fully co-operate with the Hospital Group Boards and the HSE and/or its successor in supporting effective decision making by Hospital Groups.

Hospital Group CEOs will have delegated budget and operational responsibility for the Group, under the Health Act 2004, and the provision of health services under the auspices of the HSE. It is also intended that the necessity for Voluntary and Joint Board Hospitals to co-operate with these Boards will be specified as part of a Service Level Agreement with the HSE under Section 38 of the Health Act 2004 from 2014 until such time as independent Hospital Trusts are established statutorily.

Hospital Groups will ultimately be established as independent Hospital Trusts, on a statutory basis. Each Hospital Group will be rigorously evaluated in line with predetermined criteria to ascertain if it is fit for purpose to apply for Hospital Trust status. In parallel with these evaluation processes, legislation will be developed to enable independent Hospital Trusts to be established taking account of any changes to Groups which may emerge from the review process.

The granting of independent status will not be automatic and the timing of the move to independent statutory status may vary from Hospital Group to Hospital Group.

A Hospital Group may decide to utilise an Academic Healthcare Centre (AHC) model in their transition to independent Trust status to provide overarching governance structures for the relationship between Hospitals within a Group and their relationship to their primary academic partner. Within the AHC model any proposed over-arching structure must meet the criteria outlined in the recommendations of the „Higgins report‟ for interim Group Boards.

3 Development of Hospital Groups Each Hospital Group will be required to develop a Strategic Plan for its future services by the end of the Group‟s first year of operation, taking account the requirement to meet the National Standards for Safer Better Healthcare. This plan must demonstrate

. the formation of a single coherent Hospital Group structure and organisation . reorganisation of services within the Group to ensure optimal care provisions to the population served . provision of safe effective, efficient and relevant patient services within budget . maximum integration and synergy within the Group and with other Hospital Groups and all other Health Services, particularly primary and community care services

Evidence will also be required that cognisance has been taken of the Licensing framework for Hospitals which is currently being developed by the Department of Health. In the future, Hospital Groups will be required to be licensed for services provided and will need to demonstrate provision of high quality, safe, well managed and well governed services in order to obtain the license. Compliance with the proposed Licensing framework will be a key requirement for advancing to independent Trust status.

Job Specification

1 Duration of Post Fixed term contract for duration of 5 years

2 Reporting Relationships Hospital Group CEO‟s will have delegated budget and operational responsibility for the Group, under the Health Act 2004 and the provision of Health Services under the auspices of the HSE and therefore a reporting relationship to the National Director of Acute Hospitals. The Chief Executive will also initially be employed by the .

The Group CEO will have a reporting responsibility to the Board of the Hospital Group through its Chairperson.

The Department of Health will initiate legislation to abolish the Health Service Executive and establish a number of agencies to take over its functions. Following this change, and the planned establishment of statutory hospital trusts in place of the current non-statutory nature of the hospital groups, the Chief Executive will then be employed by the Hospital Trust.

Key Working Relationships The CEO will lead a senior management team consisting of: . Chief Operations Officer . Chief Finance Officer . Group Clinical Director . Group Director of Nursing

The Group Board and Academic Partner will also jointly agree the appointment of a Chief Academic Officer which post should be held by a senior Academic or senior Health Science Academic within the College of Health Sciences.

3 Purpose of Post Responsible for the overall management of the Hospital Group ensuring appropriate planning, management and control of services in accordance with HSE policies and regulations and within allocated resources.

The CEO will be required to develop a Strategic Plan for its future services by the end of the Group‟s first year of operation, taking account the requirement to meet the National Standards for Safer Better Healthcare. This plan must demonstrate: . the formation of a single coherent Hospital Group structure and organisation . reorganisation of services within the Group to ensure optimal care provisions to the population served, . provision of safe effective, efficient and relevant patient services within budget . maximum integration and synergy within the Group and with other Hospital Groups and all other Health Service providers

Further planned reform will see Hospital Groups being funded on the basis of the nature, quantity and quality of services provided („money follows the patient’) and the CEO will have responsibility for ensuring preparedness and general functionality of Hospital Group for this initiative in 2014.

4 Key Duties and Responsibilities

Resource / Performance Management . To be responsible for the efficient and effective operation of the Hospital Group within the framework of a balanced budget . To develop and ensure implementation of a Group Performance Management structure and system . To develop and ensure implementation of an appropriately integrated Hospital Group Service Delivery Model . To develop and implement an annual Service Plan within the framework of an allocation determined by the HSE, within policy directions laid down by the HSE and DoH, in accordance with relevant accountability legislation and in line with the Public Service Reform Programme and Government Policy . Engage with all relevant stakeholders to optimise shared services solutions and ensure compliance with the use of existing and future shared service solutions in areas such as, but not limited to, procurement, payroll, recruitment etc.

Organisational Development . To develop and ensure implementation of an ongoing Organisational Development programme within the Hospital Group . To develop and implement an accountable Hospital Group Management structure . To ensure the development of organisational structures which directly involve clinicians in the management of the Hospital Group . To develop the Hospital Group‟s business and financial reporting and management information systems in line with national requirements . To develop and implement appropriate performance measurement systems . To ensure that the Hospital Group resources are of the capacity and capability to achieve on objectives and that resources are efficiently deployed, having regard to overall operational and budgetary constraints . To ensure all staff are motivated to achieve the standards of individual and collective performance and to foster and enable the working relationships of staff at all levels in the Hospital Group . To review on an ongoing basis the operational work processes of the Hospital Group so as to further ensure optimal efficiency, effectiveness and relevance, with particular emphasis on benchmarking against contemporary international best practices

Quality . To ensure, through ongoing review, the overall quality and relevance of services provided by the Hospital Group are at the optimum having regard to the financial resources available . Ensure that there are robust quality and safety systems in place to manage clinical and other risks inherent in delivery of hospital services in accordance with HSE policies . To develop and effect a necessary pan-Hospital Group Quality Programme which effectively incorporates Licensing, Accreditation, Safety and Risk Management, Performance Indicators, Clinical Audit and Patient satisfaction studies

Education and Research . To work collaboratively with academic partners to optimize the capacity and capability of the Hospital Group to function as a centre of education and training . To work collaboratively with academic partners to maximise research and development in the Health Sciences

Communication / Managing Relationships . To establish and effect clear efficient and effective communications within the Hospital Group . To act as spokesperson for the Hospital Group . Ensure the development of relationships and communications with internal and external stakeholders to optimize the potential for effective and efficient service delivery . Lead the development of effective relationships between the hospital group and relevant services in primary, community and continuing care settings at regional and local level . To ensure collaborative working with other Hospital Groups, Primary, Social Care, Health and Wellbeing and Mental Health services . Work with the relevant services in primary, community and continuing care settings at regional and local level to integrate service and patient pathways across all care settings . Work with the Regional Director of Performance and Integration to ensure specific integration initiatives are implemented

General . To keep up to date with and introduce where necessary good hospital practices and new delivery and management methods . To carry out the specific duties and such other duties in connection with the position as may be assigned from time to time by the National Director of Acute Hospitals . To ensure that at all times the business of the Hospital Group and the affairs of its patients and staff are conducted with the highest standard of confidentiality

The above is not intended to be a comprehensive list of all duties involved and consequently, the post holder may be required to perform other duties as appropriate to the post which may be assigned to him/her from time to time and to contribute to the development of the post while in office.

Eligibility Criteria

1 Qualifications and Experience The successful candidates will: . Have a significant track record of achievement as a leader and senior manager in a complex organisation in either the private or public sector, . A proven record of achieving high standards of excellence . Have the capacity to deliver national policies and programmes at a local level through multiple stakeholders and the ability to drive organisational change . Understand the critical components that make up and influence the Health Service and the interdependencies that contribute to successful delivery

An appropriate 3rd level qualification, preferably in Business or Health Services Management, is desirable.

2 Health A candidate for and any person holding the office must be fully competent and capable of undertaking the duties attached to the office and be in a state of health such as would indicate a reasonable prospect of ability to render regular and efficient service.

3 Character Each candidate for and any person holding the office must be of good character

4 Age Age restrictions shall only apply to a candidate where he/she is not classified as a new entrant (within the meaning of the Public Service Superannuation Act, 2004). A candidate who is not classified as a new entrant must be under 65 years of age.

5 Skills Competencies and / or Knowledge

Leadership & Direction . Has the requisite working knowledge of the Healthcare Sector within Ireland and trends and developments in healthcare internationally . Remains fully informed in a dynamic and challenging environment . Demonstrates competence in looking at the longer term and broader issues concerning the provision of better health services and the ability to develop a clear view of what is required in order to achieve medium and longer term objectives . Has the required leadership skills and vision to lead and manage wide scale change in a complex environment . Is a positive driver for change: has the capacity to lead, organise and motivate staff to function effectively in times of rapid change . Can communicate ideas, vision and information clearly and convincingly in a manner that is sensitive to wider issues and has the ability to advocate for and negotiate a favourable position for the development of services and the population

Managing in a Complex Environment . Ability to ensure the achievement of medium and long term goals while also managing short term goals and priorities . Proven ability to organise at a strategic and operational level the necessary people and other resources across a complex network of services so that objectives can be met within budget, to quality standards and within timescales . Possess the interpersonal skills to facilitate working effectively in multi- disciplinary teams and can work to establish mutual understanding and commonality of purpose with others to ensure effective outcomes . Can work effectively across several different service delivery units to incorporate diverse multi care group requirements into a comprehensive integrated plan . Is capable of setting high standards, by example, for management team and staff, motivating and enthusing staff and building team commitment to organisational goals and challenging tasks . Is capable of coping with stress and the pressure of work without performance deteriorating . Has a track record of establishing and developing a service orientated organisation and of operating in a strong “governance” environment

Critical Analysis & Decision Making . Has the ability to analyse and evaluate, in a rational, objective, consistent and systematic manner, a range of complex information and identify the core issues and arguments at hand . Has the ability to consider the range of options available, involving other parties at the appropriate time and level and makes balanced and timely decisions, is confident in own judgement . Shows a strong degree of self sufficiency, being capable of personally pushing proposals and recommending decisions on a proactive basis while actively suggesting improvements and adapting readily to change

Communication & Interpersonal Skills . Has excellent interpersonal effectiveness including the influencing and negotiating skills required to operate at the highest levels and in the public arena . Possesses the ability to explain, advocate and express facts and ideas in a convincing manner, and actively liaise with individuals and groups internally and externally . Is committed to building a professional network to remain up to date with and influence internal and external politics . Is committed to working co-operatively with and influencing senior management colleagues to drive forward the designated agenda . Has the capacity to optimise working relationships and partnerships with all levels throughout the organisation and with senior personnel in consulting and contracting organisations engaged by the organisation . Has the ability to develop and communicate workable goals and strategies that will make this vision a reality . Has a track record of successfully leading teams and projects in complex and demanding situations

Personal Commitment and Motivation . Is personally committed and motivated for the role of Group Chief Executive Principal Conditions of Service General The appointment is whole-time and fixed term for a period of 5 years. The post is pensionable.

Appointment as an employee of the Health Service Executive is governed by the Health Act 2004 and the Public Service Management (Recruitment and Appointment) Act 2004.

Remuneration The Salary scale for the post is: €136,282

This rate takes account of the reduction provided for by the Financial Emergency Measures in the Public Interest Act 2013.

Working Week The standard working week applying to the post is 37 hours.

Annual Leave The annual leave associated with the post is 30 days.

Superannuation All pensionable staff become members of the pension scheme.

Probation Every appointment of a person who is not already a permanent officer of the Health Service Executive or of a Local Authority shall be subject to a probationary period of 12 months as stipulated in the Department of Health Circular No.10/71.

Ethics in Public Office 1995 and 2001 Positions remunerated at or above the minimum point of the Grade VIII salary scale (€64,812 as at 01.07.2013) are designated positions under Section 18 of the Ethics in Public Office Act 1995. Any person appointed to a designated position must comply with the requirements of the Ethics in Public Office Acts 1995 and 2001 as outlined below;

A) In accordance with Section 18 of the Ethics in Public Office Act 1995, a person holding such a post is required to prepare and furnish an annual statement of any interests which could materially influence the performance of the official functions of the post. This annual statement of interest should be submitted to the Chief Executive Officer not later than 31st January in the following year.

B) In addition to the annual statement, a person holding such a post is required, whenever they are performing a function as an employee of the HSE and have actual knowledge, or a connected person, has a material interest in a matter to which the function relates, provide at the time a statement of the facts of that interest. A person holding such a post should provide such statement to the Chief Executive Officer. The function in question cannot be performed unless there are compelling reasons to do so and, if this is the case, those compelling reasons must be stated in writing and must be provided to the Chief Executive Officer.

THE SELECTION PROCESS How to Apply Applications for one or more posts must be made by submitting an on-line application and attaching a single document with the following elements included:

 A comprehensive CV, including an organisation chart (See guidance note here.)

 The ‘Key Achievements Form’ (Available here)

 A short cover letter/ personal statement (i.e. no more than 2 pages) outlining why you wish to be considered for the post(s) and where you believe your skills, experience and values meet the requirements of the position of Chief Executive Officer for a Hospital Group.

When making the on-line application candidates will be given the option of specifying the Hospital Group(s) which they wish to apply for.

Closing Date: Midnight, Thursday 12th December, 2013.

Selection Process:

The Selection Process may include:  shortlisting of candidates, on the basis of the information contained in their application;

 a competitive preliminary interview;

 completion of an online questionnaire(s) & follow-up one-to-one interview;

 Work sample/role play/ media exercise;

 a competitive interview including presentation.

Please Note We acknowledge receipt of all applications. If you do not receive an acknowledgement within 3 days of applying, please email [email protected].

You can expect to receive emails from us at the relevant stages notifying you to check your secure publicjobs message board for campaign updates.

We endeavour to give as much notice as possible for interview dates etc., candidates should make themselves available on the date(s) specified by the Public Appointments Service.

Shortlisting In the event of a shortlisting exercise being employed an expert board will examine the information provided in your application form and assess it against criteria based on the requirements of the position.

References We would appreciate it if you would start considering names of people who you feel would be suitable referees that we might consult (2 - 3 names and contact details). The referees do not have to include your current employer, but should be in a position to provide a reference for you. Please be assured that we will only collect the details and contact referees should you come under consideration after preliminary interview stage.

If you feel you would benefit from a confidential discussion about any aspect of this significant opportunity, please contact Margaret McCabe at +353 11 8587551 or by email at [email protected].

Appendix : Other important information

The Public Appointments Service and HSE will not be responsible for refunding any expenses incurred by candidates.

The admission of a person to a competition, or invitation to attend interview, or a successful result letter, is not to be taken as implying that the Public Appointments Service is satisfied that such a person fulfils the requirements or is not disqualified by law from holding the position. Prior to recommending any candidate for appointment to this position the Public Appointments Service will make all such enquiries that are deemed necessary to determine the suitability of that candidate. Until all stages of the recruitment process have been fully completed a final determination cannot be made nor can it be deemed or inferred that such a determination has been made. Should the person recommended for appointment decline, or having accepted it, relinquish it, the HSE may at its discretion, select and recommend another person for appointment on the results of this selection process.

Confidentiality Subject to the provisions of the Freedom of Information Act, 1997 applications will be treated in strict confidence. All enquires, applications and all aspects of the proceedings are treated as strictly confidential and are not disclosed to anyone, outside those directly involved in that aspect of the process. Certain items of information, not specific to any individual, are extracted from computer records for general statistical purposes.

Deeming of candidature to be withdrawn Candidates who do not attend for interview or other test when and where required by the Public Appointments Service, or who do not, when requested, furnish such evidence as the PAS require in regard to any matter relevant to their candidature, will have no further claim to consideration.

Quality Customer Service We aim to provide an excellent quality service to all our customers. If, for whatever reason, you are unhappy with any aspect of the service you receive from us, we urge you to bring this to the attention of the unit or staff member concerned. This is important as it ensures that we are aware of the problem and can take the appropriate steps to resolve it.

Feedback Feedback will be provided on written request.

Request for Review under the CPSA Codes of Practice The PAS will consider requests for review in accordance with the provisions of the codes of practice published by the CPSA. A candidate can seek a review by a person in the recruiting body (initial reviewer). Where a candidate remains dissatisfied following this initial review, he/she may seek to have the conduct of the initial review examined by a “decision arbitrator”. As an alternative to the above, it is open to a candidate to seek to have the matter resolved on an informal basis, as set out below. If a candidate remains dissatisfied following any such discussion it is open to him/her to seek a formal review. The Codes of Practice are available on the website of the Commission for Public Service Appointments, www.cpsa.ie.

Informal process The candidate can avail of the Informal Review within 5 working days of notification of the initial decision, and should normally take place between the candidate and the person who communicated the decision (or relevant person).  Where the decision being conveyed relates to an interim stage of a selection process, the request for informal review must be received within 2 working days of the date of receipt of the decision.  Where a candidate remains dissatisfied following any such informal discussion, he/she may adopt the formal procedures set out below.  If the candidate wishes the matter to be dealt with by way of a formal review, he/she must do so within 2 working days of the notification of the outcome of the informal review.

Formal process Initial review  The candidate must address his/her concerns in relation to the process in writing to the Chief Executive, setting out those aspects of the action or decision in relation to his/her candidature that he/she wishes to have reviewed.  A request for review must be made within 10 working days of the notification of the initial decision. Where the decision relates to an interim stage of a selection process, the request for review must be received within 4 working days.  Any extension of these time limits will only be granted in the most exceptional of circumstances and will be at the sole discretion of the Chief Executive.  The outcome must generally be notified to the candidate within 20 working days of receipt of the complaint or request for review. The candidate will receive the outcome of the review by means of a written report.  Should a candidate be dissatisfied with the outcome of the initial review, he/she may request a review by a decision arbitrator of the conduct of the initial review.

Review by the Decision Arbitrator The Decision Arbitrator is appointed by the Chief Executive. The Decision Arbitrator is unconnected with the selection process and he/she will adjudicate on requests for review in cases where a candidate is not satisfied with the outcome of the initial review. The decision of the Decision Arbitrator in relation to such matters is final.  A request made to the Decision Arbitrator must be received within 7 working days of the notification of the outcome of the initial review.  The outcome of the investigation must be notified to the candidate in the form of a written report within 10 working days.

Candidates' Obligations Candidates should note that canvassing will disqualify and will result in their exclusion from the process. Candidates must not:  knowingly or recklessly provide false information  canvass any person with or without inducements  interfere with or compromise the process in any way

A third party must not personate a candidate at any stage of the process. Any person who contravenes the above provisions or who assists another person in contravening the above provisions is guilty of an offence. A person who is found guilty of an offence is liable to a fine/imprisonment. In addition, where a person found guilty of an offence was or is a candidate at a recruitment process, then:  where he/she has not been appointed to a post, he/she will be disqualified as a candidate and  where he/she has been appointed subsequently to the recruitment process in question, he/she shall forfeit that appointment.

Data Protection Acts 1988 & 2003 When your application form is received, we create a record in your name, which contains much of the personal information you have supplied. This personal record is used solely in processing your candidature and should you be successful certain information you provide will be forwarded to the employing organisation. Such information held is subject to the rights and obligations set out in the Data Protection Acts, 1988 & 2003. To make a request under the Data Protection Acts 1988 & 2003, please submit your request in writing to: The Data Protection Coordinator Public Appointments Service “Chapter House” 26-30 Abbey Street Upper Dublin 1 ensuring that you describe the records you seek in the greatest possible detail to enable us to identify the relevant record. A fee of €6.35 should accompany your request. Payment should be made by way of bank draft, money order, or personal cheque, made payable to the „Public Appointments Service‟. Certain items of information, not specific to any individual, are extracted from records for general statistical purposes.

Candidates should note that canvassing will disqualify.