DOCSLIB.ORG

UL Hospitals Group Operational Plan 2016 Vision Mission

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
UL Hospitals Group Operational Plan 2016 Vision Mission UL Hospitals Group Operational Plan 2016 Vision Mission A healthier Ireland with ► People in Ireland are supported by health and social care services to a high quality health achieve their full potential service valued by all ► People in Ireland can access safe, compassionate and quality care when they need it ► People in Ireland can be confident that we will deliver the best health outcomes and value through optimising our resources Values We will try to live our values every day and will continue to develop them Care Compassion Trust Learning Table of Contents Executive Summary ......................................................................................................................................... 1 INTRODUCTION ................................................................................................................................................. 1 GOVERNANCE .................................................................................................................................................. 2 ORGANISATIONAL CHART .................................................................................................................................. 3 IMPACT OF DEMOGRAPHICS ON HOSPITALS ......................................................................................................... 4 2015 ACTIVITY ................................................................................................................................................. 5 Emergency Care ......................................................................................................................................... 5 Scheduled Care .......................................................................................................................................... 6 DEVELOPMENTS AND CHALLENGES 2016 ............................................................................................................ 7 In Patient and Day Case Activity 2016 ........................................................................................................ 7 Risks to the delivery of Acute Hospitals plan within funding available ........................................................ 8 CLINICAL STRATEGY AND PROGRAMMES ............................................................................................................. 9 Clinical and Integrated Care Programmes .................................................................................................. 9 Integrated Care Programme for Older Persons .......................................................................................... 9 CONCLUSION .................................................................................................................................................... 9 Improving Quality and Reforming Service Delivery .................................................................................... 10 STRATEGIC PRIORITIES FOR 2016 .................................................................................................................... 10 Leadership and Governance for Quality and Safety ................................................................................. 10 Safe Care ................................................................................................................................................. 11 Effective Care ........................................................................................................................................... 11 Service User Experience .......................................................................................................................... 11 HEALTH SERVICE REFORM .............................................................................................................................. 12 Operational Framework – Financial Plan ..................................................................................................... 13 INTRODUCTION ............................................................................................................................................... 13 EXISTING LEVEL OF SERVICE / COST PRESSURES .............................................................................................. 13 ACTIVITY BASED FUNDING ............................................................................................................................... 15 Operational Framework – Workforce Plan ................................................................................................... 16 INTRODUCTION ............................................................................................................................................... 16 THE WORKFORCE POSITION ............................................................................................................................ 16 Hospitals Employment Levels ................................................................................................................... 16 REDUCING AGENCY AND OVERTIME COSTS ...................................................................................................... 16 2016 DEVELOPMENTS ..................................................................................................................................... 17 PUBLIC SERVICE STABILITY AGREEMENTS 2013-18 .......................................................................................... 17 WORKFORCE PLANNING .................................................................................................................................. 18 EUROPEAN WORKING TIME DIRECTIVE (EWTD) ............................................................................................... 18 RECRUITMENT ................................................................................................................................................ 18 ATTENDANCE AND ABSENCE MANAGEMENT ...................................................................................................... 18 EMPLOYEE ENGAGEMENT ................................................................................................................................ 19 HEALTH AND SAFETY AT WORK ........................................................................................................................ 19 Accountability Framework ............................................................................................................................ 20 INTRODUCTION ............................................................................................................................................... 20 ACCOUNTABILITY FRAMEWORK ........................................................................................................................ 20 ACCOUNTABILITY LEVELS RELEVANT TO ACUTE HOSPITAL SERVICES .................................................................. 21 SERVICE ARRANGEMENTS AND COMPLIANCE .................................................................................................... 21 UL Hospitals Group Key Priorities and Actions to Deliver on Goals in 2016 ........................................... 23 CEO PRIORITIES ............................................................................................................................................ 23 ACUTE HOSPITAL DIVISION PRIORITIES ............................................................................................................. 25 UL HOSPITAL GROUP DIRECTORATE PRIORITIES ............................................................................................... 34 Key Priorities identified as local to the UL Hospital Group 2016 ............................................................... 35 NATIONAL CANCER CONTROL PROGRAMME ...................................................................................................... 43 Introduction ............................................................................................................................................... 43 UL Hospital Group NCCP Key Priorities and Actions to Deliver on Goals in 2016 ................................... 43 QUALITY AND ACCESS INDICATORS OF PERFORMANCE ...................................................................................... 46 Appendix 1: Hospital Group Budget ............................................................................................................ 50 TABLE 1: NET 2016 BUDGET ........................................................................................................................... 50 Appendix 2: HR Information .......................................................................................................................... 51 Appendix 3: Performance Indicator Suite .................................................................................................... 52 SYSTEM-WIDE ................................................................................................................................................ 52 HOSPITAL CARE ............................................................................................................................................. 54 Appendix 4: Capital Infrastructure ................................................................................................................. 1 Executive Summary Executive Summary Introduction University of Limerick (UL) Hospital Group is comprised of a group of six hospitals functioning collectively as a single
Load more

Recommended publications
  • Report of the Assessment of Compliance with Medical Exposure to Ionising Radiation Regulations
    Health Information and Quality Authority Report of the assessment of compliance with medical exposure to ionising radiation regulations Name of Medical University Hospital Limerick Radiological Installation: Undertaking Name: Health Service Executive Address of Ionising St Nessan's Road, Dooradoyle, Radiation Installation: Limerick Type of inspection: Short Notice Announced Date of inspection: 11 June 2020 Medical Radiological OSV-0007379 Installation Service ID: Fieldwork ID: MON-0029586 Page 1 of 24 About the medical radiological installation: University Hospital Limerick (UHL) is a Level 4 Hospital in the University of Limerick Hospitals Group (ULHG). The radiography governance at UHL incorporates Croom Orthopaedic Hospital and the Maternity Hospital. The Radiology Department is primarily demand driven, serving all of the departments within UHL, Croom and Maternity Hospitals. There is a limited out-patient service across most modalities as the priority for the hospital is inpatient activity due to demands on inpatient beds. There are Clinical Specialist Radiographers in all of the modalities. These radiographers run the operational side of their service. The imaging modalities using ionising radiation include: General x-ray: including dental x-rays Computed Tomography (CT) Mammography Nuclear Medicine Interventional Radiology Interventional Cardiology Suites (Cardiac Cath Labs) Dual-energy X-ray absorptiometry (DEXA) Scanning Fluoroscopy service. Page 2 of 24 How we inspect This inspection was carried out to assess compliance with the European Union (Basic Safety Standards for Protection against Dangers Arising from Medical Exposure to Ionising Radiation) Regulations 2018 and 2019. The regulations set the minimum standards for the protection of service users exposed to ionising radiation for clinical or research purposes.
    [Show full text]
  • The Ombudsman and Public Hospitals
    The Ombudsman and the Public Hospitals The Ombudsman is Impartial Independent A free service 2 Who is the Ombudsman and what does the Ombudsman do? Peter Tyndall is the Ombudsman. The Ombudsman can examine complaints about the actions of a range of public bodies, including public hospitals. All hospitals providing public health services come within the Ombudsman’s remit. The Ombudsman can examine complaints about how hospital staff carry out their everyday administrative activities when providing public health services. These include complaints about delays or failing to take action. However, there are certain complaints that the Ombudsman cannot examine. These include complaints about: private health care regardless of where it is provided and clinical judgment by the HSE (diagnoses or decisions about treatment Is the Ombudsman independent? Yes. The Ombudsman is independent and impartial when examining complaints. 1 What can I complain to the Ombudsman about? You can complain about your experience in dealing with a hospital. This might include, among other issues, a hospital: applying an incorrect charge failing to follow approved administrative procedures, protocols or reasonable rules failing to communicate clearly failing to seek your informed consent to a procedure keeping poor records failing to respect your privacy and dignity having staff who are rude or unhelpful or who discriminate against you being reluctant to correct an error failing to deal with your complaint in accordance with the complaints process. 2 Which
    [Show full text]
  • Irish Universities Help F Ight the Covid-19 Pandemic
    IRISH UNIVERSITIES HELP FIGHT THE COVID-19 PANDEMIC www.iua.ie @IUAofficial Irish Universities help fight the COVID-19 Pandemic Doctors Samer Arnous, Tony Moloney and Nick Barrett at University Hospital Limerick, testing University of Limerick produced visors and shield box. Exec Summary The COVID-19 pandemic has created unprecedented societal challenges. The Irish university sector has maintained ‘business as usual’ to the greatest extent possible by a rapid transition to remote learning and assessment. Meanwhile, the sector galvanised into immediate action, contributing to the national emergency response in every way possible as the pandemic developed. Our universities and their staff and students have, and are, making a hugely valuable contribution to the national efforts to fight the COVID-19 pandemic. We have captured key highlights in this publication. A more comprehensive schedule can be found at https://www.iua.ie/covid-19/universities-help- fight-the-pandemic/ Irish Universities help fight the COVID-19 Pandemic 3 Here are the key highlights of university efforts: Page 07 1 Page 11 2 COVID-19 testing Expert advice with staff and contact tracing: and students on the frontline: Highly skilled diagnostic laboratory staff from our Expert advice has been the hallmark of dealing with universities have been readily mobilised to undertake the COVID-19 crisis. Leading academics from across laboratory processing of samples and to take swabs the university sector have been on hand to guide and from patients at testing hubs. support the response: • Our researchers rose to the challenge of the • University leaders such asMaynooth University scarcity of testing reagents with our labs rallying to President, Philip Nolan and University College produce lysis buffer, viral transport medium and Dublin’s Dr Cillian de Gascun, have headed up key other essential solutions.
    [Show full text]
  • Listening, Responding and Improving
    HSE ACUTE HOSPITAL SERVICES 2018 Listening, Responding and Improving The HSE response to the findings of the National Patient Experience Survey Thank you Thank you to the people who participated in the National Patient Experience Survey 2018 (NPES 2018) and to their families and carers. Without your support, this survey would not have been possible. The findings of NPES 2018, tell us what matters to you as patients and about the important improvements that can be made to improve hospital services across Ireland. The NPES 2018 allows us to explore how the patient voice has helped to change and improve hospital care for patients in the last year and the quality improvement priorities for 2019. Thank you to all of the staff of the participating hospitals for encouraging patients to participate in the survey, and for their participation in the discussions and review of the feedback received and the development of the quality improvement response which is presented in this paper. The survey was overseen by a National Steering Group, a Project Team and an Advisory Group. We acknowledge the direction and guidance provided by the members of these groups. The Quality Improvement Response, presented in this paper, was developed by an Oversight Group for Improving Patient Experience-Acute Hospitals, together with staff and managers from each participating hospital. We acknowledge the dedication and commitment of all participants to work in partnership and to develop meaningful plans designed to improve patient experience across all participating
    [Show full text]
  • Report of the Unannounced Inspection at the Croom Hospital, Croom, Co. Limerick
    Report of the unannounced inspection at Croom Hospital Health Information and Quality Authority Report of the unannounced inspection at the Croom Hospital, Croom, Co. Limerick Monitoring programme for unannounced inspections undertaken against the National Standards for the Prevention and Control of Healthcare Associated Infections Date of on-site inspection: 6 November 2014 i Report of the unannounced inspection at Croom Hospital Health Information and Quality Authority About the Health Information and Quality Authority The Health Information and Quality Authority (HIQA) is the independent Authority established to drive high quality and safe care for people using our health and social care services. HIQA’s role is to promote sustainable improvements, safeguard people using health and social care services, support informed decisions on how services are delivered, and promote person-centred care for the benefit of the public. The Authority’s mandate to date extends across the quality and safety of the public, private (within its social care function) and voluntary sectors. Reporting to the Minister for Health and the Minister for Children and Youth Affairs, the Health Information and Quality Authority has statutory responsibility for: . Setting Standards for Health and Social Services – Developing person- centred standards, based on evidence and best international practice, for those health and social care services in Ireland that by law are required to be regulated by the Authority. Supporting Improvement – Supporting services to implement standards by providing education in quality improvement tools and methodologies. Social Services Inspectorate – Registering and inspecting residential centres for dependent people and inspecting children detention schools, foster care services and child protection services.
    [Show full text]
  • Report of the Review of the Governance Arrangements As Reflected in the Safety, Quality and Standards of Services at UL Hospitals
    Report of the review of the governance arrangements as reflected in the safety, quality and standards of services at UL Hospitals June 2014 Report of the review of the governance arrangements as reflected in the safety, quality and standards of services at UL Hospitals Health Information and Quality Authority About the Health Information and Quality Authority The Health Information and Quality Authority (HIQA) is the independent Authority established to drive high quality and safe care for people using our health and social care services. HIQA’s role is to promote sustainable improvements, safeguard people using health and social care services, support informed decisions on how services are delivered, and promote person-centred care for the benefit of the public. The Authority’s mandate to date extends across the quality and safety of the public, private (within its social care function) and voluntary sectors. Reporting to the Minister for Health and the Minister for Children and Youth Affairs, the Health Information and Quality Authority has statutory responsibility for: Setting Standards for Health and Social Services – Developing person-centred standards, based on evidence and best international practice, for those health and social care services in Ireland that by law are required to be regulated by the Authority. Supporting Improvement – Supporting health and social care services to implement standards by providing education in quality improvement tools and methodologies. Social Services Inspectorate – Registering and inspecting residential centres for dependent people and inspecting children detention schools, foster care services and child protection services. Monitoring Healthcare Quality and Safety – Monitoring the quality and safety of health and personal social care services and investigating as necessary serious concerns about the health and welfare of people who use these services.
    [Show full text]
  • Acute Hospital Services Divisional Plan 2018
    [Type text] Acute Hospital Services Divisional Plan 2018 Acute Hospitals Division Draft Operational Plan 2018 [Type text] Contents Page Introduction: Acute Hospitals Introduction……………………………………………………………………. 4 Section 1: Key Reform Themes………………………………………………………………………………….. 6 Section 2: Quality and Safety…………………………………………………………………………………….. 9 Section 3: Acute Hospitals Division 12 3.1 Our Population……………………………………………………………………………………….. 12 3.2 Building a Better Health Service………………………………………………………………….. 13 3.3 Improving Value……………………………………………………………………………………… 14 3.4 Service Delivery……………………………………………………………………………………… 15 Section 4: Cancer Services 22 4.1 Our Population………………………………………………………………………………………. 23 4.2 Building a Better Health Service…………………………………………………………………. 24 4.3 Service Delivery…………………………………………………………………………………….. 25 Section 5: Women and Infants Health 29 5.1 Our Population………………………………………………………………………………………. 30 5.2 Building a Better Health Service………………………………………………………………….. 31 5.3 Service Delivery……………………………………………………………………………………… 32 Section 6: Finance…………………………………………………………………………………………………. 34 Section 7: Workforce……………………………………………………………………………………………… 36 Appendices…………………………………………………………………………………………………………. 39 Appendix 1: Financial Tables…………………………………………………………………………………. 40 Appendix 2: HR Information…………………………………………………………………………………… 41 Appendix 3: Scorecard and Performance Indicator Suite ………………………………………………... 42 Appendix 4: Capital Infrastructure……………………………………………………………………………. 53 Acute Hospitals Introduction Acute services include emergency care, urgent
    [Show full text]
  • Management Data Report September 2020
    September 2020 Management Data Report Heat Map: Performance RAG Rating Finance RAG Rating HR - Absence HR - Indicative Workforce Red > 10% of target Red • ≥ 0.75% Red • > 4% Red • > 1.5% of target Amber > 5% ≤ 10% of target Yellow/Amber • ≥ 0.10% to < 0.75% Amber • ≥3.7%<4.0% Amber • > 0.5% ≤1.5% of target Green ≤ 5% of target Green • < 0.10% Green • <3.7% Green • ≤ 0.5% of target Grey No result expected Contents Acute Hospitals Services Population Health and Wellbeing Data Coverage Issues NSP KPI Overview 4 Population Health and Wellbeing (metrics are quarterly) 92 Data coverage issues Acute Services 188 Inpatient Cases 8 Community Healthcare Services Data coverage issues Community Healthcare 190 Daycase Cases 10 Primary Care 96 Emergency Discharges 12 Social Inclusion 106 Elective Discharges 14 Palliative Care 109 Maternity Discharges 16 Mental Health 111 Inpatient Discharges greater or equal to 75 years 17 CAMHS Waiting List 116 Daycase Discharges greater or equal to 75 years 19 Older Persons 117 Level GI 21 Disabilities 121 Level dialysis 23 National Services Level chemo 24 PCRS 124 Inpatient & Day Case Profiles 26 National Screening Service All Emergency Presentations 28 National Screening Service 128 New ED Attendances 30 Finance Return ED Attendances 31 Gross Debtor Days for Private Charges 130 Injury Units 32 Service Level Arrangements 131 Other Emergency Presentations 33 Net Expenditure by Division 132 Births 34 Hospital Groups 133 Outpatient Attendances (New & Return) 35 CHOs 136 Adult In Patient Waiting List 37 National
    [Show full text]
  • Adelaide and Meath Hospital Incorporating the National Children's Hospital
    Adelaide and Meath Hospital Incorporating the National Children's Hospital Adoption Authority of Ireland Advisory Council for English Language Schools Agriculture Appeals Office An Bord Bia An Bord Pleanála An Chomhairle um Oideachas Gaeltachta agus Gaelscolaíochta An Post An Post GeoDirectory Limited An tSeirbhís Oideachais Leanúnaigh agus Scileanna (SOLAS) An tÚdarás um Ard-Oideachas Archbishop Marsh’s Library Athlone Institute of Technology Avondhu Blackwater Partnership CLG Ballyfermot Chapelizod Partnership CLG Ballyhoura Development CLG Bantry Bay Harbour Commissioners Bantry General Hospital Beaumont Hospital Bioresearch Ireland Bord Iascaigh Mhara Bord na gCon Bord na Móna Bord Scannán na hÉireann Bray Area Partnership Breffni Integrated CLG Broadcasting Authority of Ireland Bus Átha Cliath Bus Éireann Cappagh National Orthopaedic Hospital Carlow College Carlow County Development Partnership Carlow LCDC Carlow LEO Cavan and Monaghan Education and Training Board Cavan General Hospital Cavan LCDC Cavan LEO Central Bank and Financial Services Authority of Ireland Central Statistics Office Charities Regulatory Authority Chester Beatty Library Chief State Solicitor's Office Child and Family Agency (Tusla) Citizens Information Board City of Dublin Education and Training Board Clare LCDC Clare LEO Clare Local Development Company Coillte Teoranta Comhar na nOileán CTR Commission for Aviation Regulation Commission for Communications Regulation Commission for Energy Regulation Connolly Hospital Dublin Constituency Commission Coombe Women
    [Show full text]
  • Desktop Analysis of Public Acute Hospital Infection Prevention and Control Preparedness for Covid-19
    Desktop analysis of public acute hospital infection prevention and control preparedness for Covid-19 Conducted at the request of the Covid-19 National Public Health Emergency Team April 2020 1 Desktop analysis of public acute hospital infection prevention and control preparedness for Covid-19 Contents Executive Summary ............................................................................................ 3 1. Introduction ................................................................................................ 5 2. Infection Prevention and Control preparedness for Covid-19 in public acute hospitals – relevant historical context .................................................................. 6 3. High level findings from HIQA’s self-assessment exercise relating to Covid 19 preparedness in acute hospital settings ............................................................... 7 4. Placing these findings in wider context - A comparison of self-assessment findings with HIQA’s own inspection experience since 2017 ................................. 11 4.2 Known underlying infection prevention and control challenges ....................... 13 5 Overall analysis of risk issues that require close managerial oversight, supports or intervention…..…………………….………………………………………………..14 6. Conclusion .................................................................................................. 18 Appendix 1: Self-Assessment Tool for Acute Hospital Groups relating to infection prevention and control arrangements to manage Covid-19 Appendix
    [Show full text]
  • 07 October 2020 Deputy Catherine Murphy Dáil Éireann Leinster
    Rannan na nOspideil Ghearmhíochaine Aonad 4A – Áras Dargan An Ceantar Theas An Bothar Mileata Cill Mhaighneann BÁC 8 Acute Operations Health Service Executive Unit 4A - The Dargan Building Heuston South Quarter Military Road Kilmainham Dublin 8. 07 October 2020 Deputy Catherine Murphy Dáil Éireann Leinster House Dublin 2. PQ 25936/20 * To ask the Minister for Health the ICU capacity by region versus expected capacity without Covid-19; and the expected effect of changing each restriction and forecast of the impact of outbreak types * Dear Deputy Murphy, The Health Service Executive has been requested to reply directly to you in the context of the above Parliamentary Question, which you submitted to the Minister for Health for response. The following tables sets out the critical care capacity within the public health service. Table 1 provides details of critical care capacity in 2019. In response to Covid 19, funding was provided on a six month basis for an additional 42 critical care beds and these are set out in table 2. The HSE continues to work towards increasing critical care capacity and monitors trends in Covid 19 cases, including hospital admissions and patients requiring care in an Intensive Care Unit. Table 1 – HSE Critical Care Capacity 2019 HospitalGroup/Hospital Baseline Critical Care (Open) 2019 Children's Health Ireland 42 CHI at Crumlin 27 CHI at Temple St 15 Dublin Midlands Hospital Group 55 MRH Portlaoise 2 MRH Tullamore 4 Naas General Hospital 4 St. James's Hospital 31 Tallaght University Hospital 14 Ireland East Hospital Group 72 Mater Misericordiae University Hospital 32 MRH Mullingar 6 National Orthopaedic Hospital Cappagh 7 Our Lady's Hospital Navan 2 St.
    [Show full text]
  • National Patient Experience Survey 2018 (NPES 2018) and to Their Families and Carers
    HSE ACUTE HOSPITAL SERVICES 2018 Listening, Responding and Improving The HSE response to the findings of the National Patient Experience Survey Thank you Thank you to the people who participated in the National Patient Experience Survey 2018 (NPES 2018) and to their families and carers. Without your support, this survey would not have been possible. The findings of NPES 2018, tell us what matters to you as patients and about the important improvements that can be made to improve hospital services across Ireland. The NPES 2018 allows us to explore how the patient voice has helped to change and improve hospital care for patients in the last year and the quality improvement priorities for 2019. Thank you to all of the staff of the participating hospitals for encouraging patients to participate in the survey, and for their participation in the discussions and review of the feedback received and the development of the quality improvement response which is presented in this paper. The survey was overseen by a National Steering Group, a Project Team and an Advisory Group. We acknowledge the direction and guidance provided by the members of these groups. The Quality Improvement Response, presented in this paper, was developed by an Oversight Group for Improving Patient Experience-Acute Hospitals, together with staff and managers from each participating hospital. We acknowledge the dedication and commitment of all participants to work in partnership and to develop meaningful plans designed to improve patient experience across all participating
    [Show full text]