Billy Kelleher
Question:181. Deputy Billy Kelleher asked the Minister for Health when the Department programme management office was established; and if he will make a statement on the matter. [48727/14]
View answerDepartmental Programmes
Questions (181)
Written answers
Work on establishing the Programme Management Office (PMO) commenced in February 2013. The Office was established to support the delivery of the health reforms in Future Health and its scope includes:
- coordinating the reform programme and acting as a clearing house for projects;
- managing a monitoring and reporting system that shows progress in relation to each project and highlights areas for corrective action;
- advising the Health Reform Programme Board on scheduling, prioritisation and interdependencies of projects;
- developing expertise in programme and project management to support divisions within the Department; and
- managing the development of a consultation, communication and collaboration strategy.
In order to ensure the effectiveness of the PMO, the governance arrangements for the health reform programme include a Health Reform Programme Board to which the PMO reports. The Board drives and oversees implementation of the health service reform programme in line with the public service reform agenda.
The PMO has implemented a reporting system across the Department to track all projects and also reports to the Department of Public Expenditure and Reform on a quarterly basis.
Patient Safety Agency Establishment
Questions (182)
Billy Kelleher
Question:182. Deputy Billy Kelleher asked the Minister for Health when the new patient safety agency will be established on an administrative basis; and if he will make a statement on the matter. [48728/14]
View answerWritten answers
The establishment of a Patient Safety Agency is under review in the context of the strategic reform of the health services and the measures that are being taken to strengthen patient safety, including advocacy and related services, within the Health Service Executive.
Medical Indemnity Cover
Questions (183)
Billy Kelleher
Question:183. Deputy Billy Kelleher asked the Minister for Health when the work of the Department with the Health Service Executive and the State Claims Agency to develop a risk-based approach to provision of indemnity to services and professionals was completed; and if he will make a statement on the matter. [48729/14]
View answerWritten answers
Action 7 of "Future Health - A Strategic Framework for Reform of the Health Service 2012 - 2015" and in turn Action 7.3.1 of the Health Service Reform Programme, states that 'the Department of Health will work with the HSE and the State Claims Agency to develop a risk based approach to the provision of indemnity to services and professionals'. In effect, this means that the Department will work with the HSE and the State Claims Agency to ensure that the indemnity provided to services aligns with health systems policy. Good progress has been made in implementing this Action.
The enhanced IT system, the National Adverse Event Management System (NAEMS), developed by the State Claims Agency, is an essential part of the infrastructure required to provide the data on risk, which is necessary to implement this action. The NAEMS went live in June, 2014 and is now being rolled out on a phased basis to all users. An Information Governance Group, chaired by the Chief Medical Officer of my Department, has been established to provide oversight on the implementation and use of NAEMS.
Legislation is also required to enable the policy of a risk based approach to indemnity to be implemented. This legislation is currently being drafted.
Cancer Screening Programmes
Questions (184)
Billy Kelleher
Question:184. Deputy Billy Kelleher asked the Minister for Health to set out the date in 2015 when the age range extension of BreastCheck for women from 65 to 69 years of age will commence; and if he will make a statement on the matter. [48730/14]
View answerWritten answers
I recently announced the extension of the BreastCheck screening programme to women aged 65 to 69 years of age. Planning for this is underway and screening of the extended cohort will commence in quarter 4 of 2015. The age extension will be expanded on an incremental basis in order to manage the additional screening and follow up involved. It will be fully rolled out by 2021. The additional eligible population is approximately 100,000 and, when fully implemented, 540,000 women will be included in the BreastCheck Programme.
Women of any age who have concerns about breast cancer should seek the advice of their GP who will, if appropriate, refer them to the symptomatic breast services in one of the eight designated cancer centres.
HSE Governance
Questions (185)
Billy Kelleher
Question:185. Deputy Billy Kelleher asked the Minister for Health to outline the findings and recommendations of the review conducted by his Department in conjunction with the Health Service Executive of the corporate functions and resources, staff and budget of the various corporate, support and shared services as they currently exist within the HSE; and if he will make a statement on the matter. [48731/14]
View answerWritten answers
In order to effectively reorganise the health service, it is necessary to have a clear, accurate understanding of how resources of all kinds are currently allocated. In the context of the current restructuring programme, particularly community health organisations and hospital groups, my department has asked the HSE to carry out a review in 2015 of how staff, current and capital expenditure, and capital resources are allocated across the whole of the HSE.
This review is an expanded version of the commitment made in Future Health in relation to the review of corporate resources, which has now been subsumed into the wider restructuring exercise. The review will help to inform decisions as to how these resources might best be distributed in the future.
Departmental Budgets
Questions (186)
Billy Kelleher
Question:186. Deputy Billy Kelleher asked the Minister for Health to explain the way his Department has developed programme-based budgeting in 2014; and if he will make a statement on the matter. [48732/14]
View answerWritten answers
Successful transformation of our health services requires a corresponding transformation of the existing funding model. The first stage in transforming this funding model is to clarify funding streams through the creation of directorates and corresponding programme based budgets. In Vote terms, programme based budgets have already been established for the Primary Care Reimbursement Service and NHSS - Fair Deal.
My Department will continue to work with the HSE and the Department of Public Expenditure and Reform to develop a new Programme Based Budgeting system. However, given the multitude of financial systems in operation in the HSE, this work will be dependant on the development and roll out of an integrated financial management system. A detailed business case for a new finance operating model, including the procurement of a new Integrated Financial Management System for the wider health service, has been submitted to my Department and to the Department of Public Expenditure and Reform and is receiving attention. The HSE has begun an industry engagement exercise on the Financial Operating Model and the strategic procurement approach it will be taking with suppliers. A key feature of the exercise is an assessment of the technology options available to underpin value for money and the best strategic fit given the current investment.
HSE Expenditure
Questions (187)
Billy Kelleher
Question:187. Deputy Billy Kelleher asked the Minister for Health if he will provide, in tabular form, the recommendations contained in the 2012 reviews of financial management systems in the Irish health service; the progress made in implementing these recommendations; and if he will make a statement on the matter. [48733/14]
View answerWritten answers
A Review of Financial Management Systems in the Irish Health Service, commonly known as the Ogden Report, was undertaken in 2012.
The review was commissioned by the Secretary General of the Department of Health. Its overall intention was to review the state of the financial management system in place in the health sector in Ireland at the time in the context of the serious overruns projected to occur in 2012, the continuation of a challenging financial environment for the foreseeable future and the radical reforms envisioned in the Programme for Government.
The report made a number of recommendations to improve the financial management process within the HSE, with particular reference to managing the transition phase that the health sector was undergoing. The recommendations were grouped into 3 distinct areas: Improving Financial Performance; Policy Considerations; and Effective Transitioning (Managing the Change). These are set out in the following table.
As part of the process of further strengthening the financial management of the HSE, additional independent expertise was engaged to evaluate the financial performance management system and a Finance Reform Board has been established comprising the HSE Director General (Chair), senior HSE management and representatives from my Department and the Department of Public Expenditure and Reform.
The HSE commenced the Finance Reform Programme in Autumn 2012. One of the main outputs of Phase 1 of the programme was the development of a new finance operating model in health which was contained in the document entitled Defining Financial Management: A Finance Operating Model for Health in Ireland, available on the HSE website. This report encompasses a roadmap for the finance function to facilitate delivery of an efficient and effective financial service to meet the emerging requirements of the changing organisational face of the health system.
A critical enabler for the transformation of financial management is the introduction of a single Integrated Financial Management System (IFMS) which is considered to be the single most important non-clinical priority for the HSE this year. The initial key element of Phase 2 of the Finance Reform Programme was the preparation of a detailed business case for a new operating model in relation to securing the necessary approval to procure a new IFMS for the health service. The Business Case defines the case for change and scope as well as providing an estimate of the resources required to deliver the operating model and supporting technology. The HSE has submitted a business case to my Department and the Department of Public Expenditure and Reform which is receiving attention.
Phase 3 of the Finance Reform Programme is now progressing on a number of key workstreams. HSE has begun an industry engagement exercise on the Financial Operating Model and the strategic procurement approach it will be taking with suppliers. A key feature of the exercise is an assessment of the technology options available to underpin value for money and the best strategic fit given the current investment.
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A REVIEW OF FINANCIAL MANAGEMENT SYSTEMS IN THE IRISH HEALTH SERVICE |
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Main Recommendations |
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1. |
Improving Financial Performance |
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1.1 |
Review and clarify the National financial accountability arrangements. |
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1.2 |
Enhance the core financial management capability of the system, through - Building on the capacity and capability in the Department of Health; - Developing a clear organisational strategy to prepare the financial system for hospital groups; and - Designing a programme to upgrade financial capability. |
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1.3 |
Provide immediate clarity to the system for 2012 on what will be funded nationally and what is a local responsibility for resolution. |
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1.4 |
Agree financial control target ranges for each region for 2012 consistent with national agreements. |
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1.5 |
Develop a strategy as a priority to establish the technical ICT infrastructure and management capacity required to support a single financial information system. |
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1.6 |
Develop systems for measuring cost containment, avoidance, and reduction within the non-hospital sector. |
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1.7 |
Review the process and transparency of forecasting, with best practice methodologies researched and adopted. |
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1.8 |
Develop a supply chain excellence programme to underpin the full establishment of shared procurement services within the health system. |
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1.9 |
Accelerate plans to develop a system wide procurement ICT system and shared service. |
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2. |
Policy Considerations |
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2.1 |
Review the process of managing deficits and surpluses urgently and establish a new concordat between the centre, regions and organisations to enshrine the principle that deficits and surpluses will ‘lie where they fall’, with the appropriate consequences for local leaders in terms of autonomy and control. |
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2.2 |
Review the allocations process and policy for 2013 – 2015 |
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2.3 |
Develop a strategy of stabilisation for hospitals |
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2.4 |
Develop a suite of metrics to manage the financial and operational performance in community and primary care services. |
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3. |
Effective Transitioning (Managing the Change) |
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3.1 |
The present period of transition is a period of maximum risk and clarity is required urgently on the leadership arrangements that will obtain through the transition period. |
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3.2 |
Create a formal accountability framework based on the new incentives and governance arrangements at every level, and re-affirm accountability within the immediate system, through the transition phase into the future system. |
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3.3 |
Create a single quality assurance process to ensure savings both now and in future are delivered safely, with full involvement of the clinical community. |
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3.4 |
Model the impact of the clinical programmes in a more sophisticated way. This needs to be factored in to the service planning and budget allocation process for 2013 – 2015. |
Care of the Elderly Provision
Questions (188)
Billy Kelleher
Question:188. Deputy Billy Kelleher asked the Minister for Health when the single assessment tool for older persons services was rolled out; and if he will make a statement on the matter. [48734/14]
View answerWritten answers
As this is a service matter it has been referred to the Health Service Executive for direct reply. If you have not received a reply from the HSE within 15 working days please contact my Private Office and they will follow up the matter with them.