Written Answers. - Strategic Management Initiative.
Richard Bruton
Ceist:
421
Mr. R. Bruton
asked the
Minister for Health and Children
the key indicators of input, output, outcome and performance which his Department monitors as part of the strategic management initiative; and the trend in these indicators in each year since 1997.
[18693/03]
My Department has made substantial progress since 1997 on actions under the strategic management initiative which are set out below. The Department is working to refine and improve the development of indicators and the measurement of output as demonstrated in both the national health strategy and the recently published departmental strategy. This work is being done in tandem with the monitoring requirements under the verification process for Sustaining Progress. Overall my Department has made significant strides since 1997 in the development of an evaluation culture, both internally through improved business processes and externally through the development of service planning and associated performance indicators.
The departmental strategy statement 2003 – 2005 was published in May 2003. The principles and goals of the national health strategy, Quality and Fairness, and the commitment of the Department to the public service modernisation programme underpin the departmental strategy. Formal business planning was introduced in 2000 and the process has been refined continuously. Explicit links are in place between the strategy statement objectives, business plans and individual role profiles to promote greater focus on departmental objectives and individual performance.
My Department introduced legislation on service planning under the Health (Amendment) (No. 3) Act 1996 which enabled better performance measurement and accountability in the delivery of health and personal social services. The service planning mechanism allows not just the improvement of financial accountability, but also the opportunity to enhance the way in which health services are planned to address changing needs and to ensure the best quality of care is provided for the resources available. Key measures used to review service plans include integrated management returns – IMRs – which detail financial and staffing data which are submitted to the Department on a monthly basis. Service plan progress reports and performance indicator reports which cover service performance are submitted on a quarterly basis in advance of review meetings between the health board-authority chief executive officers and senior management within the Department.
Work is ongoing to develop the service planning process to further the objectives of the health strategy and to identify and set additional performance indicators to measure the levels of efficiency, quality and effectiveness in the delivery of health services. Work is under way to identify the needs in relation to an MIF – management information framework – compliant system for the Department. The health services reform programme has recently been launched to modernise health structures so that they can deal with the demands placed on the system now and over the coming decades. The reform programme includes the re-organisation of the Department of Health and Children to ensure improved policy development and oversight. The public service modernisation programme has enhanced the capacity of the Department to undertake this initiative by improved business and strategic planning, a focus on training and development of staff and improved communication.
The three phases of training under the performance management and development system – PMDS – are complete and the PMDS has now been aligned to the business planning cycle. Ongoing monitoring and evaluation is under way including regular workshops for divisions which combine a business plan review with updating of role profiles. A climate survey was completed in 2003 and an action plan to address the issues identified has been prepared in conjunction with partnership.
My Department recognises the importance of training and staff development for the achievement of organisational goals. The training unit has been expanded to cater for the increased needs arising from the SMI and identified through PMDS. The Department has produced an annual training and development plan which has been circulated to all staff to assist in identifying appropriate development opportunities. The plan is based on an examination of the requirements emerging form the PMDS process, complemented by a training needs analysis at senior management level and supported by the development of networks-fora at middle and senior management levels. Its primary objective is to improve the capacity of and to assist staff in undertaking the demanding schedule of work set out in the business plans. A computerised system was implemented during 2002 to track demand and uptake of training courses and to provide analysis by gender, grade and administrative area. From 2002 a report is being compiled annually based on this data.
A customer services unit has been established within the Department with a dedicated staff to improve customer service. This includes a customer service desk which has been modified to facilitate access to those with disabilities including mobility, visual and hearing impairment. Private meeting facilities and Internet access are available to personal callers. Adherence to QCS principles is a standard feature of business plans and QCS guidelines have been circulated to all staff. QCS training is part of all induction courses and dedicated QCS training is readily available. My Department published its most recent customer service action plan in February which included a survey of customers. Work on a complaints and appeals procedure is well advanced.
My Department produced a HR strategy framework in 2001. Work is ongoing on the development of a human resources strategy to support our strategic and business objectives while reinforcing our core values of: focus, recognition, continuous learning, inclusion, fairness and respect.
Promotion procedures have been modernised and promotions for all grades up to higher executive officer are all on a competitive, merit-based system. Extension of merit-based promotions to all grades is being actively pursued, in keeping with commitments in Sustaining Progress.
Central five-year targets for gender equality and disability employment were issued in 2000 and my Department met or exceeded the required targets within two years. An equality and diversity policy has been drafted and issued to all staff. Work is ongoing to progress agreed priority items detailed in the strategy.
My Department is fully committed to family friendly initiatives, operating five work-sharing patterns. Staff can also avail of term-time and parental leave.
My Department has made substantial progress in the provision and use of ICT. A new ICT strategy for the Department was developed in 2002 and is being implemented. A computer network which provides all staff with access to modern office software, email, internal intranet and external Internet access now links every office of the Department. Workflow and other systems are in use for answering parliamentary questions and ministerial representations, and for policy analysis and evaluation.
My Department maintains several websites in support of its work. The main departmental website – www.doh.ie – is used for communicating policy initiatives, news, press releases and publications. There is a joint initiative with Comhairle's OASIS website to provide information on health and personal social services centred on life events such as the birth of a child.
The civil registration modernisation programme is now at an advanced stage. This will enable the electronic registration of all life events – births, marriages, deaths, stillbirths. This will be of major importance to eGovernment as there will be provision – with appropriate controls – for electronic sharing of this information with other Departments via Reach. This will enable the benefits of eGovernment to be extended to many Government services. Conversion of historic paper-based records is nearing completion and this will facilitate public inquiries and genealogical research.
The partnership committee formed under the SMI has made a very positive contribution to the work of the Department and the process of modernisation. Sub-groups of the committee have completed or are carrying out work on issues such as PMDS, training, QCS, communication, HR policy, occupational health initiatives and merit payment awards.
The Health Services National Partnership Forum – HSNPF – has been established. It is a conjoint management-union forum that seeks to develop a partnership approach to working throughout the health service. The HSNPF played a key role in developing the action plan for people management which provides a blueprint for improving the quality of people management in the health system.
A freedom of information unit was established in the Department to facilitate the operation of the FOI Act within my Department and its extension to health boards and other agencies. A tracking system for FOI queries is in operation and revised procedures were developed to address the issue of timeliness and to enhance existing quality control measures.
The deputy secretary represents my Department on the high level group on better regulation. Following publication of the health strategy in November 2001, a strategy legislation unit was created to prioritise work on legislative requirements identified in the strategy. Draft legislation is in preparation to establish a statutory framework governing complaints systems in the health services. New legislation will be prepared to provide clear statutory provisions on eligibility and entitlement to health and personal social services. The health services reform programme involves a significant legislative agenda. Improved governance is also a key element of the reforms.
