Staff Information Sessions Mallow, Midleton, Skibbereen, Cork City, Killarney and Tralee 5-7 th December 2017
Welcome • Introductions • Housekeeping 2
Item Timing Our Agenda 5 mins Welcome The aim of today’s session is 10 mins An over-view of CHO structures and Cork to provide an update on the Kerry Community Healthcare development of Cork Kerry Community Healthcare, share 10 mins Developing our identity news about developments in community services across 10 mins Looking to the future and strategic Cork and Kerry, and allow planning opportunities for everyone to ask questions. 10 mins Questions 30 mins News and updates from across the CHO 10 mins Questions 5 mins Summary and Close 3
An overview of CHO structures and Cork Kerry Community Healthcare Ger Reaney, Chief Officer
Community Healthcare Organisations • CHO report launched in late 2014, with the aim of ensuring a system of community healthcare services orientated around people’s needs. • Recommendations included setting up new local community networks for health services. • Positions primary care in a central role of providing care to local communities. 5
Community Healthcare Networks • There are 9 community healthcare organisations. • There will be 96 community healthcare networks. • 14 in Cork/Kerry. • An average population of 50,000 per community healthcare network. 6
Cork Kerry Community Healthcare • Cork Kerry Community Healthcare provides health services in the areas of primary care; social care (disability services and older people); mental health; health and wellbeing. • We serve a population of 690,575. • We have a workforce of more than 6,500 Whole Time Equivalent staff and a budget of more than 600 million. 7
Our Services in 2017 Cork & Kerry CHO Budget by Division Staff Budget Primary Care 1,198 € 99.5m Community Schemes (demand led) € 29.4m Social Inclusion € 15.9m Palliative Care Services € 8.3m Social Care Older Person Services 2,257 € 123.2m Disability Services 1,717 € 211.5m Mental Health Services 1,407 € 110.9m Health & Wellbeing € 2.8m Total Cork & Kerry CHO Budget 6,579 € 601.7m 8
Our Management Team Ger Reaney Chief Officer Gabrielle Sinead Teresa Derek Julie Annette Priscilla Lynch O’Keeffe Glennon O’Donovan O’Gorman Hallahan Logan Head of Head of Head of Quality & Head of Social Head of Head of Health and Mental Human Patient Safety Care Primary care Finance Wellbeing Health Resources Manager Each HOS has their own management team and structure Luke Mary McCartney Smithwick Business Communications Manager to the Manager Chief Officer 9
Networks within Cork & Kerry • 14 Community Healthcare networks will be established across Cork and Kerry. • They will allow improved primary care team work. • There will be one person within each network responsible for core primary care services. • The networks will allow for the integration of services, and improve the links between primary care staff and other staff. • It will be easier for staff to work together effectively. 10
Roles within networks • Network manager. • Primary Care team co-ordinator. • Key worker. • Network Coordinator. • Assistant Director of Public Health Nursing. 11
Rolling out networks • A learning site will be chosen in each CHO. • This is for a six-month period, to identify learning to allow for further roll-out of other networks. • This is an opportunity to see the best way to roll out networks. • Currently in negotiations with unions. • The process to select a learning site in Cork and Kerry has yet to be confirmed. 12
Developing our identity Mary Smithwick, Communications Manager
Our Identity and Name • It’s important to have a name and identity that people connect with, both staff and public. • We arrived at our name after comprehensive consultation, through a survey and focus groups. • Staff made it clear that they wanted the name to reflect the geographical area – 68% preferred “Cork Kerry” to “Southern”. • There was a very strong feeling that the name should be clear, concise and simple. • Many people told us to keep the link with the HSE. 14
Our Identity and Branding • Comments on simplicity and maintaining a link with the HSE brand were prioritised. • Our new brand was developed in a cost-effective way. • The symbol represents not just Cork and Kerry. • There are many version of the visual identity for items like report, publications etc. • Branding guidelines are available on the HSE intranet. 15
Our Mission The mission statement is CORK KERRY designed to provide clarity for staff and the public on COMMUNITY what we aim to do for the HEALTHCARE people of Cork and Kerry on a day-to-day basis. Providing quality services to enable everyone to optimise their health and wellbeing 16
Accessible Our Vision The right service available, when and where it is needed The vision for the future of the CHO sets clear aspirations for the level of service we aim to achieve Our vision is for A healthier Cork High quality over the coming years. Responsive and Kerry with an A consistent A flexible service accessible, service that sets, that reacts responsive, maintains, and quickly and exceeds connected, and positively to meet standards of high quality changing needs excellence service valued by all Connected Services that are linked together so that everyone experiences seamless care 17
Our Values Our set of values are aligned with the national Integrity Learning HSE values, but also reflect our local priorities and the particular contexts faced by our staff and the people using our services. Partnership Respect These are the characteristics that we want to exhibit in all that we do. 18
Looking to the future and strategic planning Luke McCartney, Business Manager to the Chief Officer
Our Strategic To provide the best possible 1. Access access to our services Priorities To value and respect our staff, In order to realise our 2. People those who use our services, and vision and implement the their families and carers ethos and values that we To ensure we deliver the best want to create, we have 3. Quality possible quality, compliant identified six strategic services priorities for the next 3-5 years. To create a culture of efficiency 4. Resources that makes the best use of resources in all of our services Each priority is underpinned by specific 5. Health and To improve the health of all who objectives. live in Cork and Kerry Wellbeing To foster a culture of pride, 6. Engagement confidence & trust in our services 20
Delivering On Our Priorities In order to make our strategic priorities real we are: 1) Establishing 6 Strategic Priority Workstreams which will operate across Cork Kerry Community Healthcare, to develop detailed long term plans which will benefit everyone. 2) Asking managers in every area to identify ways to progress our priorities immediately within their local area. 21
How it will work 1. Strategic Priority Workstreams 2. Service Level Implementation • 6 new groups to be set up, one for each • Via existing management structures. priority area, each group to include: • Every manager and team to have the – A member of CHOMT as chair opportunity to input. – A nominated representative from each • Focus on identifying new or existing ways in care group which the strategic priorities are being delivered at a local, service level. – A nominated staff representative • Collect examples and share across the CHO. – A nominated clinical representative • Recognise the good practice already in • Focus on long term planning. place. • Inform annual service planning process. • Ownership for delivery remains with Heads of Service. • Service User Forum to be established. 22
? ? Questions and Discussion ? ? ?
News and Updates
National Staff Survey 2016 959 staff in Cork Kerry responded (Total number = 7,634 13%) Key positives Areas for improvement • Staff motivated with teams • Some staff feel undervalued working effectively together and refer to a lack of feedback from line managers • Individual objectives clear • Quality of communication and realistic poor • Staff feel trusted and most • Some believe the service level feel respected in their role is deteriorating • Staff are committed to • Uncertainty regarding the patients and service users overall strategy 25
HR News and Updates • Learning Education and Talent Development – work underway to develop statutory, mandatory and additional training programmes. • Recruitment and national opportunities. • Health and Safety – local post to start in 2018. • Garda Vetting. • Lansdowne Road II – planned pay increases to start in 2018, total of 5.7% by end of 2020. • Job Evaluation – process on-going. • Storm Ophelia – thank you on behalf of the management team. 26
Staff Awards 2018 • New initiative developed by sub-group of the Healthy Ireland Implementation Group. • The Making a Difference Awards will run early next year. • Nominations will open on January 8th and close on February 5th. • Judging will be done by an independent panel of three people. • There will be an awards ceremony on Friday March 2 nd at St Mary’s. 27
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