HR Strategy 2020 - 2024 - TUH
HR Strategy 2020 - 2024People Caring for People to Live Better Lives
Gender Breakdown737 2,259MALE(24.5%)48Classroom and VirtualTraining ProvidedNationalitiesRepresentedin TUHFACE TO FACETEACHINGE-LEARNING9,7003,574hourshoursOur Staffby CategoryFEMALE(75.5%)1,128460HEALTH & SOCIAL CAREPROFESSIONALSNURSING /MIDWIFERY266GENERALSUPPORTIn 2019 TUH employed2,683 staff(Whole Time Equivalents)from 48 different countries.The 2,683 WTEs equates to2,996 individual people whoprovide services in ourHospital. Staff are employedacross the Campus witheveryone contributing to thecare of our patients on a director indirect basis.2,996TOTAL220PATIENT &CLIENT CARE546MANAGEMENT /ADMINISTRATION376MEDICAL / DENTAL
ContentsForeword4Strategic Context6Strategic Priorities7Strategic Objectives9Appendix A - HR Strategic Implementation Plan11Acknowledgements15Tallaght University Hospital - HR Strategy 2020 – 2024 People Caring for People to Live Better Lives3
ForewordWelcome to Tallaght UniversityHospital’s HR Strategy for 2020-2024,this strategy is designed to supportthe implementation of the Hospital’sCorporate Strategy 2019 – 2024 as wellas the organisation’s Vision, Mission andValues. The HR Strategy also supportsthe three key principles of Attracting,Developing and Retaining an engaged,efficient and patient centred work force.Our hospital has a large diverseworkforce with over 3,000 staff from47 different nationalities, they workacross 12 different Directorates. Eachand every member of staff contributeto the delivery of safe and professionalcare to our patients. It is the role of HRto ensure that staff have the relevantknowledge, skills, competencies andsupport to do their jobs to the verybest of their ability. The HR team offerexpert advice and guidance to supportmanagers and assist in informeddecision making and offer all staffthe opportunity to grow and developprofessionally whilst working in theHospital.4Tallaght University Hospital - HR Strategy 2020 – 2024 The services provided within the HRDirectorate which will all focus on theimplementation of the strategy includeTalent Acquisition, HR Business Services,HR Business Partnering, OccupationalHealth & Wellbeing and Learning &Development.This Hospital is no stranger to challengingtimes and as we have demonstrated inthe past we are open to and adaptable tochange. No more so than this year, withCOVID, due to the calibre and commitmentof our staff we are working together tocontinue to provide the best possible careto the patients and indeed to one another.This strategy takes into account thechallenges COVID has presented us, bothnow and into the next few years, andhow we will support both managers andstaff in different ways of working. At thecentre of the objectives outlined in thestrategy is that we value our staff andtheir well-being, as we recognise ourvision of “People Caring for People toLive Better Lives”.Sharon Larkin, Director of HRPeople Caring for People to Live Better Lives
VisionOur vision is “People Caring forPeople to Live Better Lives” throughExcellent health outcomes supportedby evidenced based practicePositive patient and staff experiencein an empowering and caringenvironmentA culture of innovation and qualityimprovement in everything we doMissionOur mission is to enhance thewellbeing of our community throughcare and innovation. We strive toDeliver high quality care to our patientsEducate, train, challenge and empowerour staffFoster a culture of research andinnovationValuesOur CARE values – for patients, their families, our community and staff are:C Collaborate – together and with our academic and care partnersA Achieve – our goals, positive outcomes and wellbeingR Respect – for patients, each other and our environmentE Equity – for patients and staffTallaght University Hospital - HR Strategy 2020 – 2024 People Caring for People to Live Better Lives5
Strategic ContextThe development of the HR strategy was underpinnedby the following key factors:Engagement with relevant stakeholdersThe TUH corporate strategyThe HSE People StrategyThe impact of COVID-191 Engagement withStakeholders2 TUH CorporateStrategyIn developing the HR Strategy there wasengagement, through focus groups, withrelevant stakeholders including the HRDirectorate Team, Staff, Line Managers,Executive Management Team and the TradeUnion Alliance. The following key needs wereidentified from these focus groups:The TUH Strategy 2019-2024 was launchedin 2019 and its key aim is to improve accessto patient care. The TUH strategic prioritiesand objectives are set out in Figure 1. TheCorporate Strategy includes a combinationof care pathway design, digital enablementand capacity investment as well as thefostering of a culture of innovation andresearch as a means of ensuring that TUHprovide the best care options possible.Underpinning and embedded in the strategyis a commitment to investment in all thosewho work in TUH – its people.To attract the right staff through positivebranding, benefits and enhancedcollaboration with the educational sectorSuccession planning and developmentof staff supported by a comprehensiveeducation and training frameworkRetain staff through positive staffengagement, the development of aflexible workforce and a strong focus onstaff well-being6Tallaght University Hospital - HR Strategy 2020 – 2024 The specific focus on people in TUH’sCorporate Strategy is the acknowledgementthat a skilled, satisfied and motivatedworkforce is a prerequisite to high qualitypatient care and success in each of thestrategic priority objectives.People Caring for People to Live Better Lives
Figure ABLEMENTRESEARCH &INNOVATION1.Good Access – TUH will be a leader in patient flow improvement and willsignificantly improve waiting times for patients across all service areas2.Highly Integrated Care – We will redesign models of care from a patientperspective to ensure they receive high quality care and a positiveexperience in the right place, delivered by the right people at the right time3.Enhanced infrastructure – We will develop the capacity and infrastructureto deliver excellent care to all our patients4.Digital Enablement – We will transform the way we deliver care throughprogrammes of digital enablement5.Research & Innovation – We aim to build a reputation for translationalresearch, implementation science and innovation to underpin safer, betterand more integrated care6.People – We will become a ‘magnet’ organisation that attracts, develops andretains top talent as an employer of choiceTallaght University Hospital - HR Strategy 2020 – 2024 People Caring for People to Live Better Lives7
Health ServicesPeople Strategy2019-2024LEADERS IN PEOPLE SERVICESPeople Strategy FrameworkVISIONCOLLECTIVELEADERSHIPLeadership& CultureServiceDesign LENTEmployeeExperienceCapability& TalentWorkforcePlanning &IntelligenceNetwork& PartnerHR DigitalTransformationProfessionalHRServicesAn exceptional employee experiencethat engages the talent and nurtures theleadership capability of all individuals and teamsworking together to deliver safer better healthcare.MISSIONProvide professional HR services totransform the health services and create anenvironment that supports and valuesstaff as team members.EXCELLENTCAPABILITYSafer Better& Public Value63 The HSE People Strategy 2019 – 2024In 2018 the HSE and HR Leadership teamscommissioned a review of the PeopleStrategy 2015-2018 in the context ofSláintecare, Our Public Service 2020and HSE corporate priorities. A decisionwas taken to review progress, refocusefforts and refresh the People Strategy.This was done through engagement andconsultation, the review of performancedata and a detailed literature review offuture trends in HR.8Tallaght University Hospital - HR Strategy 2020 – 2024 The process culminated in an interactiveworkshop with HR Leaders from both HSEStatutory and Voluntary Hospitals. Theoutcome was a refreshed People Strategy andassociated strategic priorities. The core themesthat emerged were Leadership, Talent andCapability. These three themes resonated withthe needs identified in both the focus groupsand the TUH corporate strategy and weretherefore adopted as the drivers for the TUHHR strategy.People Caring for People to Live Better Lives
4 The impact of the COVID-19 PandemicAs the TUH HR Strategy was being finalised,the new challenge of COVID-19 emerged.This has resulted in dramatic changes toways of working and the HR Strategy hasbeen developed to take account of changesthat include:remote workingthe requirement for a flexible andmobile workforcethe availability and range of trainingrequired for technology to support thenew ways of workingthe need for enhanced psychological andwell-being support for all staff.HR Strategy:Strategic objectivesThe key objectives of the HR strategy are outlined below.These are designed to support and enhance the corporate strategy and to reflect the broader HSEHR strategy as well as integrating stakeholder views and the new challenges posed by COVID-19.It is recognised that the ongoing uncertainties created by COVID-19, together with otherpotential changes in the external environment, may redefine/reprioritise both the objectivesthemselves and how they are achieved.Good Access to patient care throughpatient flow improvements will besupported through the objectives outlinedunder Workforce Planning & Intelligenceand Service Design and Integration whichis understanding our staff and our patientneeds and building capacity within forworkforce planning. This will be supportedby the establishment of HR Data metrics toinform planning and decision making as wellas developing training for line managers inworkforce planning. Supporting staff in theimplementation of new models of care suchas the new Vartry Renal Unit, Reeves DaySurgery Centre at Tallaght Cross West andthe ICU extension.Integrated care where models of care areredesigned from a patient perspective to ensurethey receive high quality care and a positiveexperience in the right place, delivered by theright people at the right time, will be supportedthrough the objectives under Network & Partnerand Workforce Planning & Intelligence. There isa requirement to create, maintain and supportstaff to provide a new integrated care service andreact to strategic changes. The implementationof an automated NCHD call roster design willassist with matching rosters and staffing levelsto service needs. Enhanced integrated care withour community supported by the implementationof education programmes for Nursing staff in thecommunity health care sector upskilling themto deliver enhanced care to patients in the rightsetting and avoiding unnecessary admissions to anAcute Hospital setting.Tallaght University Hospital - HR Strategy 2020 – 2024 People Caring for People to Live Better Lives9
The TUH Corporate strategy outlines keyprojects that will be delivered to enhanceinfrastructure. HR will support line managerswith the service design, workforce planningand staff engagement for these projects aswell ensuring necessary training and supportis in place for staff so they are ready forchange.The transformation of care delivery throughprogrammes of digital enablement will besupported through the objectives underHR Digital Transformation. These includesupporting the training programme forthe implementation of the electronicpatient record not only from a technicaltraining perspective but also from a changemanagement perspective.The People Strategy and becoming a“magnet” organisation that attracts, developsand retains top talent as an employer ofchoice is supported through all three themesof Collective Leadership, Exceptional Talentand Excellent Capability as outlined in thefull HR Strategic Plan. The objectives areaimed to ensure a meaningful and safe workculture and an environment where staff areengaged, feel valued, and are emotionallyconnected. In particular the effect ofCOVID-19 has prioritised the requirement todevelop an empowerment self-managementculture for staff working remotely whererapport and trust is essential. With regardsto performance accountability the objectiveslook at developing performance capacity andcapability with the implementation of theHSE Performance Achievement Framework.Also the requirement for performancemanagement of staff remote working andthe implementation of associated policies,procedures and monitoring but alsoestablishing behavioural guidelines andbuilding trust.ImplementationBuilding a reputation for Research &Innovation through translational research,implementation science and innovationwhich will be supported through theobjectives under Employee Experience,Leadership and Culture and PerformanceAccountability. Focusing on the entireemployee experience along the full careerpathway to ensure research and innovationis a key component of job descriptions,supported by the learning and developmentstrategy and by networking with theeducational and technology sector.10Tallaght University Hospital - HR Strategy 2020 – 2024 The HR Directorate Senior ManagementTeam will lead out on the implementationof the strategic plan in Appendix A. Giventhe remaining four year span of thestrategy the implementation plan will beregularly reviewed to ensure its relevancy.Implementation will be action focused anda dynamic process which will be adaptedwhere necessary to take account of changesin policy, funding or other external/internalfactors. This HR Strategy is focused on peopleand relationships and is designed to createvalue and add impact to TUH’s strategicpriorities.People Caring for People to Live Better Lives
Appendix AHR StrategicImplementation PlanStrategic Priorities1 Collective LeadershipCOLLECTIVELEADERSHIP1.1Leadership& CulturesServiceDesign &IntegrationPerformanceAccountabilityLeadership & Culture – taking responsibility to work together to deliver “safer betterhealthcare”1.1.1 Implement and evaluate the HSE Values in Action Programme. The HSE Values inAction Programme is closely aligned with our own CARE values. By implementingthe programme and promoting the nine related behaviours, we aim to improveservice user experience and create a better workplace for our staff1.1.2 Continued development of the TUH Leadership Academy to include new mentoringand change programmes and the further development of the coaching programmeto ensure our staff are ready for the challenges ahead, nurturing leadershipcapability at all levels in the Hospital1.1.3 Development of the empowerment self-management culture for staff remoteworking through implementation of associated policies, procedures and training1.2Service Design & Integration – co design for future needs, supporting workforcetransformation and service design1.2.1 Supporting staff for implementation of new models of care in line with ourcorporate strategy e.g. Electronic Patient Record project, Reeves Day Surgery Centreat Tallaght Cross West and the opening of the Vartry Renal Unit1.2.2 Implementation of remote working policy and framework to support flexibleworking arrangements to support service needs/challenges.1.3Performance Accountability – deliver staff and public value by being accountable forperformance, developing performance capacity and capability, strengthening employeerelations and measuring performance1.3.1 Implement HSE Performance Achievement framework for all staff1.3.2 Redesign of work and performance management associated with remote working1.3.3 Introduce clear process pathways and supported training for line managers for thefollowing processes: Disciplinary, Grievance and Trust in CareTallaght University Hospital - HR Strategy 2020 – 2024 People Caring for People to Live Better Lives11
2 Exceptional lity& TalentWorkforcePlanning &IntelligenceEmployee Experience – Focus on wellbeing and engagement. To ensure a meaningfuland safe work culture and an environment where staff are engaged, feel valued, areemotionally connected, provide services they are proud of and are supported to takeresponsibility for their own health and well-being2.1.1 Re-invigorate the TUH Health & Wellbeing Work Committee to oversee theimplementation of a comprehensive programme focusing on Health & Wellbeingled by the Health & Wellbeing manager. The programme is outlined in theimplementation work plan2.1.2 Focusing on the entire employee experience along the full career pathway,implement an on boarding Hub – “Onboard@TUH” and a Talent ManagementModule on the Learning & Management System2.1.3 Expand on the current exit interview process for nursing and offer all those leavingthe Hospital an opportunity to complete an exit interview and provide their valuedfeedback. This feedback will be used to explore opportunities for improvementsand/or enhancements2.1.4 Utilise improvements in technology to establish new channels for communicationsand improve engagement with staff2.1.5 Upgrade key infrastructure in the library reading room2.1.6 Increase access for hospital staff to the library reading room services2.1.7 Survey NCHDs about their use of the clinical literature and their information needs2.1.8 Implement training programme for line managers on the management of staff whoare remote working2.2Capability & Talent – Invest in people & teams2.2.1 Implement training for staff on “change” to support the delivery of the objectives ofthe TUH strategy and impact of COVID-19 on ways of working2.2.2 Develop in-house capability to design and create our own e-learning programmes2.2.3 To address challenges associated with recruitment of skilled staff, implement andevaluate a Phlebotomist Training Programme2.2.4 Implementation of competency based framework for recruitment through to talentmanagement and succession planning2.3Workforce Planning & Intelligence – understand our people and build capacity forworkforce planning2.3.1 Establish HR Data metrics to inform planning and decision making2.3.2 Develop and implement training for line managers in workforce planning12Tallaght University Hospital - HR Strategy 2020 – 2024 People Caring for People to Live Better Lives
3 Excellent CapabilityEXCELLENTCAPABILITY3.1Network &PartnerHR DigitalTransformationProfessionalHR ServicesNetwork & Partner – Optimise the whole system. Partner with service users, localcommunities, stakeholders and service providers3.1.1 Implement & evaluate a “Clinical Skills Enhancement” Education Programme forNurses in Residential Settings in the region3.1.2 Delivery of a series of Masterclasses on Chronic Illnesses to nurses in Mental Health,Intellectual Disability Sector and Public Health/Community settings3.1.3 Continued development and marketing of our Walkways Programme to support rollout across the health service and further develop links with our business communityon post programme placements3.1.4 Establish partnerships with community groups such as the South Dublin CountyCouncil volunteer group to expand on the volunteer resources that current providean invaluable service to the Hospital3.1.5 Redesign processes to optimise access to online clinical information services3.2HR Digital Transformation – connect and innovate. Creating a digital culture and workforceby supporting the development of digital skills3.2.1 Support the training programme for the implementation of the electronic patientrecord project3.2.2 Streamline processes in HR with the use of Robotic Process Automation3.2.3 Implement upgrade of AV equipment in the Hospital and training for staff onteleconferencing, podcasting etc.3.2.4 Implement training programme for staff on remote working3.3Professional HR Services – Focus on People and Relationships. Responsive and competentHR services designed to create value and impact to organisational priorities3.3.1 Review of HR Policies to reflect changes in legislation and best practice3.3.2 Continue to provide workshops to line managers on updates on policies orprocedures as required3.3.3 Review and update HR Directorate intranet content and establish links with thenew staff app3.3.4 Implementation of pension statements for staff in the Single Service PensionSchemeTallaght University Hospital - HR Strategy 2020 – 2024 People Caring for People to Live Better Lives13
Thank you to our stafffor all that you doTUHWorkingTogether14Tallaght University Hospital - HR Strategy 2020 – 2024 People Caring for People to Live Better Lives
Acknowledgements:I would like to acknowledge the contribution of all those who participated inthe development of the HR Strategy 2020 - 2024, my Executive ManagementTeam Colleagues, members of the Trade Union Alliance, Line Managers andStaff and members of the HR Directorate team who participated in stakeholderfocus groups.I would also like to thank the members of the Staff and OrganisationDevelopment Sub Committee of the Hospital Board for their ongoing supportand input into this Strategy.Finally, I would like to express my gratitude to all the staff in the HRDirectorate comprising of the HR Department, the Centre for Learning& Development, the Library and the Occupational Health & Well-beingDepartment for their valued work commitment to the services they provideand I look forward to working together to implement the objectives outlinedin the Strategy.Tallaght University Hospital - HR Strategy 2020 – 2024 People Caring for People to Live Better Lives15
Tallaght University HospitalTallaght, Dublin 24D24 NR0A Irelandwww.tuh.ie
4 Tallaght University Hospital - HR Strategy 2020 - 2024 People Caring for People to Live Better Lives Foreword Welcome to Tallaght University Hospital's HR Strategy for 2020-2024, this strategy is designed to support the implementation of the Hospital's Corporate Strategy 2019 - 2024 as well
EMPLOYMENT/UNEMPLOYMENT DATA. . . 36 . Bill Galvin Alderperson April 2024 Craig Stevens Alderperson April 2024 Steven Campbell Alderperson April 2024 Randy Scannell Alderperson April 2024 Chris Wery Alderperson April 2024 Brian Johnson Alderperson April 2024 Mark Steuer Alderperson April 2024 Melinda Eck Alderperson April 2024
telc Deutsch A1 Audit valid until: 1 March 2024 . Start Deutsch 2 telc Deutsch A2 Audit valid until: 1 March 2024 . Zertifikat Deutsch B1 telc Deutsch B1 Audit valid until: 1 March 2024 . telc Deutsch B2 Audit valid until: 1 March 2024 . telc Deutsch C1 Hochschule Audit valid until: 10 January 2024 .
Suffixes 3 Keywords clar i fy—KLAR-uh-fi verb 1. to make clear or pure 2. to make understandable com put er ize—kuhm-PYOO-tuh-riz verb to organize, control, or produce something using a computer dis in te grate—dihs-IHN-tuh-grayt verb 1. to break into small parts, pieces, or e
Thermo Scientific Symphony pH Meter pH 4500H-B 06/25/2024 Phosphate Contract Lab A & B Environmental Services, Inc. 06/25/2024 Silica Contract Lab A & B Environmental Services, Inc. 06/25/2024 Thermo Scientific Symphony pH Meter Temperature 2550 06/25/2024 Lab ID: AL0290014
ICC Cricket World Cup 2023 Matches: 48 ODI Venue: India 23-Jun Asia Cup, 2023 Matches: 12 ODI and 1 Final match Venue: Sri Lanka Status: On Schedule Jun - Jul 2024 Champions Trophy 2024 Matches: 15 ODI Venue: TBD Oct - Sep 2024 T20 World Cup 2024 Matches: 55 T20 Venue: TBD 25-Jun World Test Championship 2025
BEVERLY Hodgson Teaching Staff 02.09.2025 DANIELLE Boardman Science Prep Room 24.04.2024 DAVID King Site Staff at AW6 02/09/2025 ELAINE Coker Teaching Staff 27.10.2024 ELSPETH Parkhouse AWH Receptionist 02/09/2025 FAYE Howkins Teaching Staff 18.05.2024 HANNAH Fraser Head of Geography/Teacher 24.04.2024 JAMES Collins Teaching Staff 02/09/2025
900 Avila Street, Suite 102, Los Angeles, CA 90012 213.229.0985 info@heychj.org Strategic Plan 2022 - 2024 . CHJ STRATEGIC PLAN 2022 - 2024 JANUARY 2022 Contents 1 Welcome Letter . We are pleased to share our 2022 - 2024 Strategic Plan guiding our services for the next three years. The process that led to the creation of the Plan .
M20924891 Lopez, Jose Gerardo Citation Arraignment Filing Agency #: 20-604 M20920196 Lopez, Jose Manuel, JR Jail Release Arraignment Filing Agency #: 20-26090 M20924360 Lopez, Manuel Louis Surety Bond Jury Trial M20923837 Lopez, Michael Paul Citation Arraignment M17926273 Lopez, Raymond Fugitive Arraignment M19928461 Lopez, Robert A DPD: Public .
