HSE | Corporate Centre Review
  Background, New Structures 
  &
  Organisational Chart
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  HSE | Corporate Centre Review
     Background/ Why are we doing this
                                In December 2019 the CEO commissioned a review of the HSE Corporate Centre to determine how the HSE's corporate services are 
                                geared to support operational services, e.g. hospital groups, community healthcare organisations, and related services. The work 
                                commenced in January 2020 and we are now moving forward with the implementation phase. 
                                The main focus of everybody in the HSE and our partner organisations in recent weeks has naturally been on containing and repairing the 
                                damage caused by the criminal cyber-attack, and on minimising risks to patient safety. 
           What is the 
           What is the          The lessons learned during the Covid-19 pandemic and those we will come to learn in the aftermath of the cyber attack demonstrate a more 
          purpose of the        effective way that the centre of the HSE can work with the services. We saw:
          purpose of the 
        Corporate Centre 
        Corporate Centre               – Improved decision making and speed of response between the HSE Corporate Centre and services 
             Review?
             Review?                   – Focused problem solving with collaboration and innovation across the HSE Corporate Centre 
                                       – Open and transparent engagement with stakeholders, which has helped to build trust and confidence 
                                       – The importance of data as a powerful and indispensable tool in the efficient management of the health system
                                       – The role of telehealth in enabling change, quickly and effectively 
                                       – Ensuring Public Health plays a more prominent role in healthcare.
                                  
                                Our experience in dealing with Covid-19 has given us a huge insight into better ways of working together. In delivering this programme we 
                                have been working to the following principles: 
        Key Principles of             – Being pragmatic and focused on targeted performance improvements in the way we work together - not on fixing everything
        Key Principles of 
          the Corporate 
          the Corporate               – Taking a simple approach to completing the new design, communications and engagement, business readiness and 
          Centre Review
          Centre Review                 implementation
                                      – Focusing our efforts, and doing more detailed design, on the functions requiring the greatest level of change.
                                      – Taking a collaborative approach and involving staff where appropriate and necessary, acknowledging the demands of the on-
                                        going Covid response.
                                      – Communicating with staff along the way and particularly with those who may face a higher degree of change.
   HSE | Corporate Centre Review
        Meetings, Workshops & International Consultations
              Widespread consultation has taken place to inform this project with the participation of many senior managers and individuals from the organisation and covering key 
              areas of the Corporate Centre. This has included design workshops and consultations with international experts.
          •  1-2-1 meetings with the HSE Board, HSE Executive Management Team and HSE Senior Staff
          •  103 meetings held since January 2021 with senior managers across the HSE Corporate Centre
          •  Meetings held with individuals from Clinical, HR, Operations, Healthcare Strategy, National Services, HBS, Health & Wellbeing, Governance & Risk, Quality & 
             Patient Safety, Strategic Planning, National Schemes & Reimbursement, Finance and many other areas 
          •  31 Design Workshops held from Oct involving the areas of Human Resources, Healthcare Strategy, Transformation, Operations and Health & Wellbeing 
          •  28 international health Subject Matter Experts also advised on new Corporate Centre design from Australia, Canada, New Zealand, Norway, Singapore, Sweden 
             and the UK.
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   HSE | Corporate Centre Review
        Where we are now
           •  Over the past number of months the CEO, along with EMT colleagues, have worked, with the support of EY, to develop revised structures for the centre of the 
              HSE. A new design structure has now been agreed for the HSE Corporate Centre and will be communicated to staff later this month. While very significant 
              progress has been achieved there is more work to do and the implementation of additional areas of work will be phased in over time. 
        What are the key changes? 
           Changes to Integrated Operations                                              Moving to Internal Audit                                                    Moving to Finance
           •  Service Planning moving to Integrated Operations                           •                                                                           •  HBS Finance Services
                                                                                            Health Care Audit
           •  Patient & Service User Experience will be                                                                                                              •  Payroll 
              established                                                                                                                                            •  Procurement
                                                                                         Moving to Human Resources
           •  Health Identifier Service moving to Integrated                             •  National Integrated Staff Records and Pay 
              Operations                                                                    Programme (NiSRP)                                                        Changes to Healthcare Strategy 
           •  National Schemes & Reimbursement become one                                •                                                                           •  Moving into Healthcare Strategy: 
                                                                                            HBS HR was incorporated into National HR 
              national entity                                                                                                                                                 •  Change management/process 
                                                                                            earlier this year.
                                                                                         •  Culture and Capability incorporates Staff                                            improvement (Change and 
           Changes to Clinical                                                              Engagement and Culture; Leadership Learning                                          Innovation)  
           •  One national Quality & Patient Safety function                                                                                                                  •  Digital Transformation and 
                                                                                            and Talent Management; Diversity Equality and 
           •  Establishment of a Clinical Programme Delivery                                Inclusion                                                                            Innovation
              function which will bring together ONMSD, NDTP,                                                                                                        •  Governance and Risk will be established 
              HSCP with other clinical components                                                                                                                    •  Strategy and Research redesigned
                                                                                         Moving to eHealth and Disruptive Technology 
           •  Integrated Clinical Care, Design and Innovation                            •                                                                           •  Estates (Capital and Assets) moves out of 
                                                                                            SAP CoE (Centre of Excellence) 
              redesigned                                                                                                                                                HBS into Healthcare Strategy
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     Corporate Centre Review Outcomes
             Outcomes to be achieved by the Corporate                                                Lessons Learned from COVID-19 response
                                Centre Review
                                                                                                Collaboration across the HSE Corporate Centre to solve focused problems
          Acceleration of the transformation of our health service
                                                                                                Relationship between the HSE corporate Centre and the Services with improved 
          Clarity on accountabilities and interactions with the system                            decision making and speed of response
                                                                                                Open and transparent engagement with stakeholders which built trust and 
          Collaboration across the HSE Corporate Centre                                           confidence 
                                                                                                Ways of working and streamlined decision making
          Leaner, more efficient and strategic corporate centre that delivers 
             value for money                                                                    Importance of data as a powerful and indispensable tool in the efficient 
                                                                                                   management of the health system
          Enabling integrated healthcare delivery closer to the patient                       
                                                                                                   Telehealth to enable change
          Galvanising the workforce – attracting, developing and retaining talent              Integration of community and acute systems and flexibility of resources across 
                                                                                                   community and acute systems
          New ways of delivering patient services enabled through                              Ensuring Public Health plays a more prominent role in healthcare
             strengthening ICT innovations, telehealth and using virtual 
             communication platforms                                                            The COVID pandemic has created the opportunity to transform the Health Service 
                                                                                                Changes to Functional Responsibilities in relation to Test and Trace, and PPE 
          Roadmap to Sláintecare and Healthcare Reform                                            and Sourcing and Logistics, Public Health