IN THIS SECTION

Consultant Strategy

IMO Consultant Strategy and Work Plan

Economic Context: Austerity

State committed to reduce the deficit to 3% of GNP by 2015 (EuroStat – 32% in 2010)
€6 billion taken out of State spending in 2010
Further €9 billion to be taken out over the next three years
EU / ECB / IMF supervising State’s finances
Programme for Government commits to reduce public sector payroll by approximately 23,000 over the lifetime of the current Dail
Those who remain – further pay cuts or redundancies prevented by Public Service Agreement (2010 – 2014) BUT modernisation and radical change are promised
Health spending to be €1 billion (€650 million net) lower in 2011 than in 2010
The Governent has a significant mandate to implement change
The Government’s mantra will continue to be “more with less.”

IMO Ready for Change - Maintaining the status quo is not an option

Key Priorities

Consultant Contracts
- To establish the priorities for the contract

Common Contract 2008

New Contract Priorities

Determine the best options on new payment systems
Develop a strategy for the fair measurement and reporting of consultant output taking into account existing arrangements and potential changes
Consider the issues arising out of the establishment of trusts or independent boards for hospitals
Identify the priorities for inclusion in any new contract
Provisions for compliance with EWTD and achieve better work life balance
Work to ensure consultants can optimise maintenance of professional competence and ongoing medical education

IMO Consultant Strategy
Capacity Planning/ Retention

IMO will highlight shortage of consultant numbers against European average per head of population
Investigate reasons for potential high turnover of consultants in health service
Clarify role of clinical managers as guardians of quality rather than owners of budgets
Identify time spent on non clinical work by consultants

Policy development

IMO in consultation with members will develop a range of consultant policy positions on specific issues e.g. Health Service, Societal, Education
Gather the facts and publicise curtailment of patient services (e.g. FOI requests)
Investigate and address regional specific issues identified in the survey

Professionalism

Survey consultants on professionalism and how it is undermined within their working environment
IMO will engage in identifying scope of practice arrangements and preserve the unique role of consultants
Identify work that blocks consultant providing optimum medical service
IMO will initiate a national consultant week to highlight the positive role of consultants

Morale

IMO establish consultant review groups to explore and validate ‘morale’ issues
Establish the priorities to achieve and inclusive and effective communication systems within HSE and try and shape what it would look like.

Consultant Membership

Professional Competence/ Irish Medical Council

Lobby to ensure proper regulation of doctors providing medical services from outside the jurisdiction
Produce a guide to members on how to deal with Professional Competence requirements
Develop and maintain good relations with the Medical Council

HIQA

To ensure that requirements are in line with the contract and not overly onerus
In light of the IMO submission to HIQA on the Draft National Standards for Safer Better Care to monitor the output of HIQA and the impact of proposals on consultants.

Areas of Involvement

Conclusion

Effective & engaged Committee key to successful implementation of Strategy & Work plan
Support the Executive in all endeavours
Ensure awareness and engagement amongst colleagues
There are no shortcuts to great achievements but working together will make the journey less onerous

Have a question? Please get in touch with us and we will be happy to answer.