Strategic Plan for 2025-2029
The strategy sets a bold course for the future, built around a single, powerful mission: to deliver innovative, patient-centred care that continuously anticipates and adapts to meet the evolving needs of our community. The plan comes at an important time for healthcare in Ireland, as demographics change, growing patient complexity, and a changing national health agenda. The TUH catchment population is expected to reach one million by 2030, up from 800,000 in 2024, with West Dublin among the fastest-growing regions in the country. You can view the strategy via this link.
HANA Report Round 3
The third round of this major study carried out by leading academics at Trinity College Dublin has found that over 90%* of locals surveyed feel Tallaght University Hospital (TUH) is of benefit to the local community. The Health Assets & Needs Assessment (HANA) report also found that over 76% of those living in Tallaght are satisfied with the quality of care they have received at the Hospital while almost 78% would recommend TUH to a friend. The publication of this report supports the Hospital in the development of its strategy as it highlights where improvements are needed to ensure equitable healthcare access for people in our community. You can learn more about the report via this link.
The HANA report which was supported and funded by the Adelaide Health Foundation and the Health Service Executive (HSE) was launched today in Tallaght Community Library. This study is an important one for hospital management as it informs how we develop and plan our services.
Gender Pay Gap Report
The gender pay gap is the difference in the average hourly wage of men and women across a workforce. The Gender Pay Gap Information Act 2021 requires organisations to report on their hourly gender pay gap across a range of metrics. Organisations with over 250 employees are were asked to report on their gender pay gap for the first time in 2022. This is a link to the 2024 TUH Gender Pay Gap Report.
Nursing Strategy 2022-2027
This strategy document underpins the vision and objectives of the overall hospital strategy. This strategy is timely, launched in a period of healthcare which serves to remind us of the central role that the nursing profession play in the provision of the health service. Nursing, including Health Care Assistant colleagues, is the largest component of the TUH workforce, integral to the majority of services and whose core values are to care for patients and families with compassion, commitment and clinical expertise 24/7. The strategic plan provides the direction to continue making TUH an employer of choice and to nurture leadership across the nursing service, a full copy of the strategy can be found via this link.
Quality Risk & Safety Management Strategy
The strategy focusses on specific quality goals that are central to achieving excellence in healthcare. We are committed to the delivery of effective, safe, person centred care by highly trained and motivated staff as enshrined in our CARE values of Collaboration, Achievement, Respect and Equity. This QSRM strategy outlines how we will develop our people and strengthen our quality in order to deliver the best care to our patients. You can read a copy of the strategy via this link.
TUH Research Strategy
There is an important link between research and innovation and the Hospital works hard to be at the forefront of translational research that adds value to patient care. The five year strategy will encourage and foster hospital led creativity and innovation supporting the overall hospital strategy published in December 2019. The strategy identifies five priority areas with key targets set for delivering each element of the strategy. A full copy of the strategy can be accessed via this link.
Update on Implementation of HIQA Recommendations
HIQA carried out an unannounced inspection of TUH against the National Standards for the Prevention & Control of Healthcare Associated infections in December 2020. The Deputy CEO and members of the Infection Prevention & Control Committee along with other relevant stakeholders have developed a quality improvement plan to address the issues identified. A total of 97% of the actions have been completed. Work ongoing for the remaining 3%, with the aim to have these completed by the end of 2021. The Quality Improvement Plan implemented following this visit can be access through this link.
Tallaght University Hospital Quality Improvement Plans - Infection Prevention Control
On December 2nd 2015, HIQA published a report with a series of findings and recommendations following an unannounced inspection on September 23rd to assess the hospital’s progress against the National Standards for the Prevention and Control of Healthcare Acquired Infections. Since the visit, an infection control quality improvement group has been established to develop and implement a quality improvement plan to address the issues above. This table summarises the progress which has been made against this plan.
In September 2015, HIQA carried out an unannounced inspection of Tallaght Hospital in relation to our compliance with national standards for infection prevention and control. A number of recommendations were provided as part of this report. These formed the basis of a Quality Improvement Plan which can be found here.
Empeira Report - July 2015
Good governance is an important driver of good management, good performance, good stewardship of public funds, good public engagement and ultimately good outcomes for patients. Governance is an ongoing process which requires constant focus. The approach being taken in Tallaght Hospital involves robust systems and processes, ongoing vigilance and an open proactive learning culture. Towards the end of 2014, the Board adopted a comprehensive Code of Governance Manual which incorporated current best practice in corporate governance and published it on the Hospital website. It also adopted new bye-laws which provided for a staggered turnover among Board members and a limit on the time a person can serve on the Board (both of which accord with current best practice) as well as an increase from 9 to 11 in the size of the Board. In early January 2015, and again in line with best practice, the Hospital Board engaged Emperia to help it undertake an externally facilitated review of its own effectiveness. Emperia’s report was considered by the Board at its meeting of July 29th. The review confirms that overall the Board is working well but that it now needs to focus more on strategy and communications. To read the report click here
