http://hdl.handle.net/10147/47780 Search the Channel search http://www.lenus.ie/hse/simple-search http://hdl.handle.net/10147/145083 Title: Creating a positive working environment<br/><br/>Authors: Health Service Executive (HSE) Dublin North East<br/><br/>Description: A positive workplace can mean the difference between success and failure for an organisation. Good relationships among employees can lead to improved teamwork and,in turn, to a more responsive client/patient-focused service. In recognition of this, the HSE Dublin North East Region decided earlier this year to set up a Positive Workplaces Strategy Group. Wed, 28 Sep 2011 22:58:59 GMT http://hdl.handle.net/10147/141549 Title: Monthly performance and supplementary reports 2011 / Health Service Executive<br/><br/>Authors: Health Service Executive (HSE) Fri, 29 Oct 2010 22:58:59 GMT http://hdl.handle.net/10147/133450 Title: Health Service Executive annual report and financial statements 2010<br/><br/>Authors: Health Service Executive (HSE)<br/><br/>Description: HSE delivers on 2010 Service Plan and embraces significant challenges for 2011. The HSE Annual Report 2010, confirms that the HSE substantially delivered on its service plan commitments for 2010 in terms of the level of service provided, employment levels and funding. In 2010 the HSE had a budget of €14.2 billion while its budget for 2011 is€13.4bn.Reductions in the overall budget allocation required a relentless focus on achieving savings in non-service areas in order to protect access to frontline services. €127 million in savings were delivered through reducing the cost of procuring goods and services. Savings of €17.7million were achieved by reducing the costs of drugs and medicines. Tue, 14 Jun 2011 22:58:59 GMT http://hdl.handle.net/10147/129850 Title: Report on the review of the effectiveness of the system of internal financial control<br/><br/>Authors: Health Service Executive (HSE)<br/><br/>Description: Internal control in the public sector must be understood within the context of the specific characteristicsof the organisation i.e. the focus on meeting social and/or political objectives; the proper use of publicfunds; the importance of the budget cycle; the complexity of performance and the corresponding broadscope of public accountability. A solid internal control framework is required to underpin theseorganisational operations and set the keystone to good governance.The HSE’s system of internal control is intended to provide a framework which promotes best practicethroughout the organisation, safeguards the assets of the HSE and plays an important role in preventingand detecting fraud and protecting the organisation's resources. It is a means by which an organisation'sresources are directed, monitored, and measured. It is the means by which management is ensured thatthey are not unnecessarily exposed to avoidable financial risk and that financial information within thebusiness and for publication is reliable.Effective internal control assists the organisation achieve its operations, internal and external financialreporting and compliance objectives. Effective internal controls is a built-in part of the managementprocess to plan, organise, direct and control the business thus keeping the organisation on coursetowards its objectives and the achievement of its mission. The system of internal controls in the HSEcannot ensure success of these objectives, rather it is designed to provide reasonable assuranceregarding the achievement of the set down goals. Reasonable assurance is the concept thatacknowledges that the HSE control systems shall be maintained and developed where required to providemanagement with the appropriate balance between risk of a certain business practice and the level ofcontrol required to ensure business objectives are met. Effective internal control implies that the HSEadopts best practice, generates reliable financial reporting and complies with the laws and regulationsthat apply to it.There is growing appreciation that effective internal control does not evolve naturally. It requiresconcerted effort on an ongoing basis from all staff in the organisation. Because internal control servesmany important purposes, there are increasing calls for better internal control systems and report cardson them. This report undertook to perform a formal internal review of the control framework within theHSE with the goal of ascertaining its overall effectiveness.The review examined the key processes in place across the HSE which are in place to provide an effectiveinternal control environment. Thu, 19 May 2011 22:58:59 GMT http://hdl.handle.net/10147/129574 Title: HSE Dublin Mid-Leinster regional service plan 2011<br/><br/>Authors: Health Service Executive (HSE) Dublin Mid-Leinster Fri, 29 Oct 2010 22:58:59 GMT http://hdl.handle.net/10147/125154 Title: Dublin North East service plan 2011<br/><br/>Authors: Health Service Executive (HSE) Sat, 26 Feb 2011 22:58:59 GMT http://hdl.handle.net/10147/125205 Title: Health Service Executive regional service plan 2011 area west<br/><br/>Authors: Health Service Executive (HSE) Sat, 29 Jan 2011 22:58:59 GMT http://hdl.handle.net/10147/124871 Title: The Health Service Executive superannuation scheme annual report 2009<br/><br/>Authors: Health Service Executive (HSE) Wed, 29 Oct 2008 22:58:59 GMT http://hdl.handle.net/10147/121258 Title: HSE South regional service plan 2011<br/><br/>Authors: Health Service Executive (HSE) South Thu, 03 Feb 2011 22:58:59 GMT http://hdl.handle.net/10147/120399 Title: 2009 annual report: mediation service - Health and Social Care Services<br/><br/>Authors: Health and Social Care Services (HSCS) Mon, 11 Jan 2010 22:58:59 GMT