Alan Kelly (Tipperary, Labour) | Oireachtas source

I thank Dr. Kinsella for attending. He made us aware of the paper at a very opportune time for this committee, given what we are studying. I have a few questions and observations. It is a great study and the timing is very important for us. We have a defined period to do this work, but as regards governance structure, Dr. Kinsella has a great deal of analysis of what is going on across different jurisdictions. I agree there is no one model that can fit - there never is - but as regards planting a model here, what would the structure be? Can we define it? Could Dr. Kinsella come back to us at a later date with something that we will not stick him with but that, from his analysis, will work best? There is a requirement for far more continuous input and analysis into it than just sticking it between the Department of Health and the HSE. The Department of Public Expenditure and Reform would have to play a significant role, from my knowledge.

In respect of Dr. Kinsella's analysis and correlating it to Ireland, my background is IT, where there is a saying, "dumb data in, dumb data out". How good is the raw data here in Ireland? Are there sectoral differences? Are there differences across different areas? That would be an issue. I am very much taken by Dr. Kinsella's story in respect of technology change and how it is not prepared for. The story in regard to dialysis is a very good example. Is that something that is present across the board in respect of other countries and how does it relate to Ireland? Technology in health care is changing dramatically all the time. Are we prepared for it?

On forecasting in Wales, Dr. Kinsella said they were held to account. How were they held to account? In a situation where that happened in Ireland, where someone did not do their work, there would be a political outcry, saying that people are not getting services, and then everyone would buckle. How is the Welsh approach different to than here?

In respect of the qualitative-quantitative issue, there is a huge volume of quantitative data out there that needs analysis. I presume the qualitative analysis is necessary on top of it to execute continuous workforce planning. What are the best examples across those Dr. Kinsella has studied for getting that information? This is a continuous process. It is an iterative process. Workforce planning never stops; it is continuous. Could Dr. Kinsella discuss the provision of that qualitative data and the engagement process, with models of engagement that worked across jurisdictions? I am not sure the information will get out there.

Dr. Kinsella spoke earlier about how he believes that the majority of people do forecast and if they are held to account they are very honest about it. In one of our submissions, which I was reading last week, the CEO of one of the hospital groups proposed, as one of her main solutions, to take a great deal of money off the group and put it into community care. That would solve most of her issues. I found that to be incredibly honest.

Could Dr. Kinsella speak about gathering that information and the models that worked? I thank Dr. Kinsella. It is a very good study.