Written answers

Thursday, 2 October 2025

Department of Health

Health Services Waiting Lists

Photo of Seán FlemingSeán Fleming (Laois, Fianna Fail)
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135. To ask the Minister for Health for an update on her review of the use by the health service of third-party insourcing; and if she will make a statement on the matter. [52366/25]

Photo of Jennifer Carroll MacNeillJennifer Carroll MacNeill (Dún Laoghaire, Fine Gael)
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Insourcing and outsourcing have been used as tactical responses to waiting list pressures and have delivered real benefits. However, they must be seen as transitional tools, not permanent fixtures.

I firmly believe that we are overly reliant on insourcing and private sector outsourcing to deal with our waiting lists. The long-term goal remains, to build sustainable internal capacity within the public system and ensure that this is maximised to the greatest extent through greater productivity and efficiencies.

Given my concerns about the operation of the insourcing model in particular, earlier this year I asked the CEO of the HSE to conduct a review of insourcing and outsourcing. Having considered the Review with my officials and the HSE, I wrote to the CEO in August authorising him to introduce a number of control measures to restrict the use of third-party insourcing.

These enhanced safeguards required other capacity to be fully utilised before third-party insourcing could be considered, including:

  • All core capacity
  • Standard overtime and Agency staffing for specialist clinics (traditional insourcing), and
  • Approved offsite outsourcing.
Any proposal for third-party insourcing must be approved by the hospital CEO; kept under review by the IHA manager or REO.

These measures are intended to reduce reliance on inappropriate 3rd party insourcing while maintaining all options for the provision of care to patients. We need to move away from our dependency on this model to fully use the internal underutilised capacity we have within our core health service.

This means productivity in the HSE itself must improve and we are taking action to address this.
  • Through the full implementation of the Public Only Consultant Contract (the POCC) for more efficient rostering of services across 6/7 days.
  • Better scheduling of outpatients to maximise existing resource utilisation.
  • Improved benchmarking and standardisation of scheduled care, and
  • Maximising physical assets including diagnostics, surgical hubs, and virtual wards where appropriate.
Given the time lag in these productivity measures impacting on scheduled care performance I approved a recommendation in the CEO’s report that the HSE engages with the NTPF and private providers, including non-hospital providers, to develop an expanded framework to outsource scheduled care work once all core capacity has been utilised.

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