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Strategic Objective One: Develop an effective and efficient register that is responsive to the changing needs of the medical profession

Entry to the medical register allows doctors to practise medicine in Ireland. The Medical Council’s work in the registration process is of pivotal importance to patients by making sure that the necessary safeguards are in place before a doctor earns the right to practise.

• 603 pre-registration examinations were sat to gain entry to the Irish medical register. There was a 45% pass rate on both the computer - based and clinical - based pre-registration examination system.
• 19,049 doctors were registered in 2014. This is the highest amount of doctors on the register in a decade.
• Approximately 1,800 doctors were registered with the Medical Council for the first time.
• The second annual Medical Workforce Intelligence report was launched August.

Strategic Objective Two: Create a supportive learning environment to enable good professional practice

The learning environment plays a pivotal role in shaping doctors’ practice throughout their professional lives. The Medical Council placed a significant emphasis in 2014 on developing supports and improving standards in medical education and training.

• Accreditation inspections were undertaken in University College Cork, National University of Ireland Galway, Perdana University - Royal College of Surgeons in Ireland and Bahrain Medical School – Royal College of Surgeons.
• New specialties recognised in 2014 were; Intensive Care Medicine, Neonatology, Pain Medicine and Vascular Surgery.
• The first national trainee experience survey Your Training Counts was conducted between April and July and findings were launched in December. 

Strategic Objective Three: Maintain the confidence of the public and profession in the Medical Council’s processes by developing a proportionate and targeted approach to regulatory activities

The Medical Council’s processes for complaints about doctors are designed to safeguard members of the public, and focus on investigating complaints in a robust and fair manner.

• 308 complaints were received by the Council. 
• There were 19 fitness to practise inquiries completed in 2014.
• A project commenced in 2014 to review complaints data from 2008-2012, and offer an overview of complaint numbers, outcomes and redress. The research will be published in July 2015.

Strategic Objective Four: Enhance patient safety through insightful research and greater engagement

Engagement with the public, doctors and partner organisations continued to be a focus for the Medical Council in 2014, while the Council’s research focus broadened during the year, with a range of research projects undertaken, including:

• Talking about Good Professional Practice – capturing the views of both patients and doctors on what good practice in Ireland means to them. 
• The Workforce Intelligence Report – providing practice and workforce information.
• Your Training Counts – the Medical Council’s first ever national survey of all trainee doctors in the country.

Strategic Objective Five: Build an organisational culture that supports leadership and learning

Activities in 2014 focused on implementing best practice in governance and human resources.

• The Medical Council’s Performance Management Development System was updated to reflect the new organisational strategy. 
• A learning and development plan for Council was drafted by the Nominations and Development Committee and a total of six tailored training courses were delivered under this plan.
• A review of the Medical Council’s Corporate Governance Framework was carried out resulting in a revised and updated corporate governance handbook for Council.

Strategic Objective Six: Develop a sustainable and high - performing organisation

An emphasis was placed on business process improvement in 2014, with a continued focus on providing services in a cost-effective manner.

• The Medical Council’s Statement of Strategy 2014-2018 was launched, clarifying its objectives over the five year period.
• Quarterly reports on performance against financial targets were provided to the Audit, Strategy and Risk Committee and to Council.
• A number of procurement related initiatives were conducted, with a view to heightening procurement awareness and achieving value for money.