Delivering transformation together Sharon Gallagher Director of Transformation

Delivering transformation together Sharon Gallagher - Director of Transformation, Department of Health NI Martin Dillon - Chief Executive, Belfast Health and Social Care Trust Dr Colin Fitzpatrick - Royal College of General Practitioners, NI Nora Smith - Chief Executive and Secretariat Health Special Interest Group, CO 3 Colette Goldrick - NI Director, Association of the British Pharmaceutical Industry #NICON 17

Delivering Transformation Together: the journey so far Sharon Gallagher, Director of Transformation, Department of Health

Changing population needs Political context Challenges and Opportunities Workforce Advances in treatments and therapies How we are organised

Improving the health of our people Supporting and empowering staff The Ambition Improving the quality and experience of care Ensuring sustainability of our services

Priorities and Action Publication of plan for stabilising Elective Care Reconfiguration of services getting underway Evidence based development work for Elective Care Centres Growing multidisciplinary models in primary care Developing community capacity and prevention Expert Panel for Reform of Adult Social Care concluding Improvement, Leadership and Workforce Harnessing the potential from technology and innovation Governance and system leadership in place Innovative transformation and improvement initiatives are happening across our system every day, improving outcomes for those that use our services

Creating the conditions for change • Empowering staff to own the changes • More streamlined and responsive decision making • Learning and continuous improvement – not ‘blame’ • Promoting what’s positive about HSC • Building on existing and creating new partnerships • One system - shared challenges need shared solutions

Delivering Transformation Together Belfast Trust Experience Martin Dillon, Chief Executive

New Directions l l l Our blueprint for future health and social care delivery in the Belfast Trust area Clear alignment with regional work streams Both hospital and community Clinically led Managerially supported Data driven

3. Clearly defining the problems Emergency and urgent care Too many acute hospitals and emergency departments Planned care Cancellations Long waiting times Growing rota gaps with heavy reliance on expensive agency staff Suboptimal facilities Variability in the quality care Ambulatory surgery rates Niall Herity 2016

A toxic mix: emergency and elective work

From this… MIH RGH BCH MPH Niall Herity 2016

To this Ambulatory Surgery Centre Emergency Care and Trauma Centre Ambulatory Inpatient surgery Medical long-term conditions centre Ambulatory Each developing its own culture of excellence Niall Herity 2016

The enablers l l l Collaborative ‘one system’ approach is influencing work in Belfast Collective leadership Co production / co design

The view from general practice Dr Colin Fitzpatrick GP

“The people who run General Practice in Northern Ireland have no clue about the extent of our workload issue. According to them if there is any workload problem it's our own fault for being greedy and not taking on extra partners to share the work with!” Quote from a young GP partner

How can general practice contribute? • Changes in practices • Practices working together • Working with other stakeholders

Changes within practices • New ways of working – Ask my GP – Telephone triage • Skill mix changes – Everyone working at the top of their game • More complex cases, less simple cases

Practices working together • GP federations – Sharing work – Sharing resources – New care pathways • RCGP – Promoting quality in practice

Working with other stakeholders • Integrated care partnerships • GP led care report • Pharmacy first • Empowering patients