Future Health Sector Vision / Direction of Travel Programme for Health Service Improvement PMO Workshop Wednesday 31st January 2018 Future Health Sector Vision / Direction of Travel John Connaghan Deputy Director General / Chief Operations Officer - HSE

Health of the Population The Triple Aim Triple Aim Health of the Population ICON ICON ICON Integration Experience of Care Best Value for Money

Quadruple Aim

Interface Between Strategy and Operations

Policy for Reform Dating Back to 2001 up to Present Day 4 5

Service Design Programme Enabling Services Programme The HSE currently has 19 major programmes, 200 Projects, currently underway over 3-5 years These projects and programmes are focused on delivering integrated, patient centred care with improved access, quality and safety Service Design Programme Service Delivery Programme Enabling Services Programme 4 Clinical &Integrated Care Programmes Acute Services Improvement Primary Care Services Improvement Mental Health Service Improvement Social Care Services Improvement Cancer Control Programme Community Healthcare Organisations Hospital Groups National Centre National Ambulance Service PCRS Healthy Ireland Programme National Drug Management Programme Health Business Services Finance HR E-Health Information Services (Business & Health Intelligence) Communications and Culture Programme for Health Service Improvement 5

Transformation Planning Realistic Medicine for whole system reform Primary & Social Care Primary & social Care Hospital Care Key Transformation Programmes to Prevent Attendance & Admission Key Transformation Programmes to Optimise what only should be done inside Hospital Key Transformation Programmes to Prevent delay and to create Community Capacity ICON ICON ICON Realistic Medicine for whole system reform Redrawn Boundaries Redrawn Boundaries

Characteristics of a High Performance Health System Measure and Take Steps to Improve Quality Integrated Team Based Care – System Wide Digital Health and Technology as an Enabler The Pursuit of Value Continuous Learning as an Organisational Philosophy Bold Inspiring Vision – Patient Centred Strategically Agile and Adaptable The Use of Data / Analytics to drive Performance and Improvement Culture of Respect and Support for Staff Creative and Innovative Internal Collaborator

Patient Safety Politics Resources

First 106 Days No Lack of Ambition Operationalising Strategy Resources People Opportunity 4 5

Next 365+ Days Meaningful Performance Agreements Signed and Delivered Networks / Integrated Care Delivery Financial Control Maintained Delivery of VIP in line with NSP Commitment Supporting Improvement on a Sustainable Basis (Spread / Culture) Getting Started with New MOC (EC) Mitigating Risk of Childrens Development Moving Patient Safety Front / Centre (CRE) Tackling Very Longest Waits (Scheduled / Diagnostics) Moving Decision Making Closer to Front Line (CD Dev) Improving Unscheduled Performance (3yr+) ??????

Emergency Theatres: Urology Waiting Times The average waiting time on emergency list (time put on list to start of case) excluding outliers is 13.02 hrs (range 2.43 to 23.2 hrs). Bed Implications: Saving average of 34 hours per emergency admission (78% reduction) 34 x 550 = 18,700 hours = Saving of 779 bed days per annum