1. 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, CO3
Colette Goldrick - NI Director, Association of the British Pharmaceutical Industry

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

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

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

5. Publication of plan for stabilising Elective Care
Reconfiguration of services getting underway
Evidence based development work for Elective Care Centres
Growing multi-disciplinary 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
Priorities and Action
Innovative transformation and improvement initiatives are happening across our system every day, improving outcomes for those that use our services

6. 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

7. Delivering Transformation Together
Belfast Trust Experience
Martin Dillon, Chief Executive

8. New Directions
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

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

10. A toxic mix: emergency and elective work

11. From this…
MIH
RGH
BCH
MPH
Niall Herity 2016

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

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

14. The view from general practice
Dr Colin Fitzpatrick GP

17. “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

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

19. 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

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

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