1. 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

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

3. Quadruple Aim

4. Interface Between Strategy and Operations

5. Policy for Reform Dating Back to 2001 up to Present Day4 5

6. 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

7. 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
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Realistic Medicine for whole system reform
Redrawn Boundaries
Redrawn Boundaries

8. 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

9. Patient Safety
Politics
Resources

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

11. 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+)
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13. Emergency Theatres: Urology Waiting Times
The average waiting time on emergency list (time put on list to start of case) excluding outliers is 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