1. DELIVERING SAFE AND EFFECTIVE CARE Quality Strategy for Health and Social Care

2. HSC Quality Policy Development
Best Practice, Best Care (2001)
Statutory Duty of Quality (2003)
RQIA established (2005)
Link to NICE established (2006)
Safety First (2006)
HSC Safety Forum and GAIN created (2007)

3. HSC Quality Policy Development
Service Frameworks programme initiated (2007)
Safety, Quality & Standards Directorate (2007)
Confidence-in-Care programme initiated (2008)
New HSC Complaints Procedure (2009)
Statutory Duty of Involvement (2009)
Quality 2020 – 10 Year Quality Strategy (2011)

4. Why a Quality Strategy now?
To build on success and achieve even more
To give added focus, direction and motivation
To better involve people in quality improvement
To deal with the challenges and opportunities ahead
To protect and improve quality

5. The financial challenge Public demands and expectations
Strategic Relevance
Transforming
Your
Care
The financial challenge
Public demands and expectations
Change Drivers – demography, environment, science, social

6. High quality work?

7. The 3 Key Elements of Quality
Safety
Effectiveness
Patient and Client Focus
Quality

8. Obstacles to Quality Improvement
Resources – not enough or poorly used
Behaviours - arrogance, ‘club mentality’, rivalry
Human factors - ergonomics, poor design
Inadequate information and measurement
Lack of knowledge and skills
Public expectations
The health ‘archipelago’

9. “High Quality Costs Money”
Poor quality costs MORE!
Clinical negligence costs - £20m
Adverse-incident added bed days - £75m
Drug wastage £15m
Ineffective procedures - ?
Non-compliance with Best Practice - ?
Loss of respect and trust of users - ?
How much do you think poor quality costs?

10. Quality 2020 launched by Minister Edwin Poots on 17 November 2011

11. Design Principles Deliver services that are holistic in nature
Focus on needs of individuals, carers and families
Be accessible, responsive, integrated, and innovative
Be unconstrained by boundaries and flexible
Protect the vulnerable and help people help themselves
Use the best available evidence for design and practice
Listen to the views and experiences of service users

12. Values Empowerment Equity Involvement Respect Partnership Excellence
Community
Continuity
Value for Money

13. The Vision
“To be recognised internationally, but especially by the people of Northern Ireland, as a leader for excellence in health and social care”

14. The Mission
The inherent motivation of staff to deliver high quality must be supported by strong leadership and direction at all levels, along with adequate resources, in order to:
focus on improved health and social wellbeing for all;
provide the right services, in the right place, at the right time;
develop effective partnerships and communication between those who receive and those who provide services;
create a culture of learning and continuous improvement that is innovative and reinforced by empirical and applied research;
devise better ways of measuring the quality of services; and
protect and enhance trust and confidence in services.

15. The Strategic Goals
Transforming the Culture - A dynamic HSC culture focused on continuous quality improvement that values learning and inspires trust
Strengthening the workforce - A workforce that is confident, skilled and quality-inspired
Raising the standards - A more robust set of service standards effectively applied
Measuring the improvement - An effective set of quality measures and improvement techniques
Integrating the care - More effective integration of services and interfaces

16. Implementation (Years 1-3)
Improvement methods development
Patient Client Feedback scoping
Culture scoping & development
CULTURE
PPI development
Quality Reports development & implementation
Quality Training Passport scoping
WORKFORCE
Quality Indicators development & implementation
Quality Performance targets scoping
Quality Research development
MEASURES
Service Frameworks II development & implementation
Standards Strategy development
Quality Website scoping & development
STANDARDS
Integration Barriers scoping
Quality Information Systems development
INTEGRATION

17. Key Messages Quality 2020 to protect and improve quality
not just for clinicians
a reference point for all we do
must be dynamic and relevant
all 3 Quality dimensions matter
an improvement Agenda and Context

18. Next Steps Quality 2020 Implementation Plan - February 2012
Programme Commencement - April 2012
HSC Bodies’ Quality Reports /14
1st Triennial Review - January 2014