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

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)

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)

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

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

High quality work?

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

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’

“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?

Quality 2020 launched by Minister Edwin Poots on 17 November 2011

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

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

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

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.

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

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

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

Next Steps Quality 2020 Implementation Plan - February 2012 Programme Commencement - April 2012 HSC Bodies’ Quality Reports - 2013/14 1st Triennial Review - January 2014