The Service Vision in Northern Ireland

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    24-Jan-2016

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The Service Vision in Northern Ireland. The Northern Ireland Model. Overview of Model - John Cole Connected Health - Andrew Hamilton Chief Executive European Centre for Connected Health The Belfast Model - William Mckee Chief Executive - PowerPoint PPT Presentation

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  • The Service Vision in Northern Ireland

  • The Northern Ireland ModelOverview of Model - John Cole

    Connected Health - Andrew Hamilton Chief Executive European Centre for Connected Health

    The Belfast Model - William Mckee Chief Executive Belfast Trust

    Design Approach - John Cole

    Afternoon Visits

  • Health and Social Services in Northern IrelandPopulation of Northern Ireland approx 1.7 million . Almost 50% live within 30 minutes of the capital Belfast

    Integrated organisation and delivery of health services and social services under the control of the Northern Ireland Government Department of Health, Social Services and Public Safety

    Approx. 98% of health services and facilities are directly funded and owned by the public sector

  • Historic SituationEver-increasing demand for servicesSurge in the number of emergency medical admissions delaying elective workBed-blocking in acute hospitals by elderly patients waiting for care packagesLarge number of beds occupied by patients with chronic diseasesLong waiting lists for GP referrals for OPD appointments, diagnostics and elective surgeryDifficulty in staff recruitmentHigh quality complex care increasingly unsustainable in smaller unitsOvercrowded Accident and Emergency Departments

    Limited integration between primary and acute sectors and services

  • Extracts from Departmental Review of the Service Model

    Patient care is best seen as a system in which the acute episode is an event in an unfolding and ideally seamless pattern of care

    We were attracted by the concept of a virtual hospital, or a hospital without walls

    Part of the objective is to keep people out of acute hospitals who should not or need not be there

    The day of the stand-alone institution attempting to do everything from its own resources, acting in isolation from the wider system is already gone

  • Current Departmental Strategy

    1 Commissioning Body will shortly replace 4 Commissioning Bodies5 Health and Social Services Provider Organisations (Trusts) have just replaced 19 (April 2007)All 5 are responsible for providing both acute services and primary and community services (previously separate organisational responsibilities)Specialist and Complex Services (Cancer Services,, Cardiac Surgery, Neuro-Surgery, Regional Paediatrics, Elective Orthopaedics etc.) have been centralised at Regional Centres of Excellence18 Acute Centres to be reduced to 9 (facilitated by the development of managed clinical networks)7 of the remaining 9 hospitals to be redeveloped as Local / Community HospitalsA number of hospitals designated as Protected Elective Centres (high volume) 48 new one-stop community / primary care centres (also providing a range of services previously only available in hospital settings)

  • Total System DesignRegional Strategy and Key Service Objectives

    facilitated by:New Service ModelRe-engineering of the work-forceOptimising Information TechnologyRedesigning the facilities

  • 5 Types / Levels of Facility1 - Local Health Centres

    2 - Community Health Centres

    3 - Local Hospitals

    4 - Acute Hospitals

    5 - Regional Centres

    All linked by clinical and information technology networks and protocols General principles but no rigidly fixed definition of which services are delivered at each levelBest fit model will vary from location to location reflecting local needsIndividual projects include various combinations of services

  • Key Trends in Location of Services 1 - Local Health Centres2 - Community Health Centres3 - Local Hospitals4 - Acute Hospitals5 - Regional Centres

    Movement of out-patients diagnostics and treatments fromacute towards community Key issue is the movement of chronic disease management to the community preventing unnecessary hospitalisation Movement of complex specialties or specialties benefiting from higher critical mass to Centres of Excellence

  • An Integrated Services Model

  • Potential Co-locations Health Village

    1HC

  • Potential Co-locations Health Village

    1HC

  • Potential Co-locations Health Village

    1HC

  • Potential Co-locations Health Village

    1HC

  • Potential Co-locations Health Village

    1HC

  • H o r i z o n t a l I n t e g r a t i o nRegional HospitalsAcute Hospitals Local Hospitals Primary Care: Local Health Centres Complementary TherapiesPrivate SectorCommunity and Voluntary SectorHealthcare and Social ServicesRelated Public SectorV e r t i c a l I n t e g r a t i o n

    Community Health Centres

    Level 2 (Approx 48 across Northern Ireland)

  • Cross - Sector Integration1HC2 CTCCLibrary/ResourceCentreCommFac.Pharm.Leisure/Fitness CentreRec/Caf/Atrium

    Day Centre

  • Are you sure this is what they mean by moving care into the community

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