When was the hse transformation strategy published

Curley introduced us to the concept of living labs which are user-centred, open-innovation ecosystems and these are being pushed out nationwide in Ireland during the next few months. Another device Prof. This example of a living lab was a vivid example of technology which is delivering care to the patient in their home environment rather than forcing patients to travel to Hospitals. The average age of the patient using the service is 86 years old.

Bringing the service to the patient takes some of the demand out of the acute system. Curley then invited Lorraine Smith to introduce the next demonstration. To demonstrate the practical use of BlueEye, a simulation of an accident scent was set up in a different room in Dr Steevens Hospital. Ambulance staff attended the scene of the accident and the lead paramedic was wearing the blue eye wearable video headband.

The hospital control room was set up on stage in the Boardroom and we could see a Doctor interact with the paramedic staff through the video link, live at the scene of the accident. It was fascinating to see the seamless way that the ambulance staff were able to get guidance from a consultant with regards to the patient with a severe head injury.

Despite being in a different physical location the doctor was able to visually inspect the patient and talk the ambulance staff through assessing the condition of the patient. The communications were two way and both verbal and visual. The Doctor and ambulance staff were able to work as if they were in the same room.

Once the decision had been made to transfer the patient to the hospital where the doctor was located, the doctor organised to have a trauma team ready for when the ambulance staff would arrive in hospital in 45 minutes.

Speaking at the end of the simulation, the lead paramedic explained the benefits for staff and patients from using this system. He welcomed the reassurance it provided that staff at the scene of the accident will have made the right decision and that the hospital staff will be expecting the ambulance when it arrives. The demonstration was incredibly realistic and vividly demonstrated how technology can be used to save people's lives and bring the expertise of hospital-bound doctors to work alongside first responders to deliver quick and accurate medical care.

RedZinc demonstrated wearable mobile video for healthcare professionals with the terrific help of drconordeasy and AmbulanceNAS NasDirector showing how it can improve patient outcomes and operational efficiencies eHealthIreland jimdalytd pic.

Dr McGinn is the lead engineer who designed Stevie the robot and he is an assistant professor in Trinity College, Dublin. Stevie recently made the front page of Time magazine with the tagline "The Robot will see you now".

Dr McGinn spoke about how he has worked with robotics since his time as an undergraduate student. He always saw the unbelievable potential of Artificial Intelligence combined with a physical form, the essential components of a robot. This engineering journey he undertook was influenced with by more personal journey concerning his Grandmother. Dr McGinn's grandmother was a former midwife who lost her self-esteem when having to go to a nursing home following an illness.

The nursing home itself was very good but for his grandmother, her quality of life deteriorated and she lost her self-esteem and self-confidence. This started a journey for Dr McGinn and he began by researching what was stopping robotics being built. He looked with his team to see how robotics could be used to enhance the quality of life for old people and staff. They are now at the point where they have an end product ready to leave the lab and go out into the real world.

McGinn introduced us all to Stevie who was able to interact with the audience and inform us he was a social robot who wanted to help people stay independent as they get older. Stevie was also able to help care staff facilitate social activities which are hugely important for older people in residential settings.

DMG detailed some of the apps they have designed for Stevie including ones which allowed Stevie to run cognitively stimulating quiz type activities and musical based therapies. The next cohort of apps being designed currently will allow Stevie to facilitate physical activities for older people.

Dr McGinn demonstrated how Stevie can answer simple questions from older people who may have forgotten such as who will be visiting them.

Stevie has a Skype aspect with the screen on his face and this bypasses the need for older people having to have their own devices for making Skype calls. A voice-activated request can launch a Skype call for people.

The design team is currently exploring how Stevie can help care staff with transferring important information when staff shift changes happen especially when staff finishing one shift do not have much time to meet with people starting the next shift. This was a fascinating talk and a wonderfully entertaining demonstration of technology which is designed to look after the social, emotional and physical needs of elderly people in a friendly respectable way. Ross Cullen brought the new Digital Academy website online from maintenance mode to production mode and Prof.

Martin Curley invited people to access it on www. He also announced an upcoming workshop to be held in conjunction with DEPR on January 31st on Garda Vetting and International refunds on medical insurance details will be posted shortly on the new website. Curley reiterated his ambition to move the Health Service in Ireland from digital laggard to European digital leader in five years and world leader in 10 years and then invited the assistant secretary-general of the Department of Public Expenditure and Reform Lucy Fallon Byrne to take to the stage.

Falon Byrne began by saying how she was simply blown away with what she had heard and the demonstrations she had viewed at the DAF today. She was very impressed with what she described as real-life examples of genuine transformation in action. She told us how DEPR was leading out on efforts to promote a culture of innovation in the public sector with Innovation Week being held from December as part of this.

Falon Byrne detailed how DEPR have been moving from to present from an initially reform-driven program to Innovation and Development being the driving forces today. DEPR are following a simple international model for reform and they aim to help the entire public service body to migrate into a high-performance organisation. Falon Byrne outlined the "Our Public Service framework" initiative which DEPR signed up to in , a whole-of-government initiative with three focus areas: 1 Delivering for the public, 2 Innovating for the future and 3 Developing people and organisations.

The reasons for this concentration of effort are that if Ireland is to be truly successful, we must invest in innovation and transformation in the public sector. The plan is that In 10 years time, DEPR will be putting as must effort into the public sector as all the efforts and investments that are currently are going to SME's and multinationals. Falon Byrne showed how that the HSE has been successful in the availing of innovation funds to date with an example of a small project which benefitted from this.

St Colmcille's Hospital recently opened an Occupational Therapy department with support from the innovation fund. Falon Byrne invited submissions for the innovation fund which will be relaunched in January DEPR are providing help and training for innovation but Dr.

Falon Byrne warned that we are still fairly low in innovation maturity across the public sector and unless we foster more innovation, we will not keep up with our customers.

She congratulated all in the DAF and expressed her wish that we will work closely together in future on innovation into the future. Curley thanked Dr. Falon Byrne for her talk and told us he was delighted to announce that on behalf of the HSE, Paul Reid had signed the Innovation Declaration earlier in the day which displayed the HSE's commitment to promoting and developing a culture of innovation into the future.

Curley introduced the next section of the Forum which was the power hour incorporating submissions from four of the foremost women working in Digital Health in Ireland today. Eilish introduced us to Children's Health Ireland CHI which is the newest organisation in the health system, being only one year old. CHI was set up when the three paediatric hospitals transferred into one single body. Our Lady's Children's Hospital Crumlin, Temple Street Children's University Hospital and the National Children's Hospital Tallaght all transferred their assets, liabilities, staff and services into this new entity which is the client for the new children's hospital.

The vision Eilish showed was one of an integrated network of paediatric healthcare in Ireland called Connected Health which has the new children's hospital at the centre. This vision is all about transforming services and engaging citizens. All patients and their parents are digitally literate and staff must be educated and trained to match this digital literacy.

To develop training for all the paediatric clinical staff to the highest standards, CHI is linked with seven universities in the south of Ireland and two in Northern Ireland to achieve this. The digitising of Healthcare in relation to pediatric care is not just about Electronic Health Records EHR but it is more about how digital transformation can be made to work.

Eilish outlined some of the challenges this posed. It is difficult not to think of existing processes and using paper but this has to be done if we are to be truly transformative. It is also extremely challenging in envisaging how the patient flows and data flows will operate in a digitally transformed environment. From a numbers point of view, Eilish showed the CHI now Serve , children with staff across 4 locations.

The goal of the CHI is to move from an acute care model to one dealing with chronicity and complexity. The question Eilish asks is how the child can be treated 1 in the Home, 2 in the local community, 3 in their regional hospital and only if needed to travel to the children's Hospital. The model strives to deliver services as locally as possible. She then gave us some stats for the new hospital to get a feel for its size and ambition.

It will have rooms and is the equivalent size to the Dundrum Shopping Centre. It will have Critical Care individual ensuite bedrooms which will all have a bed for a parent. There are also 93 Daycare beds There will be a 53 Unit family accommodation facility.

There will be 1, parking spaces with dedicated to families. The new hospital will be fully digitized — The plan is to build a paper light hospital without a medical records department. Self Service Kiosks will be present onsite and Smartphone apps and wayfinding will guide people from their homes to the outpatient's department. A cohort of robots will be used to deliver items around the hospital enabling porters to work more closely on patient support.

There will also be links setup into schools to enable children who are resident in the hospital to listen to their classes from their home schools. Stay left shift left is the model of care underpinning the CHI. Paediatrics staff working in Connolly do not have paper charts, they now use iPads.

This is the vision for the new hospital. Eilish spoke of the volume of work being done in advance of the physical move to the new hospital with all non-standard systems being standardised and integrated to ensure the move to the Children's Hospital runs smoothly. She concluded saying they intend to build the best hospital which will deliver the best service and this is what the children of Ireland deserve.

Lucy informed us that TUH had just last week launched their 5-year strategy. They are looking to see how they can transform digital enablement and this supports all the other pillars.

Their ambition is to move their supports beyond the confines of the four walls and move out to the community. To offer the highest level of care, Lucy spoke of the importance of ensuring the patient experience is standardised and that workers experience is also standardised.

Lucy detailed the challenges which they were facing when they realised several core Information Technology systems were approaching the end of life. The decision they made involved implementing a digital Electronic Health Record System and building a system that looked to the future rather than than taking ashort term view and replacing systems as needed.

They have taken a phased approach and their implementation solution allows them to control the pace of change. The benefits of this are the hospital is a busy environment and they can minimise the disruption which comes with taking on extra work. Lucy listed some of the work they have undertaken to improve patient experience. Examples of this are there will soon be a patient portal available and patients will be able to get letters electronically. GP's will have a portal into the patient portal enabling them to access data such as information on the patients stay in a hospital if the GP has not received a discharge summary.

Single user sign-on has been piloted where staff can access the right information from any location and the most appropriate device. From an operational point of view, TUH is moving towards having access to real-time information.

They have implemented dashboards which are refreshing information every minute and these have information on critical metrics such as how the Emergency Department is doing, how many people are on trolleys and other key statistics. The benefit of was this was put quite simply by Lucy saying "if you have real-time information you can make real-time decisions". The other benefit of having this data she showed was how they can look at using data for predictive proactive actions.

TUH has a long history of innovations, it was one of the first to trial stroke telemedicine and it has a patient app. Ipad on a Sedgeway is a robot they use and it can be controlled from a mobile phone.

They also lead the way in the use of pill cam technology where a patient can swallow a pill rather than having a colonoscopy. This year they partnered with Technology College Dublin for a hour hackathon session and several innovative solutions were found to real problems.

One of the projects which were founded in the hackathon is currently being taken to production with a final year student. The staff app was launched a few weeks ago and is useful especially for NCHD's who move around and can now access services from outside the four walls of the hospital.

Lucy gave a glimpse into the future with innovations such as robotics which are starting to be incorporated to move blood around the hospital and innovations such as partnering with a start-up company for gait analysis which will be tested in the live environment of the Hospital.

Lucy closed telling by informing us Digital transformation and the digital journey were not just an occasional event but were becoming part of their DNA in TUH and part of what they do.

Grainne gave us an overview of "Project Oak" one of the biggest digital transformations projects in Ireland. The project was dubbed project oak as its ambition was to get rid of paper records in St James Hospital and move to a digital platform. This was done by transforming all nursing records such as admission notes and end of bed notes to electronic records. All Physicians notes which they write on a day to day basis were transformed.

For medicines, electronic prescribing and allergy tracking was introduced. In the year since going live, there have been 4. The goal for the project was to benefit the patient and Grainne outlined several ways this was achieved.

The first was in freeing up Nursing Staff from the time spent on administrative tasks allowing them to spend more time with patients. The time taken on medication rounds was reduced allowing more time to care for patients.

Safety embedded with medication was introduced. After a year there had avoided , opportunities for transcription errors in rewriting files. Safer drug administration was the objective and now if a drug is not given to a patient it is documented as not given and reasons noted. Prebuilt Order sentences are embedded in the system so the order, dose and intervals are all included and are easily readable. The system will warn doctors if they attempt to prescribe medication which contains an ingredient which the patient is allergic to.

Select audited benefits to doctors are improved quality of prescribing Vancomycin in particular, adopting electronic operation notes and an increased focus on inclusion care.

Grainne showed us the structured nursing notes and the business intelligence metrics which the system allows nurses to view. The system showed not only patients who had pressure ulcers and falls but also helps safeguard patients who were at risk of developing ulcers and failing. This information is invaluable in providing targetted proactive care for patients.

The information makes St James Hospital a great place to work as it allows Doctors and Nurses to get information and deliver great care. The fact that the whole hospital was involved in the project was a unifying experience for the hospital.

Grainne showed how they had used every opportunity to show the users what was coming and the benefits it would bring They got the users to assist with testing to build ownership. Face to face training was given for prescribers, e-learning modules were developed and a blended record environment used.

The plans for the future include voice recognition and integrating with other systems. Grainne spoke of how proud they were of the success of Project Oak and how it had unified the hospital staff making it a wonderful place to work.

Diane kicked off by outlining her background in entrepreneurship and female leadership. She described herself as a proud member and supporter of eHealth Ireland and its objectives for over 10 years. Diane believes that Digital Transformation is the number one priority in most organisations.

It's an on-going process to identify the needs and wants of customers. She told us that the vision is critically important in digital transformation. People are hugely important in the process but if the vision is not clear, this will slow down the process. The change will not happen merely because the technology is available. Her advice for digital transformation in Health is to start with the patient. It is important to have an understanding of the touchpoints within the patients' journey through the system.

Be aware that digital transformation can create difficulties as healthcare teams are working multidisciplinary. It is very important to create measurable targets for these teams. HSE Strategy. HSE Business Plan. Sector plans These sector plans detail what we are doing to help Great Britain work well. Sector plans. Health priority plans These plans include health priorities informed by our Health and Work strategy.

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