Robin Swann
North Antrim · Ulster Unionist Party · Northern Ireland
“I thank the Minister for his detailed statement. I know how passionate he is about the subject and how many times he has brought it to the Executive.”
“It has been reported that today will potentially be the warmest day of the year. As we move into the summer and our summer holidays, I want to raise public awareness of wildfires across Northern Ireland, which have been detrimental to farmland and our environment over the past number of years.”
“Wildfires are still having a detrimental impact on our environment and, occasionally, on livestock, but that reduction shows the impact of the Northern Ireland Fire and Rescue Service's proactive approach to educating the general public and engaging with rural communities and schools on its fire safety message, which is to stay alert, not…”
“There has been a lot of talk of sport in this place over the past few days, with everybody concentrating on UEFA. One sport that is going on across Northern Ireland at the minute is cross-community and goes across all age groups without fear, favour or distinction: pigeon racing.”
“I want to put on record that, since this place passed the amendment that recognised pigeon racing as a sport under the 2016 Act, over the past five years, pigeon racing clubs across Northern Ireland have been able to obtain £113,000 of rates rebates through the sports and recreation rate relief, allowing many of those clubs to continue ra…”
“There was much coverage on social media over the weekend of an incident in Staines in England, in which a police car rammed a young calf to bring it under control. It has restarted the conversation about animal cruelty. <BR /> <BR />I am dealing with a specific case in my constituency.”
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“I have given previous commitments. I am glad that you gave that date; I did not have it, and it is a welcome commitment. What we are seeing with regard to the surge planning and the three-month building plans of that commitment is that the emergency surgery has started and will be there in the step phase.”
“Some people have reasons, whether medical or psychological, for not wearing them. However, I would like to see an increased use of face coverings in the appropriate settings, and, indeed, in all settings. We should encourage and regulate more in those areas where we do not see compliance with face coverings where they should be worn. I specifically mean in the retail sector. That is because, as we go into this second wave, we need to do all that we can to support the most vulnerable and those who need that extra bit of protection that we can give, and do that by wearing face coverings in the appropriate settings.”
“<BR /> <BR />Our Chief Medical Officer and our Chief Scientific Adviser also bring to the table an understanding of the economic and societal impacts of their health recommendations, and they take a balanced and professional approach. Their input is something that we in Northern Ireland should value. I cannot see, at any stage, where we would end up with the divergence that we seem to see between some in the Irish Republic's Government and their medical professionals. That is because we have a truly exceptional team in our Chief Medical Officer and Chief Scientific Adviser and the way that they carry out their professional duties and provide advice and guidance to the Executive as a whole. <BR /> <BR />The Member asked about the appropriate use of face coverings.”
“I will take the Member's second point first. When the Chief Medical Officer and the Chief Scientific Adviser speak, they do so with the authority of their office and with their scientific and medical experience. However, they are always caveated, and I think that they are always measured and say that any decision is for the Executive to take. So, they make recommendations — those recommendations are made to me and to all my Executive colleagues — and we have a very good working relationship and understanding as to what needs to be done and what is done in the best interests of Northern Ireland across the piece.”
“That is why I was extremely keen that we built a section on COVID-19 into our mental health strategic plan. That will lead to a 10-year plan. The mental health challenges that COVID will present in our general population will not be sorted through a short-term plan. It will be a long-term commitment and will require long-term dedication. That is what we are looking to in learning about how this virus affects the general physical and mental well-being of our population.”
“There is now a new medical definition of long COVID, which is the after-effects. What we are seeing with this virus is that it is not solely respiratory; it affects the blood circulation system and can even result in mobility issues. So, the more we learn about this virus, the greater the challenge across our entire health and social care system. Our allied health professionals are taking a lead on recuperation to get people back on their feet and build their muscle strength. <BR /> <BR />We have also identified a need for support from our mental health facilities and practitioners. We know that this virus will have a long-term, detrimental impact on the mental health of anyone who contracts it and on the populace of Northern Ireland.”
“I thank the Member for her question. I caught some of the commitment from the Finance Minister earlier. The £600 million has to be spent in this financial year, so I am content that it covers all the financial asks that we know we can deliver. There is no point in overbidding and not being able to spend in this financial year. Sorry, what was the last part, Paula?”
“I therefore initiated a very short engagement exercise with key stakeholders, which included our trade union colleagues, professional colleges and bodies, the HSC arm's-length body chairs and the voluntary and community sector service users. That was done through our transformation advisory board members. <BR /> <BR />I thank all the stakeholders for their valuable input, which informed the surge planning strategic framework that was published today and changed some of what had been in our initial framework. In total, 18 responses were received as part of that exercise. In the past, I have given commitments to the House and to the Committee that I would engage. We have engaged, and I am thankful for the productive engagement that those stakeholders had with us in preparing this strategic framework.”
“I give the Member those reassurances. These are living documents; they are not tablets of stone, given what we have seen over the past few months. We have also seen the ability of our health and social care system to react and change. Many in the House and outside it never thought it possible that it could be so flexible. <BR /> <BR />I was challenged about the level of engagement in previous documents. Given the speed at which the virus is spreading, it is imperative that we plan now for the surges and the winter pressures. Despite the need to move swiftly, I felt that it was important to engage with key stakeholders on the surge planning strategic framework.”
“As I said earlier, during July and August, our trusts exceeded the planned inpatient and day-case procedures set out in their phase 2 rebuild plans. A total of just over 7,500 procedures was planned, and, in fact, almost 10,400 procedures were delivered. That was more than the number planned and more than we had estimated that we could do. That increase is welcome, but it only starts to eat into our waiting lists. <BR /> <BR />I do not have the detail on the specifics of Daisy Hill in front of me. I am sure that, if the Member refers to the trust's rebuilding plans and surge plans, he will find that included there. If not, I will get the Member an update.”
“I welcome the proposal from the Royal College of Surgeons about ring-fencing beds and staff for elective surgery. When I first took up post, long before COVID, one of the challenges was the recruitment of theatre nurses and their specific skills set, because they are needed. That is still a challenge. As I said, I am looking forward to discussing the proposals in more detail when I meet the Royal College of Surgeons again tomorrow. I have had regular engagement with the college. My decisions to implement day cases and orthopaedic surgery centres, and to manage those services on a regional basis, are entirely consistent with the direction of the royal college proposals. As I said, I will ask the regional management board to consider the proposals from the Royal College of Surgeons tomorrow.”
“Much work has been done in investing in the staff that we currently have, but more needs to be done to make sure that we can attract staff from elsewhere and encourage the staff whom we have to stay. <BR /> <BR />One of my challenges as Minister is to make the HSC an employer of choice. It is a challenge at this time of the year — it is a challenge at any time of the year — and, during the COVID pandemic, it has been particularly challenging. However, as I said, the dedication and commitment that I have seen from our healthcare workforce — nurses, doctors, community pharmacy, porters, healthcare workers, cleaners, canteen workers — is above any commitment that we could possibly ask for. We should be proud of the dedication with which they have delivered; as Minister, I am definitely proud of that.”
“Again, the Member hits on the crucial issue. We can open as many beds, wards and facilities as we want, but, if trained staff are not available to facilitate delivery and care, it is pointless. It was a challenge. When this place came back on 11 January, the Member will recall that one of our first achievements was to bring our nurses and healthcare workers off the picket line. At that point, we thought that an additional 300 nursing and midwifery places a year for the next three years was a big achievement. We know now, however, that we already have more than 2,000 nursing vacancies in our healthcare system. There is a lot of work to be done.”
“That provides an added protection to ensure that we do not see the number or intensity of outbreaks that we saw in the first surge.”
“The Member asks what we have learned about care homes. The rapid learning initiative, which is a piece of work on care homes that is led by the Chief Nursing Officer, identified a number of issues that we have learned from and picked up on. They relate to PPE, bringing GPs into care homes, virtual assessments and virtual wards. There has been a lot of good work there. One of our strengthening tools is our testing of care homes — not just residents but staff. The Chair will be aware that yesterday's figures showed that we have 28 care homes with positive, supported patients. Of those 28, 24 were identified through our testing programme, which picked up residents or staff who may have been asymptomatic. Through that testing programme, we have been able to identify those staff members and residents quickly, and get them isolated.”
“That is to make sure that anybody who is entering a care home has been tested and that the self-isolation does take place, as suggested.”
“I again thank the Chair for his and his Committee's support through what has been a challenging time. We do not have bespoke provision in Northern Ireland for anyone who has to self-isolate, but as I said when we met earlier, that is a conversation that I am willing to have with the Communities Minister to see what can be done. <BR /> <BR />One of the provisions of our Nightingale step-down facility in Whiteabbey, when it is opened, will allow those who are transferring from hospital settings to have another facility to go to that will separate them from mainstream hospital provision but that will also prevent them having to go into care home settings. <BR /> <BR />On the specifics of transfers from hospitals to care homes, paragraph 27 of the latest version of the care homes guidance states:”
“<BR /> <BR />I assure the House that I will bring to bear all the leadership and encouragement that I can offer as we move through what will undoubtedly be an increasingly testing period for health and social care. Mr Speaker, I commend the 'Surge Planning Strategic Framework' and trust surge plans to the House.”
“The period that we are now facing is likely to be hugely challenging, but I have no doubt that our HSC staff will again respond positively to the challenge. It will be critical to adopt a flexible approach in order to ensure that mainstream health and social care service delivery is maximised as far as possible. Our ability to protect mainstream health and social care services will, at least in part, be determined by everyone responding positively in order to control the spread of the virus. I urge everyone across the community to go that extra mile this winter by following the guidance on infection prevention and to not let our guard slip.”
“Mr Speaker, in conclusion, be in no doubt that we are confronted with a huge and daunting challenge. We must, as a system, try to rebuild services, manage the ongoing COVID-19 pandemic, embed innovation and transformation, address winter pressures and plan for the future all at the same time. We demonstrated during the first COVID-19 wave, despite the limited time to prepare, that we are up for the challenge. It is due to the dedication of all our health and social care staff that anyone who has contracted this terrible virus has had access to the best possible care. I am determined that that will continue to be the case. <BR /> <BR />I am immensely proud of all our health and social care staff. I will say this to them: you responded selflessly and with conviction to the first COVID-19 wave.”
“There is an urgent need to rebuild cancer services, and these plans complement one another by providing a strong base for the long-term implementation plan that underpins the cancer strategy that is called for in the 'New Decade, New Approach' document.”
“The estimated investment for the rebuilding plan is £2·5 million revenue recurrent and £151,000 capital. <BR /> <BR />The oncology and haematology stabilisation plans are focused on filling medical, nursing and allied health professional vacancies, investing in new ways of working and creating new navigator posts to support the continued delivery of virtual clinics. The overall estimated cost of the oncology stabilisation plan is £8·73 million over two years. The overall estimated cost of the haematology stabilisation plan is £3·63 million also over two years. While this work will initially be supported through COVID funding, it is important to note that these are not short-term actions. The Executive have agreed that this investment will be rolled out across two years through to March 2022 and be recurrently funded from 2022-23.”
“Both oncology and haematology services are under unprecedented pressure as a result of the continued growth in demand for services and the adverse impact of the COVID-19 pandemic. It is essential that we invest now to create sustainable teams that can provide high quality and timely care. <BR /> <BR />The aim of those plans is to take immediate action to increase capacity and ensure that the services are sustained over the weeks and months ahead as we face the potential for a second wave of COVID-19. The rebuilding plan for cancer services contains 17 actions to maximise available capacity across all cancer services. The immediate need is to rebuild services following the COVID-19 first wave and maintain service delivery for red-flag and urgent referrals for the year ahead.”
“In addition, the service is being supported by single-handed practitioners and locums, which makes it vulnerable. <BR /> <BR />Unfortunately, the impact of COVID-19 on the health and social care system has also been profound. The continued need to adhere to social distancing and the level of use of personal protective equipment (PPE) not required before the pandemic have all contributed. While every effort has been made by the HSC trusts to prioritise both red-flag and urgent patient referrals, it will require some time to return those services to delivering the full available capacity. <BR /> <BR />Alongside the development of the new cancer strategy, healthcare commissioners, professional staff and the trusts have been working to produce short- and medium-term plans to rebuild and stabilise cancer services.”
“That said, it must be recognised that the recent rapid increase in COVID-19 infections is likely to unavoidably impact on the capacity of our health system to maintain delivery of mainstream services. <BR /> <BR />I intend to publish tomorrow a policy statement setting out important plans for rebuilding and stabilising cancer services. While we have greatly improved our cancer treatment services with increasing numbers of patients surviving cancer for longer periods, regrettably, our waiting times for diagnosis and treatment have been deteriorating in recent years. HSC cancer services, primarily oncology, have been under pressure for some years. There are a number of reasons for the existing pressures, including staff vacancies and sickness absence.”
“<BR /> <BR />The next set of trust three-month rebuild plans were originally intended to be published at this time, covering the period October to December. However, given the perilous and developing situation that we now find ourselves in, I feel that we have no choice but to hold back the publication of the latest plans. However, let me reassure Members that, just because the publication of the plans may be paused, that does not for one moment suggest that the efforts of our clinicians to support patients have been paused. Even with the prevailing COVID situation, I expect that the rebuilding effort will, of course, continue, as far as that is possible. I will also keep the publication of the rebuild plans under ongoing review.”
“From the onset of the pandemic, trusts have been using theatre sessions, including for both general anaesthetic lists and local anaesthetic lists, to allow many hundreds of the most urgent and time-critical patients to proceed as quickly as possible. <BR /> <BR />When I established the management board for rebuilding HSC services in June, I also tasked it with incrementally increasing HSC service capacity as quickly as possible across all programmes of care. The management board is currently overseeing 28 work streams. It is clear that huge efforts are under way to rebuild services. I do not underestimate either the scale of the challenge or the needs of patients who unfortunately have had their treatment delayed.”
“That is why I made it clear to my officials and the trusts that restarting services was to be considered a key priority for them. COVID can cause real harm, but so, too, can delayed diagnosis or treatment. Thankfully, through the Herculean efforts of our clinicians and the administrative staff working across our trusts, much progress was made. For instance, from 1 July to 31 August this year, trusts committed, under their planning, to deliver 130,419 outpatient consultations. In fact, they delivered 152,941. Similarly, they aimed to deliver 61,678 diagnostics; they delivered 81,874. <BR /> <BR />I do not underestimate for one moment the damage that COVID-19 has inflicted. That is why I said that I wanted any and all possible sources of additional capacity to be utilised, including capacity in the independent sector.”
“Those plans all outline initiatives required to respond to additional demand pressures that will arise during the winter and through any subsequent COVID-19 waves. Each plan covers a number of themes to support the HSC system to deliver increased resilience throughout this challenging winter period. The themes include positive patient, service-user and carers' experience; protecting HSC staff; maximising capacity; and promoting safety for patients and staff alike. I have highlighted the key aspects of the surge planning strategic framework and the individual surge plans that I am publishing today. That will ensure that comprehensive plans are in place to address future COVID-19 surges and winter pressures. <BR /> <BR />Our waiting times were appalling before COVID-19, and, regrettably, they will be even worse after it.”
“<BR /> <BR />Before I move on to the trust surge plans, it is important to pay tribute to all the carers who have supported their loved ones through this very difficult time. You have done a fantastic job in a very challenging environment. We must continue to support carers through the coming period, which is likely to be at least as difficult as the last six months. Carers will have a crucial role to play in continuing to provide support, not only to those whom they care for but also in terms of taking pressure off our hospitals and healthcare workers. <BR /> <BR />I am announcing today the publication of five individual trust surge plans and the Northern Ireland Ambulance Service surge plan.”
“There is now an opportunity to mainstream the recent innovations, and I am determined that we will take that opportunity. <BR /> <BR />Of course, we must recognise that the use of technology will not be appropriate in all circumstances, and we must continue to offer face-to-face services where that makes sense for patients and staff alike. Our primary and secondary care providers have also stepped up to collaborate in ways not previously seen. That is best exemplified in the eleven COVID-19 centres that were established as a response to the crisis. We must now build on those experiences to further encourage that collaboration. Innovation, transformation and collaboration will be at the very heart of my approach to managing a second wave.”
“In the meantime, I will continue to do everything that I can to train and entice nurses to work in our HSC system. <BR /> <BR />I recognise that it may be difficult to find any positives in the situation that we find ourselves in, but we must recognise that the emergency response across primary, community and secondary care services has involved innovative new service-delivery approaches. Our health and social care providers have adopted the use of technology like never before. Although face-to-face consultations will always be necessary in some cases, and, indeed, are valued by clinicians and patients, I am reassured that virtual clinics and telephone triage are widely embedded in primary and secondary care services. We cannot go back to the way in which we delivered services before COVID-19.”
“<BR /> <BR />A particular point that I fully expect will be discussed tomorrow, and which is referenced on page 22 of the report, is in relation to staffing. The responses from our surgeons highlight the significant impact that workforce shortages are having on the capacity to deliver planned care. That was a problem before COVID and will remain so after COVID, but the pandemic has only exacerbated it. Almost all of the surgeons who responded to the survey specifically mentioned the need for more nursing staff to increase surgical capacity. It is clear that there are no quick fixes and that sustainable, multi-year funding is required. Earlier this year, I was pleased to secure funding to deliver an additional 300 nursing and midwifery undergraduate places in Northern Ireland this year, bringing the total to an all-time high of 1,325.”
“<BR /> <BR />Some Members will have heard of the latest report published by the Royal College of Surgeons, which focuses on the delivery of surgery through a second wave. Whilst the report may be largely focused on England it also, importantly, contains the views of surgeons from Northern Ireland. The report is an important contribution at this time, especially as it is coming from clinicians who are working on the front line. I will meet the royal college tomorrow morning, just as I have done on a number of occasions before, and I am quite certain that the report will be discussed then. I have also asked that the report and its recommendations are discussed at tomorrow’s meeting of the regional management board.”
“It should be noted that this additional ICU capacity will only be needed in the event of an extreme surge in demand for intensive care. The Belfast City Hospital tower will remain a protected site for cancer and other specialist surgery for as long as possible. <BR /> <BR />The experience of the first surge identified a role for additional step-down capacity to support flow through hospitals and to ease pressures on the system. Therefore, as Members will know, I have already commissioned work to begin on an additional Nightingale facility on the Whiteabbey Hospital site. That will be an intermediate care facility, providing 100 additional step-down beds, to be operational by December 2020.”
“They also include action to capture learning in relation to care homes to mitigate future transmission of the virus in those settings; the continued availability of the critical care capacity at our first Nightingale facility at Belfast City Hospital; the additional step-down capacity at our second Nightingale facility at Whiteabbey Hospital; a much-expanded testing capacity; and the publication of our Test, Trace, Protect, Support strategy. The Nightingale facilities are particularly relevant for surge planning, and I will say more about my plans next. <BR /> <BR />The Belfast City Hospital tower block was designated as Northern Ireland’s first Nightingale and will maintain additional ICU capacity for future COVID-19 waves.”
“In order to manage future COVID-19 surges, HSC must be organised and ready to respond. To ensure that services are delivered most effectively in the COVID-19 context, the Department has taken a number of initiatives that adopt regional approaches to service delivery. <BR /> <BR />A number of key regional initiatives are outlined in the surge planning strategic framework. Those include establishing dedicated centres for day case and orthopaedic procedures and the establishment of a regional cancer reset cell to oversee the resumption of screening, diagnosis and treatment of cancer patients in clinically safe environments as quickly as possible and to protect those services as much as possible in the event of future potential surges of COVID-19.”
“<BR /> <BR />It is important to recognise that Northern Ireland-specific data and modelling will continue to be used to enable efficient planning and to ensure that there is early warning of any impact on health and social care services. Using the available data, combined with surveillance of influenza and other winter diseases, the Chief Medical Officer and the Chief Scientific Adviser will continue to advise the Executive as they consider measures to reduce the R number in the event of a significant and sustained increase in the epidemic. With that approach, the intention is to ensure that the system is equipped to deal with a significant increase in demand, but also to keep the level of demand manageable in order to prevent our health and care services becoming overwhelmed.”
“I will now highlight key aspects of the surge planning strategic framework that I am publishing today. The framework provides the overall structure and parameters within which HSC trusts have developed their individual plans for managing the response to COVID-19 in the event of future waves. The framework highlights important learning from the first wave; sets out the approach to surveillance and modelling; reviews actions to minimise COVID-19 transmission and impact; summarises key regional initiatives to organise health and social care services to facilitate effective service delivery; highlights actions around the key issues of workforce, medicines and testing; and confirms a number of principles for our health and social care trusts to adopt when developing their individual surge plans.”
“Well in excess of 415,000 people had downloaded the app as of yesterday, and over 5,700 people have received exposure notifications asking them to self-isolate. It is a key plank of our test, trace and protect strategy and a valuable source of up-to-date information. If we all play our part, I am confident that we can defeat the pandemic. In the meantime, my job is to ensure that our health and social care services are prepared to care for anyone who needs treatment or contracts the virus. The publication of the surge planning strategic framework is a key step in ensuring just that.”
“<BR /> <BR />As I said in my opening remarks, I am deeply concerned about the increase in the number of infections in recent days and weeks. In parallel with preparing our health and social care services for future COVID-19 waves, I will not hesitate to bring recommendations to the Executive, as I did last week, for a tightening of social-distancing measures, should that be necessary. We all have an important role to play in stopping the spread of the virus. I ask the people of Northern Ireland to maintain adherence to the social-distancing rules, continue to wash their hands often and practise good respiratory hygiene. I know that the vast majority do so, and I cannot overstate the importance of that. <BR /> <BR />I also urge all Northern Ireland residents who have not already done so to download the StopCOVID NI app.”
“<BR /> <BR />Our nurses, doctors, paramedics, other allied health professionals (AHPs), community pharmacists, care workers, primary care workers and other front-line health and social care workers and carers have bravely and tirelessly put themselves at risk to save the lives of others. Amongst them were those who volunteered to return to work or to leave training temporarily to provide much help and support. I cannot thank our workers enough for that. I know that I can rely on continued commitment from all staff as we begin the task of managing future COVID-19 waves. Having said that, I appreciate that the efforts to date have taken their toll. We must put staff welfare, along with patient safety, at the heart of our efforts to manage services.”
“<BR /> <BR />Sadly, as of yesterday, 584 of our fellow citizens had passed away with COVID-19. No matter how long the pandemic continues, we must never forget that behind every figure was a person who was loved and who is now sorely missed. My sincere condolences go out to the families and loved ones of those who have tragically passed away. Our tribute to them, as a community, must be to ensure that we take all necessary action to minimise the rate of infection and future loss of life. That starts with us all taking personal responsibility for our behaviour and actions in fighting this dreadful virus.”
“While the future path of the pandemic is unclear, a second wave, as I have already indicated, will likely coincide with winter pressures. That means that our health and social care system is very likely to face the most challenging winter that it has ever experienced. The planning for the initial surge was carried out at a time when there was limited data available on the pandemic's trajectory. In that context, plans were put in place to deal with an extreme level of surge. As a result of that planning, every patient requiring treatment for COVID-19 was able to receive it. However, the creation of so much additional capacity had a significant impact on other Health and Social Care (HSC) services. The scale of that impact is outlined in 'Rebuilding Health and Social Care Services: Strategic Framework'.”
“<BR /> <BR />Given the sheer scale of the unknown, I believe that the health and social care system coped well through the first COVID-19 wave. That was largely because of the public's strong adherence to the measures put in place to counter the spread of the virus, meaning that the impact on services was not as severe as initially feared. Another important factor was attendances at emergency departments reducing significantly during that period, which released capacity to assist with managing the pandemic. That may not be the case in the coming months, particularly as we move into the winter.”
“Thank you, Mr Speaker, for the opportunity to update the House on my Department's surge planning agenda. <BR /> <BR />Today, I am publishing a new surge planning strategic framework that is intended to set the overarching context for individual trust surge and winter planning. Alongside the framework, I am publishing individual trust surge plans. The coming period is highly uncertain, and the recent increase in COVID-19 cases is deeply concerning and shows that further waves are a continuing threat. How the virus develops in the coming weeks and months will depend on a range of factors, including the future approach to social distancing and population adherence to measures that include washing hands often and well, good respiratory practice and the appropriate use of face coverings.”
“The Executive need to engage with a piece of work about the use of face coverings and their benefits, especially as we are now seeing increased transmission of COVID-19 in Northern Ireland.”
“The Member will know that who can enforce and who should enforce is quite a contentious issue. In my opinion, the rule is set down in regulations, so it is, ultimately, up to the PSNI to deliver that responsibly. However, I encourage all retail providers and all shop owners to actively encourage people to wear face coverings. I know that there is a more proactive approach now that have we have seen additional restrictions being put in place in the north-west. I have seen some of our major supermarkets taking a more proactive approach to encouraging people to wear face coverings in the retail sector. Bus and train drivers and conductors have also been encouraging people on public transport to use them.”
“I thank the Member for his question. As he and the House know, our app was the first to operate cross-border and in two different jurisdictions. How well it was working was discussed at the North/South Ministerial Council meeting on Friday. To date, we have received anonymous keys from the Republic of Ireland relating to 1,471 cases, and our app has sent 1,355 cases to the Republic of Ireland, anonymously. Therefore, 2,700 people have been identified on either side of the border because of the interoperability of the app that we produced in conjunction with the Republic of Ireland.”
“I thank the Member for his question. At the end of last week, we launched the app for under-18s. To date, the COVID app has been downloaded over 411,000 times. It has sent out 8,500 text messages. Nearly 2,000 app users have received positive messages from uploading the diagnosis key, and 5,722 app users have received exposure notifications and been informed to self-isolate. That shows that our app has been beneficial in contacting people who may not have known that they were in contact with somebody who later tested positive for COVID.”