The National Elective Strategy Yvonne Summers National Programme Manager for the Elective Strategy Health Performance and Delivery Directorate Capital Investment Network 4 October 2016

Background Programme for Government committed £200m capital to support the development of a national Elective Strategy Additional capacity to be located in Edinburgh, Livingston, Inverness, Aberdeen, Dundee and at Golden Jubilee in Clydebank Capacity to begin coming onstream within the life of this Parliament Key element of the Acute Services Workstream of the National Clinical Strategy

Why do we need an Elective Strategy? Increasing and ageing population Increasing demand for elective procedures Waiting times performance Developments in technology Policy drivers Financial challenges Patient expectations

Progress to date Day Zero Event in June 2016 to launch the Programme Programme Board established, chaired by John Connaghan NHSS Chief Operating Officer as Programme sponsor and including all of the Project SROs Host Boards in the process of setting up their own Project Teams Internal Programme Support Team being developed Draft Initial Agreements (including Strategic Brief) to be submitted by March 2017.

Investment Objectives Create capacity to enable system to respond to increased demand Reduce or eliminate routine use of the private sector Reduce the chances of cancellation of elective surgery Enable delivery of current and future Government guarantees on Inpatient/Daycase waiting times on a sustainable basis Create additional capacity in Outpatients Deliver a sustainable wait for routine diagnostics Deliver increased efficiency and productivity from all resources Provide greater resilience around the winter period Facilitate refurbishment/development of some older hospital sites

Planning Principles Not all centres same mix of specialties/ procedures Provision for other boards not just host board Optimized flows based on evidence base, existing and new (TOM) Dovetail with site strategy/leverage investment High volume (complex mix), include diagnostics Avoid ‘destabilisation’ of existing services Reduce private sector Safe (location close to emergency) Integrated workforce World class (beg, borrow or steal ideas)