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

2. 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

3. 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

4. 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.

5. 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

6. 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)