National Elective Coordination Unit (NECU)

NHS Scotland waiting list validation

Standardised approach to validation of local Board waiting lists across outpatients, inpatient
and day cases, and diagnostic specialties based on a rolling programme

Strategic Priority: Promoting and implementing sustainable solutions

Patient treatment capacity campaigns

Delivery of bespoke capacity campaigns to match overspill capacity to demand across NHS
Scotland. This will maximise patient treatment opportunities and reduce waiting times.

Strategic Priority: Improving quality and efficiency

Development of NECU digital infrastructure

Development of digital and service delivery roadmap via managed partner to support future
infrastructure development. This will support an efficient NECU capability.
Ensure technical integration with current digital systems.

Strategic Priority: Promoting and implementing sustainable solutions

Development of NECU Hub and Spoke model with provider Boards

Continue to develop strategic partnership arrangements with NECU provider(s) to improve
flow of patients into overspill capacity, and to increase productivity and improve patient
treatment.
Continue to support current hub and spoke pilot in NHS Forth Valley.

Strategic Priority: Promoting and implementing sustainable solutions

Diabetes Closed Loop System (CLS)

Lead delivery of National Diabetes CLS Onboarding Programme.
Over the year, onboard an additional 1200 patients to the CLS Programme.
Work in collaboration with Scottish Government to evaluate and identify most suitable host for programme to deliver as business-as-usual (BAU) from 26/27 onwards.

Strategic Priorities: Driving Health Technology and Innovation; Promoting and implementing sustainable solutions

Supporting improved access to Community Urgent Care

Finalise Stakeholder map of services and sectors in relation to community urgent care.
Analyse relationships between acute admissions and community/Care Homes to ensure
patients are seen in most appropriate setting.
Understand and develop palliative and multiple disadvantage workstreams within Care Home and Community contexts.
Develop and test optimal models for care home pathways for unscheduled care, including Prof-to-Prof and Call before Convey pathways.
Work to better understand the community urgent care landscape at Board level through pilot work to map out ecosystems and assess direct public and professional experience.
Work with pilot boards to identify areas of opportunity to declutter and improve access to urgent unscheduled care in the community and better articulate longer term commissioning needs.
Extrapolate national learning from pilot board mapping to shape future strategic development of this portfolio.

Strategic Priorities: Promoting and implementing sustainable solutions, improving quality and efficiency, supporting workforce.

Support Optimisation of Flow Navigation

Ensure all Boards develop process for submitting monthly Flow Navigation activity data.
Work with PHS around future involvement in collection of validated FNC activity data.
Work with Boards to increase scheduling of appropriate patients into planned urgent care
pathways.
Work with Boards to develop coordinated Flow Navigation care home support pathways.
Promote and spread the use of “Prof-2-Prof” communication platforms and existing ambulance “Call Before Convey” pathways.
Work with Boards to collate patient experience feedback. Review flow navigation to urgent care pathway patient experience data.
Assist in the strategic scoping of the future state for Flow Navigation models.

Strategic Priorities: Promoting and implementing sustainable solutions, improving quality and efficiency, supporting workforce and data and evidence.

Support Optimisation of Front Door Medicine

Establish National Same Day Emergency Care (SDEC) Short Life Working Group and Acute Assessment SLWG to define optimal models and set out guiding principles for recommendation to the UC Strategic Delivery Group.
Carry out baseline mapping and capacity and demand modelling of SDEC (0 - 24 hrs) and Acute Assessment Units (24-72 hrs) to establish scope of future work.
Agree standards for SDEC and Acute Assessment Units (AAU).
Create Operational Delivery Networks to support adoption and local development of Front Door pathways aligned to local Board improvement plans and share learning.

Strategic Priorities: Promoting and implementing sustainable solutions, improving quality and efficiency and data and evidence.

Support Optimising Flow

Publish a Whole System Operating Framework (WSOF) through the UC SDG and Scottish Government performance team, to support and standardise escalation measures within Boards. Support implementation of WSOF within relevant Boards through an ODN.
Development of Scottish Ambulance Service (SAS) and NHS24 phase of the WSOF.
Define and standardise top-end triggers and measures for escalation beyond a standard “operational management” response.
Develop national best practice guidance for access to diagnostics, speciality in-reach models and for improving flow.
Develop an optimal length-of-stay (LOS) model through use of testing data algorithm and associated test of changes in a minimum of 1 Board with extrapolated learning presented for assessment of further scalability.
Provide advice to the National Discharge without Delay collaborative.

Strategic Priorities: Promoting and implementing sustainable solutions, improving quality and efficiency, supporting workforce and data and evidence.