Planned Care Programme – Performance

Aim and objective: To enhance the delivery of planned care, by facilitating initiatives designed to improve the management of demand and capacity, promote greater elective activity and address waiting times.

The Planned Care Programme consists of 4 separate areas of work: Planned Care Performance, Orthopaedics, Ophthalmology, and Radiology. Each of these areas have their own workstreams, as set out below.

• Ongoing monitoring of Boards Scheduled Care Performance specifically in relation to enhanced activity and reduction in long waiting patients. This includes diagnostic imaging.
  
• Escalation of key risks and challenges to SG in relation to Boards delivering against Plan.
  
• Provide SG with preferred annual Board Planning process, and appraisal of proposed Board initiatives.
  
• Develop analytical models and utilise outputs to support Board Planning and Performance.
  

Support Boards to reduce long waits and maximise local and regional capacity, with a focus on key specialties.

• To actively monitor and track delivery against performance using validated data provided by the Scottish Government’s Whole System Information Analysis Team
  
• Engage and work with Boards to identify and implement tailored solutions to enable backlog reduction and capacity maximisation. With a focus on performance monitoring, including Actual Vs Planned and initiatives that receive additional funding.
  
• Encourage Boards to increase New Outpatient, Diagnostic and Treatment Time Guarantee activity numbers in collaboration with SDGs and Productivity and Efficiency Group (PEG)
  
• Encourage Boards to utilise NECU campaigns, including promotion of regular waiting list validation, travel campaigns and good waiting list management.
  
• Work with NHS National Services Scotland (NSS) to implement insourcing and/or outsourcing support to meet Board needs as and when required.

Strategic Priorities: Improving quality and efficiency; Stakeholder engagement and collaboration.

Match national demand with available capacity including through the National Treatment Centres

• Allocate National Treatment Centre (NTC) capacity for all specialties.
  • Engage with the boards regarding: Theatre utilisation and performance monitoring
  • Comparison of planned and actual activity performance
  • Scoping and support for Board proposals to increase capacity regionally and nationally
  • Identification of proactive solutions to accommodate national challenges
  • Promotion of CfSD initiatives, such as Peri – op framework to supporting improvements in theatre performance, including use of NECU;
  • Identification of solutions to enable Boards to maximise theatre utilisation, including use of National Treatment Centres (NTC) and Regional Treatment Centres;
  • Collaborative working across regions.
• Ensure NTC utilisation and promote use of waiting list validation;
• Conduct regular performance monitoring of NTC referral management and treatment activity delivered against agreed targets.
• Work with NTC Leads to implement Scan for Safety programme actions across all National Treatment Centres.

Strategic Priorities: Improving quality and efficiency, Promoting and implementing sustainable solutions and Stakeholder engagement and collaboration.

Productivity and Performance Monitoring

• Support increase in productivity and efficiency and reduce variation.
• Support development of productivity framework to be deployed in Boards and monitor progress
• Ensure clear and efficient treatment pathways developed by MPPP are implemented and maintained by Boards for key specialties, with a particular focus on the top 5 most challenged specialties as well as Orthopaedics and Ophthalmology.
• Engage with Boards to promote improvement in performance in theatre capacity, activity,workforce and theatre productivity to support maximisation of theatre utilisation, day surgery capacity and performance in conjunction with MPPP.
• Encourage implementation of digital solutions, including the theatre scheduling tool Infix, Scan for Safety Genesis and other potential solutions.

Strategic Priorities: Improving quality and efficiency, Data and evidence and Stakeholder engagement and collaboration.

Support Whole System Flow and protection of Planned Care

• Support Boards to actively participate and support the work of the Speciality Delivery Groups (SDGs).
• Work with Unscheduled Care Programme to support interrelated improvement work.
• Collating and conducing analysis of planned care data in support of identifying improvement opportunities

Strategic Priorities: Promoting and implementing sustainable solutions, Improving quality and efficiency and Supporting workforce.