Chamber and committees

The National Strategy for Economic Transformation, published in March 2022, sets out our ambitions for a skills and education system that meets the demands of an ever-changing economy and society, provides people with the skills they need at every stage of life to have rewarding careers, and encourages employers to invest in the skills they need to grow their businesses.

Key priority projects will support the commitments as set out in NSET to adapt the education and skills system to make it more agile and responsive to our economic needs and ambitions, support and incentivise people and their employers to invest in skills and training throughout their working lives; and expand Scotland’s available talent pool, at all skills levels, to give employers the skills pipeline they need to take advantage of opportunities.

To ensure that the skills system is optimised to deliver these ambitions, Ministers will initiate an independent review of the skills delivery landscape, focusing on the functions and remit of Skills Development Scotland, and its interface with – and role within – the wider skills delivery landscape.

The Review will be led by an independent advisor and will commence in September 2022, reporting to Ministers in Spring 2023. The Independent Advisor will engage with a wide range of stakeholders, including the staff and Board of Skills Development Scotland, to inform their recommendations.

Ministers will provide further details of the remit for the Independent Advisor and the Terms of Reference for the Review in a statement to Parliament in due course.

Public Health Scotland (PHS) uses the national waiting times warehouse to collect electronic patient records covering the waits that patients experience waiting for treatment as an inpatient or day case under the Treatment Time Guarantee. This data source can be used routinely to identify the specialty of treatment. However, although the records are designed to collect coded information on the procedure that is planned for the patient, this information is often either incomplete, lacking in essential detail and/or its accuracy cannot be assured. In addition, for patients who have completed their wait, the procedure(s) that was planned may not always reflect that actually performed after they were admitted for treatment. The latter is not captured through the warehouse. Consequently, PHS is not currently able to report accurately on waiting times to this level of detail. More detailed information on the procedure(s) that is planned or undertaken for a patient will be held locally by NHS Boards.

Statistics relating to the waits patients experience for inpatient or day case treatment at specialty level are published up to 31 December 2021 and can be found using the link below:

https://publichealthscotland.scot/media/11657/ipdc_feb22.xlsx .

The Scottish Government is focussed on delivering the commitments set out in our NHS Recovery Plan, published in August 2021.

With regard to cataracts, the Scottish Government is working with Health Boards to undertake additional pre-assessment clinics to assess those patients referred for consideration of surgery. In tandem, Boards are implementing new and more efficient ways of working, including virtual appointments and via telephone to prevent unnecessary visits and travel to hospitals.

The independent sector is also supporting additional cataract surgeries across a number of Health Board areas. In particular, over 3,500 additional surgeries were undertaken by the Independent Sector at NHS Golden Jubilee (NHSGJ) in 21-22, and will continue to deliver an additional 1,000 surgeries in 22-23. Plans are also in place to enable a number of Boards to utilise available capacity at NHSGJ using their own surgeons, who will undertake cataract surgery at the facility. This will allow patients access to treatment more quickly, as well as offering opportunities for training junior surgeons.

The Centre of Sustainable Delivery has been commissioned to support surgical teams across NHSScotland to implement the guidance issued by the Royal College of Ophthalmologists. This will increase efficiency and productivity across cataract-only surgical sessions, and high-volume surgery in cataract treatment centres.

We are working closely with Boards to finalise planned care activity plans, including for orthopaedics, for 2022-23 which will be critical to stabilising and improving our health and social care system in the medium term.

The National Treatment Centre (NTC) Programme will deliver the single biggest increase in protected planned care capacity ever created in NHS Scotland. The network of 10 NTCs, will deliver capacity for over 40,000 additional planned procedures and diagnostic care across 12 specialities. Within the next 18 months, NTCs will open in NHS Fife, NHS Forth Valley, NHS Highland and at NHS Golden Jubilee specialising in orthopaedic surgery. On 13 April, we also announced £1.8m of funding to purchase a private hospital in Ayrshire (Carrick Glen) to be developed into a new National Treatment Centre specialising in orthopaedics.

As well as significant investment in new infrastructure, the new NHSScotland Centre for Sustainable Delivery is also leading work to explore new and innovative ideas to reduce In Patient / Day Case and Outpatient waiting times. Examples include:

• The rollout of Active Clinical Referral Triage, to provide patients with information about non-surgical interventions and self-management options;
• Patient Initiated Reviews, enabling patients to be escalated if their condition deteriorates and reduces routine appointments while supporting patients in a safe and clinically appropriate manner; and
• Enhanced Recovery after Surgery pathways, designed to support patients achieve faster recovery after surgery.

Public Health Scotland (PHS) uses the national waiting times warehouse to collect electronic patient records covering the waits that patients experience waiting for a new outpatient appointment. This data source can be used routinely to identify the specialty of treatment, such as whether the patient was waiting for an appointment in ophthalmology or orthopaedics. However, it is not possible to ascertain whether the appointment involved an assessment of whether the patient is suitable for a particular procedure. This level of information may be held locally by NHS Boards.

Statistics relating to the waits patients experience for new outpatient appointments, at specialty and NHS Board level, are published up to 31 December 2021 and can be found using the following link:

https://www.publichealthscotland.scot/media/11694/newop_feb22.xlsx .

Table 1 below presents the findings of HM Treasury’s analysis of education spending per head across Scotland, England and Wales.

Table 1 - Identifiable education expenditure by country, per head, 2016-17 to 2020-21

The Shared Outcomes Framework is the means by which Skills Development Scotland (SDS) and the Scottish Funding Council (SFC) will monitor and report on collaborative projects that contribute to overarching skills outcomes.

The projects in the framework support the skills actions set in the National Strategy for Economic Transformation (NSET) and the missions of the Future Skills Action Plan, in particular around the alignment of economic demand with current and future provision. The actions outlined in this framework also contribute to delivery of the outcomes in the National Performance Framework and recognise the findings of the SFC’s review of coherence and sustainability in tertiary education and research.

The Framework defines the collaborative projects that are geared towards the strategic intent of supporting enhanced alignment of provision with economic need, resulting in a more agile and responsive system, including a more balanced

portfolio of provision where the evidence supports this being needed.

The Shared Outcomes Framework has been published today and is available here : https://www.gov.scot/isbn/9781804351789

The Shared Outcomes Framework is a live framework that is published here in its first iteration. It has been agreed with and is supported by the Chief Executives and Chairs of SDS and SFC and will form the basis for regular performance monitoring through the Shared Outcomes Assurance Group and through my regular 6 weekly meetings with the senior leaders of both agencies.

This document will be updated as we develop further measures to track the impact of the projects and will continue to evolve as the projects progress, and to align with the delivery and governance structures for the delivery of the NSET.