Robot-assisted surgery
would previously have been restricted to tertiary centres.
Can implementing a robotic programme be a beneficial model for the wider NHS? The tangible benefits of CHFT’s programme has received wider exposure and, over the past year, we have seen external interest in using the Trust as an example of good practice in using robotic- assisted surgery in a district general hospital. CHFT has also hosted NHS England who are now using our model as a case study in developing similar services at peer Trusts. This reflects a wider shift that we have seen
in which robotic surgery is no longer restricted to major teaching hospitals. Robotic surgery systems, when combined with multidisciplinary implementation, structured training, and operational discipline, are enabling smaller Trusts to make tangible improvements to surgical programmes. Data shows that diverting patients from
open to MIS represents a saving in terms of recovery time, bed occupancy, and long-term patient outcomes. Additionally, training surgeons in robotic surgery represents a measurable improvement to a Trust’s surgical workforce. Every Trust that can successfully embed a resilient, cross-specialty robotics programme enables a new capacity for elective recovery, which frees up additional capacity for the NHS.
Lessons learned and practical takeaways For any Trust considering the implementation of a surgical robotics programme, the experience at CHFT shows that upfront investment is required financially and over time in training and culture. The success at CHFT was dependent on engaging teams across the Trust: from executive sponsorship to procurement, clinical governance, and theatre staff. For Trusts on a Payment by Results (PbR) system, where reimbursement is based on the number and complexity of patients treated, it is worth bearing in mind that the tariff for robotic surgery is higher. A few key lessons stand out from our experience: 1. Multispecialty buy-in is critical. Had we launched surgical robotics solely as a colorectal initiative, the system would have been underused. By embedding robotics across three services from the outset, we maximised list availability and built momentum across multiple teams.
2. Train-the-trainer models drive resilience. Relying on external education can be costly and inflexible. CHFT’s internal training
approach allowed the Trust to scale the programme efficiently, reducing costs and enabling greater agency over the system for surgical teams.
3. Mentorship accelerates adoption. Utilising a structured training approach created a pathway for new users. With senior consultants acting as mentors, learning is embedded in real clinical practice, not just simulated environments.
4. Digital insights should drive action. By regularly reviewing metrics through robotic surgical system’s digital tools, data shows CHFT’s teams have been able to iterate quickly, reduce downtime, and support performance development for both new and experienced users.
5. Support matters. The implementation and education teams at the manufacturer play an important role in the set-up phase. Trusts should continue to access this resource to enable continuous improvement.
The case for broader adoption The NHS has ambitious elective recovery targets with the aim of creating a more sustainable, patient-centred surgical service that reduces disparities and supports long-term population health. To do this, we must adapt the way we deliver surgery with a particular focus on improving patient delivery in district general hospitals. Usage of robotic surgery systems has demonstrated scalability and affordability for NHS Trusts when deployed strategically. Data shows that utilising these systems increases access to minimal access surgery for more patients, makes recruitment more attractive, and improves staff retention by offering advanced skills and varied caseloads. Robotic systems alone, however, should not
be viewed as the solution to the elective backlog. But when combined with internal training, thoughtful list design, and digital insight, they
34
www.clinicalservicesjournal.com I November 2025
can enable significant improvements in surgical delivery across multiple specialties. At CHFT, there is a strong evidence base that demonstrates how to establish a multi-specialty robotics programme in less than 24 months. Data shows the Trust has reduced its backlog by 30%, and by continuing to expand our offering alongside a broad series of initiatives targeting high-volume, low-complexity procedures, we anticipate realising further improvements. CSJ
*The robotic surgery system utilised at Calderdale and Huddersfield NHS Foundation Trust is CMR Surgical’s Versius Surgical System
Reference 1.
https://ifs.org.uk/publications/past-and- future-nhs-waiting-lists-england
About the author
Miss Tamsyn Grey is a Consultant in General and Colorectal Surgery and the Clinical Lead for Robotic Surgery at Calderdale and Huddersfield NHS Foundation Trust. She joined the Trust in 2015 after qualifying from the University of Liverpool in 2002, earning her MBChB (Hons), FRCS and PG Dip in Clinical Education. With expertise in minimally invasive colorectal surgery, she combines clinical leadership with surgical innovation, advancing patient care through precision robotics and interdisciplinary collaboration.
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64
