The overall aim of the development is to increase the volume of one-day surgical care and to re-allocate the capacities available in active care, including the need for active care for human resources and the need for care for patients receiving overnight care. The aim is to strengthen the role of inpatient and/or shortening services linked to systemic structural change and institutional change of function processes by adapting the necessary structure, organising it in a systematic manner and sometimes necessary to expand it. I.Partial objectives: 1.The aim is to increase the proportion of patients who left within 24 hours of the end of the surgery to a minimum of 60 % by the end of the first full calendar year after the introduction of the improvements. Based on the number of interventions currently allowed for one-day care, approximately 600 thousand patients could be treated in the form of one-day interventions per year. According to current practice, a third of these patients leave the institution within 24 hours of the end of surgery. The objective is to increase the proportion of patients leaving within 24 hours to a minimum of 60 % internationally agreed. 2.Ensure optimal infrastructure and human resources needs to provide one-day benefits until the project is completed. The aim of the project is to ensure the infrastructure and human resources needed to increase and improve the proportion of one-day surgical care, and to include the largest possible proportion of patients currently not receiving one-day care. 3.Development of multidisciplinary, self-contained one-day units until the project is closed. The establishment of a separate multidisciplinary stand-alone unit with at least four professions, in which all patients involved in one-day interventions on the premises of the institution are accommodated. It is also intended that the development of one-day care is primarily carried out where it contributes to improving access to care, meeting the requirements of safe care for patients. 4.In the institutions to be developed, the reduction of the active capacity of the professions concerned by the day care and the redeployment of these capacities. The reduction or re-allocation of available capacities in active care to other care entails a more optimal allocation of human resources due to lower care needs for overnight care patients. 5.Develop the overnight care model, financing model, care management guidelines and local protocols within the framework of the project. Improve the quality of overnight care and reduce patient safety risks by developing day care management policies and local protocols. It is also important to increase the social acceptance of overnight benefits. 6.Making active care more cost-effective by increasing the number of one-day surgical interventions as a result of the project. The cost-effectiveness of healthcare is improved by the introduction of process organisation and patient occupancy methods by reducing the cost implications of active care. 7.Developing materials and actions within the framework of the project. It is necessary to inform professionals, patients and relatives about the benefits and risks of one-day surgical interventions. There is a need to develop and implement tools to help communities abstain from new things and manage change. In this priority project, in addition to the project owner’s State Health Care Centre, 20 inpatient care institutions will be involved as partners, in which the development of the infrastructure, machine-instrument and care organisation processes necessary for the more efficient and high-quality operation of their one-day surgical care will be realised. The current state of the one-day surgical care of the institutions to be involved, their development needs were assessed through preliminary questionnaires and face-to-face interviews in October 2016. In addition to the project promoter’s central tasks, the survey resulted in the content of the developments in each partner institution.