January 2012 - Sandwell & West Birmingham Hospitals

SWBTB (1/12) 286 (a)
It could be argued given the potential for more accurate catchment loss modelling, the need
for further detailed work on the impact on staffing levels and the size of the differential
between scenarios that the analysis of potential impact on income and expenditure at this
stage does not give grounds for excluding any of the short listed options from consultation.
Table 8: Summary of Impact on Income and Expenditure
Income/Expenditure Item
No catchment
loss
25%
catchment loss
if Acute
Stroke
Services based
at Sandwell
Hospital
50 %
catchment loss
if Acute
Stroke
Services based
at Sandwell
Hospital
25%
catchment loss
if Acute
Stroke
Services based
at City
Hospital
50 %
catchment loss
if Acute
Stroke
Services based
at City
Hospital
£000s £000s £000s £000s £000s
Income:
Patient Related SLAs 0 (579) (1,159) (486) (973)
Total Income 0 (579) (1,159) (486) (973)
Expenditure
Pay – Nursing (280) (17) (17)
Pay - Medical staffing
Total Expenditure (280) (17) 0 (17) 0
Costs Saved:
Pay - Nursing 246 246
Pay - Medical Staffing
Total Costs Saved 0 0 246 0 246
Net Income/(Cost) of Proposal (280) (596) (913) (503) (727)
Assumptions:
The reduction in A&E att income has been based on data from WMAS
The reduction in NEL income has been calculated using 80% achievement of the Best Practice Tariff
The reduction in excess bed day income has been calculated using an average trimpoint of 51 days
9. RISK ASSESSMENT AND MANAGEMENT
The following risks have been identified and mitigated in the project risk log.
9.1 Strategic Risks
The reforms of the NHS and the change in organisations does present a significant challenge
particularly in terms of approval process through PCTs and SHA.
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