SaHF DMBC Volume 1 Edition 1.1.pdf - Shaping a healthier future

Response to feedback about implementation timescales: We noted the concerns
regarding the implementation timetable and as a result have worked closely with
providers to review and refine the three consultation options. As a result, we now
plan to implement changes within five years, please refer to Chapter 17.
Response to feedback about double counting in the Rideout report: The
assessment does use data that is contained in other criteria but uses it in a different
way to calculate the overall deliverability of the option
Response to feedback about the transaction referenced in the Rideout report: It
may be the case that the merger between Ealing Hospital NHS Trust and North West
London Hospitals NHS Trust delivers additional productivity benefits, but to date the
merger business case has been unable to identify a strong enough case to proceed.
Following the decision to implement over five years we revisited the deliverability evaluation
for options A, B and C (originally options 5, 6 and 7 respectively).
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Deliverability: Expected time to deliver – post consultation
Figure 9.57 shows the re-evaluation of the expected time to deliver sub-criterion using the
analysis we undertook during the post-consultation phase.
Figure 9.57: Evaluation of expected time to deliver using analysis created post consultation
The figure shows:
Options A and B (originally options 5 and 6 respectively) continue to receive the
highest ranking, because they result in the lowest number of trusts in financial deficit.
Option C (originally option 7), would result in three trusts being in financial deficit
(West Middlesex, NWL hospitals and Hillingdon)
More detailed work has been undertaken with the providers on options A, B and C to
understand bed requirements based on actual provider estate. As a result, estimates
of the number of beds and new capacity required has increased (e.g. number of
9c Decision making analysis stage 6 367