APPENDIX C Benefits Realisation Plan Main Benefit Financial- Non Financial As Measured by Baseline Measure Target Measure 1 Medical Practitioner day Non-Financial Medical Rota Medical Staffing Audit 6 months post opening and cover increased 6 months pre-opening 100% on site 2 Increased use of Non-Financial Average length of stay for Average length of stay 6 Average length of stay 6 anticipatory care planning ward (acute) months pre-opening months pre-opening 3 Increased use of Non-Financial Hospital based complex Years 2015/16 and 12-24 months post opening anticipatory care planning care HBCC 2016/17 4 Better bed mix for older Non-Financial Number of functional and Number of functional and Number of functions and people organic older beds affected organic beds Birdston/Tate organic beds Stobhill/Tate by project 2015/2016 on opening 5 Improve functional Non-Financial Number of single en-suite Percentage six months Percentage on opening suitability of Mental bedrooms on wards to opening Health estate 6 Reduction in people Non-Financial Number of acute bed days 12 months prior to opening 12 months post opening waiting more than 14 days lost to delayed discharged to be discharged into more including AWI appropriate care setting 7 Reduction in people Non-Financial Number of hospital beds 12 months prior to opening 12 months post opening waiting more than 14 days based on complex care to be discharged into more days lost to delayed appropriate care setting discharge including AWI 8 Improve financial Financial Reduced running costs due To be confirmed 6 months To be confirmed 6 months performance to more energy efficient prior to opening to opening wards 9 Improved diagnostic Non-Financial Increase in referral for 12 months pre move 12 months post move service diagnostic assessments on site
APPENDIX C Benefits Realisation Plan Main Benefit Financial- Non Financial As Measured by Baseline Measure Target Measure 1 Medical Practitioner day and cover increased 100% on site Non-Financial Medical Rota Medical Staffing Audit 6 months pre-opening 6 months post opening 2 Increased use of anticipatory care planning Non-Financial Average length of stay for ward (acute) Average length of stay 6 months pre-opening Average length of stay 6 months pre-opening 3 Increased use of anticipatory care planning Non-Financial Hospital based complex care HBCC Years 2015/16 and 2016/17 12-24 months post opening 4 Better bed mix for older people Non-Financial Number of functional and organic older beds affected by project Number of functional and organic beds Birdston/Tate 2015/2016 Number of functions and organic beds Stobhill/Tate on opening 5 Improve functional suitability of Mental Health estate Non-Financial Number of single en-suite bedrooms on wards Percentage six months to opening Percentage on opening 6 Reduction in people waiting more than 14 days to be discharged into more appropriate care setting Non-Financial Number of acute bed days lost to delayed discharged including AWI 12 months prior to opening 12 months post opening 7 Reduction in people waiting more than 14 days to be discharged into more appropriate care setting Non-Financial Number of hospital beds based on complex care days lost to delayed discharge including AWI 12 months prior to opening 12 months post opening 8 Improve financial performance Financial Reduced running costs due to more energy efficient wards To be confirmed 6 months prior to opening To be confirmed 6 months to opening 9 Improved diagnostic service Non-Financial Increase in referral for diagnostic assessments on site 12 months pre move 12 months post move