Balanced Score Card Report Review of May 2018 Data Balanced - - PowerPoint PPT Presentation

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Balanced Score Card Report Review of May 2018 Data Balanced - - PowerPoint PPT Presentation

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Balanced Score Card Report Review of May 2018 Data Balanced Scorecard Quality Patient & Access Safety Patient and Service User Human Resource Finance Management Patient Access Emergency Department CUH 30 Day Moving Average 2017

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SLIDE 1

Balanced Score Card Report Review of May 2018 Data

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SLIDE 2

Balanced Scorecard

Patient Access

Quality & Safety Human Resource Management Finance

Patient and Service User

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SLIDE 3

Patient Access – Emergency Department

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SLIDE 4

CUH 30 Day Moving Average 2017 v 2018

4

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SLIDE 5

6 Hour PET & 8AM TrolleyGAR per 100 ED Attends

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SLIDE 6

PET Greater than 24 Hours

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SLIDE 7

Non Admit PET Year to date Comparison

0% 10% 20% 30% 40% 50% 60% 70% 80% 2014 2015 2016 2017 2018

67% 71% 75% 79% 70%

Annual Non Admit PET 2014 - 2017

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SLIDE 8

>75yrs Bed Wait >9hrs

50 100 150 200 250 Jan-18 Feb-18 Mar-18 Apr-18 May-18 248 232 249 190 203

>75yrs Bed Wait >9 hrs (2018)

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SLIDE 9

Targeted >14 Day Occupancy

100 120 140 160 180 200 220 4000 5000 6000 7000 8000 9000 10000 01/09/2017 01/10/2017 01/11/2017 01/12/2017 01/01/2018 01/02/2018 01/03/2018 01/04/2018 01/05/2018 01/06/2018

>14 Day Patients and >14 Day Occupancy

Bed Days Patients >14 Days

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SLIDE 10

>100 Day Occupancy

2 4 6 8 10 12 14 16 18 20 500 1000 1500 2000 2500 3000 3500 4000 01/09/2017 01/10/2017 01/11/2017 01/12/2017 01/01/2018 01/02/2018 01/03/2018 01/04/2018 01/05/2018 01/06/2018

>100 Days Patients & Bed Days

Bed Days Patients

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SLIDE 11

AMAU Activity May2018

20 40 60 80 100 120 140 160 180 ED Surge ED GP Planned Repeat OPD Other Referrals

171 114 154 87 13 4

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SLIDE 12

AMAU Boarders at 8:00am - May 2018

12 12 11 12 10 10 8 8 7 10 10 12 12 9 10 10 12 8 8 8 12 12 12 2 4 6 8 10 12 14

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SLIDE 13

Project Flow Improving Patient’s Hospital Experience

Project Flow 2018

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SLIDE 14

Project Flow Objectives

  • Bed Capacity Review
  • Implement the SAFER Patient Flow Bundle in 2018 on all inpatient wards.
  • 90% of patient notes should have a Planned Date of Discharge (PDD).
  • Achieve a 25% increase in weekend discharges by September 2018.
  • Achieve monthly 80% either green or amber (40% green) at 8am on TrolleyGAR
  • Achieve a 10% reduction in bed days used by patients >14 days.
  • No patient should spend >24 hours in any area of the Acute Floor
  • 95% of non-admitted patients should achieve a patient experience time (PET) <6 hrs on

the Acute Floor

  • 75% of all patients should achieve a PET <6 hours
  • 100% of patients needing medical (excluding patients requiring care in the Resuscitation

Room) will be reviewed in the Acute Medical Assessment Unit (AMAU)

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SLIDE 15

Project Flow Initiatives

Initiative

  • SAFER Implementation
  • Weekend Discharges
  • >75 Year Old Patient Flow Improvement
  • >14 Day Process Improvement
  • Patient Experience Time Improvement
  • Acute Ambulatory Care / Discharge to

Assess Pathways

  • Acute Floor Implementation
  • Communication & Education
  • Diagnostic Flow needs to be reviewed
  • Bi-Directional Flow Improvement

Nominated Lead

  • Ms. Olivia Wall
  • Ms. Deirdre Feehely
  • Dr. Mike O’Connor
  • Ms. Noreen Galvin
  • To be Confirmed
  • To be Confirmed
  • To be Confirmed
  • To be Confirmed
  • To be Confirmed
  • Ms. Lorraine Kearney
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SLIDE 16

Patient Access - Outpatient Waiting Lists

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SLIDE 17

Total Medical Patients to be seen by 15 Month Target

(241) (June)

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SLIDE 18

Total Surgical Patients to be seen by 15 Month Target

(5062) (June)

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SLIDE 19

Patients Currently Waiting Longer Than 12 Months

(5062) (May)

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SLIDE 20

Patients to be seen by 15 Month Target

June 2018

3739 Urgent and Routine Patients who need to be seen in relation to the 15 month deadline by month end June 2018 Count of Patients % No of Patients with an Appointment before or on End of Month 122 3.26% Number of Patients with an Appointment Post End of Month 155 4.15% Number of Patients with No Appointment 3462 92.59%

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SLIDE 21

Patient Access - Inpatient Waiting List

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SLIDE 22

Total Inpatient & Day case Waiting List (12/06/2018)

wl type ACTIVE PREADMIT SUSPENSION Grand Total Adult 1190 304 40 1,534 Child 85 32 5 122 GI Scope 136 211 8 355 Grand Total 1411 547 53 2,011

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SLIDE 23

Perspective Adult Pivot - to be Treated by October 2018 (433)

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SLIDE 24

General Surgery Waiting List (141)

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SLIDE 25

Plastic Surgery Waiting List (90)

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SLIDE 26

Urology Waiting List (76)

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SLIDE 27

Quality & Safety

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SLIDE 28

Scope Breaches (June 2018)

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SLIDE 29

Cancer KPI – Breast-Lung-Prostate

October 2017 – May 2018

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SLIDE 30

Radiotherapy Patients In/Out of Target - May 2018

IN TARGET, 48, 51% OUT OF TARGET, 46, 49%

94 Patients

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SLIDE 31

Consultants In/Out of Target May 2018

5 10 15 20 25 Dr Faisal Jamaluddin (Locum RO)

  • Dr. Aileen

Flavin (RO)

  • Dr. Bolanle Ofi

(Locum RO)

  • Dr. Carol

McGibney (RO)

  • Dr. Kathy Rock

(RO)

  • Dr. Frederik

Vernimmen (RO)

  • Dr. Paul Kelly

(RO) Total 16 16 16 17 3 4 22 In Target 9 10 6 5 2 2 14 Out of Target 7 6 10 12 1 2 8

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SLIDE 32

Reasons for Out of Target – May 2018

5 10 15 20 25 30 35 40 45 Personal choice Medical Capacity Data Missing Other Total 2 1 42 1

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SLIDE 33

Chemotherapy Patients In/Out of Target – May 2018

In Target, 39, 83% Outside Target, 8, 17%

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SLIDE 34

Consultants In/Out of Target May 2018

2 4 6 8 10 12 14 16

Dr Deirdre O'Mahony Dr Derek Power Dr Dearbhaile Collins Dr Derville O'Shea Prof Mary Cahill Dr Richard Bambury Dr Vitaliy Mykytiv Prof Seamus O'Reilly Total 10 4 4 3 2 16 1 7 In Target 8 3 4 3 1 14 1 5 Out of Target 2 1 1 2 2

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SLIDE 35

Reasons for Out of Target – May 2018

1 2 3 4 5 6 Personal Medicinal Capacity Total 1 1 6

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SLIDE 36

Risk Management – April KPI data DRAFT

  • Serious Reportable Events reported CUH - 3 communicated in April
  • Medication Safety Incidents reported - 36
  • Complaints – 4 with 0% closed within the 30 day timeframe.
  • New claims notified to hospital - 3

Risk Register CUH3, CUH4, CUH49, CUH64 updated Updated Risk Register submitted to the SSWHG

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SLIDE 37

Human Resource Management

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SLIDE 38

Total Sick Leave

4.77 3.84 3.92 4.22 4.17 3.9 3.65 3.98 3.89 3.84 4.15 4.35 4.42 3.8 4.01

3.5 3.5 3.5 3.5 3.5 3.5 3.5 3.5 3.5 3.5 3.5 3.5

2 4 6

Jan Feb Mar April May June July August Sept Oct Nov Dec

%

CUH – Total % Sick Leave 2017 v 2018

2017% 2018% % Target

44.55 34.55 37.35 31.14 34.88 44.15 40.05 31.32 29.2 26.8 28.89 26.11 31 24

10 20 30 40 50

Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18

WTE’s

CUH Long Term Sick Leave – WTE’s

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SLIDE 39

EWTD Compliance - October 2017 – May 2018

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SLIDE 40

Finance

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SLIDE 41

Finance Report –May 2018

Actual outturn ytd 2018 CUH -PAY & NONPAY

  • Gross pay & non pay budget €137.85m
  • Actual pay & non pay €143.49m
  • Actual Deficit €5.63m (-3.6%)

Less adjustments €3.22m

  • Bad debts provision €1.5m
  • PCRS €665k
  • Surge/Storm Emma/CPE €723k
  • Outsourced Mater €248k
  • GDP Adj -12th ICU bed €93k

Adjusted Deficit €2.41m (-1.75%)

CUMH DIRECT PAY & NONPAY

  • Gross Direct pay & non pay budget €17.1m
  • Actual direct pay & non pay €18.17m
  • Actual Deficit €1.06m (-6%)

CUH/CUM PAY & NONPAY

  • Gross pay & non pay budget €154.95m (2017 :€147m)
  • Actual pay & non pay €161.67m (2017: €151.2m)
  • Actual Deficit €6.72m (-4.3%) (2017 :€4.2m/-3%)

Less adjustments €3.22m (2017 :€3.2m) Adjusted Deficit €3.5m(-2.26%) (2017 :€1.06m/-0.7%)

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SLIDE 42

CUH /CUMH SUMMARY FINANCIAL POSITION AS AT MAY 2018

May €k % Apr € %

YTD Gross Expenditure 161,654 128,163 YTD Gross MEL 158,264 125,772 YTD April Deficit 3,390 2.1% 2,391 1.9% Less Bad Debt Increase 1,496 974 YTD Deficit after Bad Debt 1,894 1.2% 1,416 1.1% Storm Emma Costs 82 82 CPE Costs 34 34 12th ICU Bed not included in GDP Allocation (opened April) 93 49 YTD Deficit after Bad Debt, Storm Emma, CPE & 12TH ICU Bed 1,685 1.1% 1,251 1.0% PCRS Increase YTD April 665 458 YTD Deficit after Bad Debt, Storm Emma, CPE, 12TH ICU Bed & PCRS 1,020 0.6% 793 0.6% Surge Costs CUH additional beds 606 573 Outsourced Patients to Mater Private re Surge 248 154 YTD Deficit after Bad Debt, Storm Emma, CPE, 12th ICU Bed ,PCRS & Surge 166 0.1% 66 0.1%

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SLIDE 43

Finance Report – May 2018

CUH/CUMH Other Income outturn

  • Income budget €7.17m (2017 :€6.82m)
  • Actual Income €8.58m (2016 :€8.34m)
  • Actual Surplus €1.41m (20%) (2016 :€1.51m/22%)

CUH Other Income

  • Other Income budget €6.84m
  • Actual Income €8.31m
  • Actual Surplus €1.47m (21%)

CUMH Other Income

  • Other Income budget €332k
  • Actual Income €268k
  • Actual Deficit €64k (-19%)
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SLIDE 44

CUH Actual Non-pay Expenditure €k YTD 2018 v 2017

CUH/CUMH Income outturn

  • Income budget €33.39m (2017 :€33.0m)
  • Actual Income €32.07m (2016 :€32.3m)
  • Actual Deficit €1.3m (-4%) (2016 :-€0.7/-2%)

CUH

  • Income budget €28.28m
  • Actual Income €27.77m
  • Actual Deficit €513k (-1.8%)

CUMH

  • Income budget €5.11m
  • Actual Income €4.3m
  • Actual Deficit €813k (-16%)

Finance Report –May 2018

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SLIDE 45

CUH –Pay & Non pay Budget Surplus/(Deficit) %

  • 2.19%
  • 1.38%
  • 1.40%
  • 1.46%
  • 1.75%
  • 5.57%
  • 3.45%
  • 2.92%
  • 3.58%
  • 4.09%
  • 10.0%
  • 8.0%
  • 6.0%
  • 4.0%
  • 2.0%

0.0% Jan Feb Mar April May June July Aug Sept Oct Nov Dec

2018(adj) 2018

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SLIDE 46

CUH Budget v Actual Pay ytd 2018

B udget € k A ct ual € k

Va r i a n c e €k Va r %

C U M H D I R E C T A c t 2 0 1 8 C U H / C U M H 2 0 1 8 A c t C U H / C U M H 2 0 1 7 A c t

Medical/Dental 28,315 27,391

9 2 4 3 %

3 , 6 7 4

3 1,0 6 5 28,342

Nursing/Midwifery

30,317 31,016

  • ( 70 0 )
  • 2 %

10 , 0 0 7

4 1,0 2 3 37,930

Paramedical

14,993 15,147

  • ( 154 )
  • 1%

7

15,154 1 4,263

Housekeeping

2,349 2,837

  • ( 4 8 8 )
  • 2 1%

4 9 5

3 ,3 3 2 2,966

Care Assistants

3,244 3,937 - ( 6 9 3 )

  • 2 1%

3 ,9 3 7 3,1 30

Catering

1,912 2,033

  • ( 12 1)
  • 6 %

2 ,0 3 3 1 ,91 5

Portering 2,687 2,767

  • ( 8 1)
  • 3 %

2 ,76 7 2,652

Administration 7,669 7,528

14 2 2 %

8 6 3

8 ,3 9 0 8,092

Other Staff 1,451 1,295

156 11% 1,2 9 5 1 ,429

Total Pay 92,937 93,953

  • (1

,01 6)

  • 1

% 15 , 0 4 5 10 8 ,9 9 8

100,719

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SLIDE 47

47

CUH AGENCY WTE 2014-2018

Jul-14 Sep-14 Dec-14 Jan-15 Jun-15 Sep-15 Dec-15 Jun-16 Sep16 Dec-16 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual

Radiotherapist

9.40 4.00 4.87 2.78 0.9

Radiographer

0.09 0.05 0.06

Labs

12.04 13.40 11.0 12.19

Cardiac Techs

3.80 3.80

1.0

Physio

1.60 1.50

Pharmacy

2.00 1.00

Admin

23.40 9.08 9.36 14.1

Nursing

46.20 33.0 34.7 37.8 30.4

28.6 26.1 31.6 27.6 25.5 37.3 44.8 41.3 42.0 41.3 35.4 42.3 48.4 41.5 41.5 39.3

38.0

HCA

34.80 16.2 22.7 23.2 29.8

30.8 38.2 38.4 52.1 17.7 36.6 41.6 35.7 39.4 40.8 39.2 47.4 54.7 51.4 60.9 48.5

45.7

House-Keeping

10.40 0.16

Physics

4.30 2.6 1.6 1.09 0.75

0.66 0.46 0.83 0.83 0.83

Catering

3.00 8.5 2.0 2.7 6.9

3.9 0.9 1.2

Social Work

1.00 0.5

Occ Therapy

1.00 0.37

Dietician

0.50 0.3

1 1 1 1 1 1 1 1 1 1 1 1 1 1

2

Medical

11.00 5.27 4.77 4.4 5.86

7.97 15.73 Consult 0.25 2.9 3.94 1 0NCHD 2.47 6.7 1.87 1.54 0.8 1.18 3.04 1.51 2.85 2.98 2.09 3.12 0.97 0.73 2.15

164.5 99.7 91.1 98.26 74.6

71.9 81.4 76.75 88.23 46.9 76.4 91.1 83.12 85.44 85.61 78.45 93.68 106.2 97.0 104.37 89.53 87.85

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SLIDE 48

CUH AGENCY COSTS €k 2016 - 2018

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SLIDE 49

Acute Nursing Agency WTE 2016 to 2018 Acute HCA Agency WTE 2016 to 2018

49

42.8 35.9 38.2 34.0 30.7

31.4 31.3 30.7 29.8 30.8 33.8 37.7 36.7 37.8 37.1 38.8 38.2

34.2 31.7 32.6 31.1 30.5 30.4 30.5 27.8 25.2 27.6 29.5 23.8

10 20 30 40 50

Jan Feb Mar April May June July Aug Sept Oct Nov Dec 2018 2017 2016

54.7 51.4 60.9 48.5 45.7

26.1 25.3 34.5 34.5 33.9 36.6 41.6 35.7 39.5 40.8 45.6 47.4 37.2 35.2 37.7 36.9 41.1 38.4 45.7 52.1 52.1 56.9 32.1 17.7

10 20 30 40 50 60 70

Jan Feb Mar April May June July Aug Sept Oct Nov Dec 2018 2017 2016

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SLIDE 50

CUH Average Nursing & HCA Agency WTE’s per Week 2016 - 2018 CUH Average Specials /Other Nursing & HCA Agency WTE’s per Week 2016- 2018

97.5 87.3 99.1 82.5 76.3

57.4 56.6 65.2 64.2 64.6 70.4 79.3 72.5 77.3 77.9 84.4 85.6

71.4 66.9 70.4 68 71.6 68.8 76.2 79.9 77.3 84.5 61.6 41.5

10 20 30 40 50 60 70 80 90 100 110

Jan Feb Mar April May June July Aug Sept Oct Nov Dec 2018 2017 2016

53.8 48.5 59.5 45.9 43.8

28.5 27.6 31.9 33.7 34.1 33.7 37.8 34.9 35.5 41.2 45.4 56.6

43.7 38.7 39.6 36.6 32.6

29 28.9 33.3 30.6 30.5 36.7 41.5 37.6 41.9 36.8 37 29 10 20 30 40 50 60 70 Jan Feb Mar April May June July Aug Sept Oct Nov Dec Specials 2018 Specials 2017 Other 2018 Other 2017

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SLIDE 51

97.5 87.3 99.1 82.5 76.3

57.4 56.6 65.2 64.2 64.6 70.4 79.3 72.5 77.3 77.9 84.4 85.6

71.4 66.9 70.4 68 71.6 68.8 76.2 79.9 77.3 84.5 61.6 41.5

10 20 30 40 50 60 70 80 90 100 110

Jan Feb Mar April May June July Aug Sept Oct Nov Dec

2018 2017 2016 53.8 48.5 59.5 45.9 43.8

28.5 27.6 31.9 33.7 34.1 33.7 37.8 34.9 35.5 41.2 45.4 56.6 10 20 30 40 50 60 70 Jan Feb Mar April May June July Aug Sept Oct Nov Dec Specials 2018 Specials 2017

CUH Average Specials Nursing & HCA Agency WTE’s per Week 2017-18

43.7 38.7 39.6 36.6 32.6

29 28.9 33.3 30.6 30.5 36.7 41.5 37.6 41.9 36.8 37 29 10 20 30 40 50 Jan Feb Mar April May June July Aug Sept Oct Nov Dec Other 2018 Other 2017

CUH Average Other Nursing & HCA Agency WTE’s per Week 2017-18

CUH Average Nursing & HCA Agency WTE’s per Week 2016-18

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SLIDE 52

52

CUH Nonpay-Budget v Actual ytd 2018

NON-PAY

Budget Actual Variance

C U M H A c t C U H / C U M H A c t

2017 Act

Medicines 13,093 13,357

  • (263)

28 13,384

13,542

Medical & Surgical 11,314 11,921

  • (608)

1,294 13,215

12,127

Blood 2,061 2,157

  • (96)

4 2,161

2,136

Medical Gases 173 220

  • (47)

220

185

Medical equipment 1,566 2,097

  • (531)

335 2,432

2,138

Radiology 2,283 2,713

  • (429)

4 2,717

2,467

Provisions 808 846

  • (38)

47 893

842

Catering 196 177 19 7 184

187

Cleaning/Waste 1,109 1,216

  • (108)

562 1,778

1,660

Laundry 754 839

  • (86)

840

766

Energy 1,275 1,332

  • (57)

1,332

1,333

Bedding/ clothing 149 229

  • (80)

39 267

165

Furniture 69 76

  • (8)

17 93

81

Pathology 4,158 4,493

  • (334)

87 4,579

4,364

Maintenance /Grounds 295 345

  • (51)

37 382

412

Transport /staff travel 760 786

  • (27)

38 825

782

Office expenses 792 915

  • (123)

55 970

882

Telecommunications 190 203

  • (13)

6 209

178

Computer 479 394 85 25 419

444

Administrative expenses 2,465 3,982

  • (1,517)

371 4,353

4,958

Staff recruitment/training 286 343

  • (57)

73 416

283

Miscellaneous 640 891

  • (251)

95 986

572

TOTAL NON-PAY 44,914 49,533

  • (4,619)

3,123 52,656

50,504

Less Bad debts

  • 486
  • 1,782

1,296

  • 147
  • 1,928
  • 2,132

NON-PAY excl Bad Debts 44,428 47,751

  • (3,323)

2,977 50,728 48,372

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SLIDE 53

Patient Income 2016 –2018

  • 1,000

2,000 3,000 4,000 5,000 6,000 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2018 5,080 4,421 4,807 4,638 4,541 2017 4,258 4,261 5,072 4,934 5,474 4,727 4,843 4,105 5,509 5,050 4,738 5,296 2016 5,633 5,504 5,288 5,629 5,699 4,844 5,179 5,496 5,326 4,671 5,697 4,506

CUH /CUMH Patient Income 2016/8

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SLIDE 54

C U H / C U M H Ot her Income yt d 2 0 18 Income

B u d g e t € k A c t u a l € k V a r i a n c e € k

R ent al income & Licence f ees 2 2 9 3 2 1 9 2 B equest s/ D onat ions 6 5 8 7 2 2 R esearch grant s 12 6 52

  • ( 74 )

C arpark 9 58 1,0 71 114 D rug rebat es / PC R S 3 ,9 0 7 5,0 75 1,16 8 Insurance claims / M isc 2 1 9

  • ( 12 )

5,3 0 5 6 ,6 15 1,3 10 C U H / C U M H R ecoupment s and R ef unds yt d 2 0 18 Income B udget € k A ct ual € k V ariance € k R ecoupment s General 3 8 0 4 6 5 8 5 R ef unds- Pay 72 3

  • ( 6 9 )

R ef unds- Ot her 10 0 3 0

  • ( 71)

Post age rebat e 14 5 14 5 U nclassif ied 8 5 10 3 19 6 3 7 74 6 110

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SLIDE 55

55

Cost Containment Initiatives update at 31/5/18 Q1 APR MAY JUN JUL AUG SEP OCT NOV DEC ACTUAL 1 Reduce Medical overtime 100 10 10 10 10 15 15 15 15 2 Reduce Nursing overtime 150 25 25 25 25 25 25 4 4 3 Reduce/Convert Support agency 100 10 15 15 15 15 15 15 4 Defer filling of posts 100 10 10 10 10 15 15 15 15 5 Cessation of Managed Services agreement 300 50 50 50 50 50 50 6 Savings on Drugs and Medicine spend 500 100 43 44 44 44 45 45 45 45 45 187 100 43 44 7 Medical and Surgical appliances –reduce issues by 10% Q4 /other 150 60 60 30 8 Reduce stock/nonstock issues –final week 450 450 9 Reduce Cleaning and waste expenditure 100 10 15 15 15 15 15 15 10 Reduce Pathology spend 100 11 11 11 11 11 11 11 11 12 11 Postage rebate /reduce volume 300 75 25 25 25 25 25 25 25 25 25 144 68

  • 1

77 12 Reduce IT spend ILAB Support 63 7 8 8 8 8 8 8 8 7 7 13 Use of donated funds for specified projects 200 100 100 14 Misc/other 62 5 5 5 5 5 5 10 10 12 TOTAL-Target CUH 2675 175 84 112 233 218 219 229 294 294 817 TOTAL- Actual CUH 342 168 42 132 CUMH 331 5 16 25 25 25 30 50 50 105

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SLIDE 56

MGH - Finance Report – May 2018

Mallow YTD 2018 outturn

  • Gross pay & non pay budget €8.67m (2017:€8.37m)
  • Actual pay & non pay €8.92m (2017:€8.63m)
  • Actual deficit €255k (-2.9%) (2017:€268k)
  • Less adjustments €80k
  • -Bad debts provision €43k
  • -Storm Emma/CPE€36K
  • Adjusted deficit €175k(-2.02%) (2017:-€51k (-0.6%))

Mallow Income outturn YTD 2018

  • Income budget €1.48m (2017:€1.48m)
  • Actual Income €1.46m (2017:€1.82m)
  • Actual deficit €22k (-1.5%) (2017:Surplus €345k/23%)
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SLIDE 57

BGH - Finance Report – May 2018

slide-58
SLIDE 58

Capital Projects

slide-59
SLIDE 59

Capital Projects

Project Status Paediatric Unit Phase 1 - build programme completed Phase 2 – funding received – proceed to Design Stage Radiation Oncology Unit  Builder commenced on site on Monday 20th February Education and Training Centre Draft Statement of Need completed and discussion ongoing with UCC Meeting held with UCC Blood Sciences Project Design Team appointed Infrastructural works are near completion Oncology Service  Expansion of Day Unit – plan signed off  Refurbishment of Ward 2D – capital funding in place  Medical Oncology Centre – developing Statement of Need  Funding received for replacement Mammography Units Ophthalmology Transfer – Phase 2 

  • OPD & Day Care – Tender documents ready to issue in

January ‘18 

  • Theatre Accommodation tender documents being

prepared for early ’18 Helipad Approval received from the IAA