After the consultation closed, and before any decisions were made, the Board carried out a conscientious consideration process. This means carefully looking at and thinking through all the feedback people shared, alongside the evidence, before moving towards any decision.
When reviewing consultation responses, as well as new data, guidance and information about stroke services, it became clear that no single option on its own fully addressed the challenges facing the service. However, some parts of different options that had already been assessed were seen as having strengths that could work better if they were brought together.
Because of this, the Board discussed a new merged idea, combining elements of options 106 and 210 that were suggested through the consultation. It was described as an idea, not a final option, because it had not yet been tested or considered in the same way as the consulted and alternative options shared with the Board.
The Board then agreed to take this merged idea forward as a preferred option for further testing and engagement.
While recognising that Option 106 could provide services across more locations, it was felt that maintaining services at three main hospitals would not address staffing sustainability challenges.
While Option 210 addressed challenges around accessing stroke care for people in Ceredigion, parts of Powys and south Gwynedd, it was felt that it wouldn’t be sustainable to maintain an acute stroke unit in Bronglais hospital.
The merged idea (options 106 and 210) proposes a more sustainable approach for Bronglais Hospital. This would provide a stroke rehabilitation unit, while still bringing together acute stroke care services at a single site. This would also help address some of the concerns raised, especially by those living in Ceredigion, Powys and south Gwynedd, about travel times for patients and visitors.
The Board identified that this approach could strengthen the stroke service. It would bring staff together onto fewer sites and extend specialist provision beyond the current weekday model to deliver better patient care and outcomes. Our Board recognised that progressing with a preferred option could bring opportunities to design innovative, creative rehabilitation models offering new staff roles.
This second phase of the consultation is an opportunity to understand the impacts of the idea, hear people’s views, and test whether it could work in practice before any final decision is made.