STOCKPORT• Within Greater Manchester Conurbation and 8 miles from Manchester City Centre

• 293,000 Population

• Mixed Health Needs

• Affluent areas to the South of the Borough

• Deprived wards in the Town Centre and to the North of the Borough

• Area attracting increased populations

• 3 PCT / 3 DGH (Applying for foundation status)

• Single Borough Council

• PCT Improved Financial Position

• Robust PCT Management Structures

CURRENT ESTATE & BUILDINGS OVERVIEW

• Over 60 delivery points for 293,000 population

• Inefficient use of staff

• Services spread too widely

• Limited choice of services

• 60% of buildings over 30 years old

• 61% functionally unsuitable

• 59% needing immediate replacement

• £3m backlog maintenance on £5m asset base

• Significant closed GP lists

• Limited scope to hit NHS plan targets

• Willingness to expand and develop, but no space

ESTATES INVESTMENT STRATEGY

• Full SSDP developed Borough wide (inc. Social Services)

• Estates Strategy and Vision developed for 10 years

• Key drivers

• To ensure

• NHS Plan targets hit

• Better choice of Services locally

• Better use of Estate and Facilities to reduce backlog maintenance and reduce sites

• Proposals and Case for Change produced

WHERE ARE WE NOW?• Currently out to consultation on proposals

• Proposals to provide

• 3 New Primary Care Resource Centres

• 11 New One Stop Centres

• 12 Refurbished GP practice sites

• will cover 98% of the population

• will provide:

• improved Estate to provide Improved services

• 30% of outpatient appointments in primary care

• Expansion of GPs with Special Interests

• Improved Referral Management Processes

• Integrated Health Care and Social Service teams

• 11 one stop centres contributing to National Plan

• Catalyst to hit NHS Plan and Targets

HOW DID WE GET THERE?• Full Project Structure Established

• Multi Agency Project Board with key decision makers represented

• PCT Chair, Local Authority Planners & Policy makers, DV, local College, Social Services, Community Reps, Public Reps, Regeneration Reps

• GPs given role driving the need to change & given a role on the Board

• Pharmacy Group established to drive Pharmacy change and given a role on the Board

• Director of Public Health scoped the health needs and population spreads and proposed location sites

• PEC Chair and DGH Medical Director scoped service changes and 30% activity shift to PCT

• Full Joint Planning groups established

• Constantly presented the need to change to Public, Councillors, Planners etc.

• Constantly scoped and tested affordability

KEY SUCCESS FACTORS• Fully understood the need to change to deliver the vision

• Had a scheme champion on the PCT Board

• Had the basics in place

• Condition survey

• Estates Strategy

• SSDP

• Only brought in Advisors on time charge basis

• Developed links at an early stage with: DV, Planners,Councillors, Press

• Gained an understanding of the politics of key organisations and helped them hit their agenda

• Asked District Audit to Review Process

• Asked OGC, Gateway Review Team to Review Process

• Linked Health and Regeneration objectives together

• Developed partnerships approach with Local Strategic Partners and constantly tested views

• Tested ideas early with the Private Sector

COSTS AND TIMESCALES

• 3 phases to 2012

£m

• phase 1 16,767

• phase 2 11,816

• phase 3 8,582

Total 37,165

• Revenue funded via PCT growth, GMS flexibilities and occupants income

PROCUREMENT

• Our Own Model (Being tested)

• Procure 21 ( Is this an option)

• LIFT ( Next Phase?)

PROCUREMENT APPROACH

Procurement Routes and Leads

GP lead/PCT facilitated

PCT lead SMBC lead

ONE STOP

CENTRES

St Thomas’ Primary

Care Resource

Centre

Dialstone Brinnington

Multi-AgencyCentres

One Stop Centres - Procurement

MAIN DIFFICULTIES

• Getting a clear steer on the procurement route and approvals process

(so we planned our own and tested it)

• Getting funding for advisors

• Non LIFT

• Had a financial problem

(so we kept costs low)

• Getting Lease Options developed for GPs

(we developed our own with our Legal Advisors)

MAIN LEARNING• Link Health, Regeneration and Asset Management

together

• Constantly brief the Local Authority and Planners

• Play in DV early

• Play in Private Sector early

• Keep the Press, Public and Staff briefed

• Give GPs and Pharmacists a role and objectives to deliver

• Ensure the Project Board owns and signs off the Action Plans and does not become a briefing meeting