1. 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

2. 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

3. 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

4. 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

8. 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

9. 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

10. COSTS AND TIMESCALES 3 phases to 2012 £m phase 116,767 phase 211,816 phase 3 8,582 Total37,165 Revenue funded via PCT growth, GMS flexibilities and occupants income

11. PROCUREMENT Our Own Model (Being tested) Procure 21 ( Is this an option) LIFT ( Next Phase?)

12. 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-Agency Centres

13. One Stop Centres - Procurement

14. 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)

15. 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