JOINT FUTURE AGENDA: SHORT LIFE WORKING GROUP ON JOINT PREMISES DEVELOPMENT IN PRIMARY AND COMMUNITY CARE: FINAL REPORT
PART 3 - REVIEW OF EXISTING DEVELOPMENTS - RESULTS
8. Review of Existing Developments - Our Approach
8.1 As part of our remit, we were requested to identify promising practice in joint premises development and where appropriate highlight key success factors present in these existing joint developments which should be capable of wider application.
8.2 We reviewed existing strategic approaches to joint property development between NHS bodies and Local Authorities as well as successful individual development schemes completed between 2000 and late 2002.
8.3 We separated the over-arching factors that became apparent from our detailed review of existing projects into those to be addressed by Local Partners and those that require consideration by the Scottish Executive to empower local partners in their role of delivering joint premises in support of joint services. We have addressed these high-level factors in Section 9 below.
8.4 The detailed lessons drawn from our review which support our recommendations are set out in Part 4 of this report. We have grouped our discussion of the impediments and barriers to joint premises development along with potential solutions suggested by promising practice by local partners under the following headings in Part 4:
Vision and Leadership ( Part 4 - section 11.1)
Development Principles and Risk Culture ( Part 4 - section 11.2)
Systems and Processes ( Part 4 - section 11.3)
People Challenges ( Part 4 - section 11.4)
Finance Challenges ( Part 4 - section 11.5)
Individual examples of initiatives, which we considered worthy examples of promising practice from which valuable learning can be obtained, are addressed in Section 10 below.
9. Success Patterns and Factors
Success breeds Success
9.1 Our review of strategic approaches and joint premises schemes indicates that a suitable environment for joint working, encouraged by local senior managers, elected members and officials empowers staff to develop solutions for users and carers. These solutions produce successful developments and deliver better services. Success breeds confidence to maintain the collaborative working environment, commitment to solve problems jointly and through this mechanism the continued delivery of better solutions, services and outcomes. This pattern should be developed by Scottish Executive activity to support the attainment of success factors by Local Partners which are set out below.
Success Factors for Local Partners
9.2 We suggest that the following factors are important:
1. Local Partners agree a joint vision for services supported by joint objectives for service development. (Recommendations - 1 & 15)
2. Local Partners develop strategic leadership, planning and financial management capability to realise their joint objectives. (Recommendations 1, 7 & 13)
3. Local Partners encourage and support "Champions" to maintain enthusiasm and commitment to the joint objectives and plans. (Recommendations 2 & 12)
4. Local Partners communicate their commitment to joint premises development to staff and other stakeholders. (Recommendation 3)
5. Local Partners consider the risks of project development appropriately with respect to projected benefits and take a broad view of user benefit to inform development proposals. (Recommendation 6 & 11)
6. Local Partners share information, seek data compatibility where possible and work openly to overcome process difficulties. (Recommendation 4, 8 & 14)
7. Local Partners motivate managers and staff to deliver joint objectives and work collaboratively. (Recommendation 9)
8. Local Partners identify required skills, knowledge and experience for joint premises development and put these in place. (Recommendation 10)
9. Local Partners undertake appropriate business case appraisals to underpin joint premises development proposals. (Recommendation 16)
10. Local Partners establish effective performance management and feedback arrangements.
Scottish Executive support for Local Partners
9.3 The Scottish Executive can facilitate the development of a suitable joint working environment for local partners by removing barriers and promoting solutions that demonstrate good practice.
A number of specific activities for the Scottish Executive to consider are set out below:
1. Using the Joint Performance Information and Assessment Framework to encourage local partnerships to develop joint service objectives and strategies to provide a basis that can be used to underpin joint premises developments. (Recommendations 1 & 22)
2. Ensuring that the Joint Future HR-OD agenda facilitates the development of knowledge, skills and expertise for elected members, non-executives, senior managers, estates management professionals and staff to progress the joint premises implications of the Joint Future agenda. (Recommendations 10 & 12)
3. Promoting awareness and understanding of risk management techniques and support the development of an appropriate risk culture for joint developments by reviewing existing regulation and guidance to encourage innovation. (Recommendation 6)
4. Developing national learning networks to communicate and share models of good practice and provide appropriate, timely and relevant feedback around joint services and premises development.
5. Reviewing existing NHSScotland and Local Government regulations, guidance and procedures to encourage and support the promotion of joint premises development to support joint service integration. (Recommendation 5)
6. Harmonising arrangements for business case approval to require NHSScotland and Local Authorities to consider strategic partnership and joint services as part of their option appraisal process and to enable the development of shared Business Cases. (Recommendation 17)
10. Examples of Promising Practice
10.1 The SLWG has also identified the following initiatives as worthy examples of promising practice from which valuable learning can be obtained (Detailed information on these initiatives can be found in Appendix 2 and 3):
Strategic Approaches
Public Sector Property Group in Grampian ( Example 1, Appendix 2)
10.2 The Public Sector Property Group in Grampian is a forum which brings together a wide cross-section of stakeholders in the area to discuss a range of property planning matters and where appropriate to develop common approaches to issues. The approach taken by the Group displays in our opinion promising practice toward the better use of public assets, an appreciation of the importance of establishing mechanisms to develop joint approaches and a commitment to more joint services and the required infrastructure needed to deliver them.
Forth Valley - Raploch Regeneration Project ( Example 2, Appendix 2)
10.3 The Raploch Regeneration Project aims to take a focused approach to the development of holistic services for the community. The delivery of Joint premises development is considered to be crucial to the wider aims of the project which involves 7 public stakeholders. The project displays in our opinion promising practice toward the strategic development of public assets, the strategic planning and delivery of joint services and a recognition of the importance of broadening the scope of financial investment in such projects by the plans to involve the private sector as a partner in the project in the current year.
East Dunbartonshire - Strategic Partnerships ( Appendix 3)
10.4 In our opinion, the Kirkintilloch Partnership provides a good example of a partnership between an NHS Body and a Local Authority, it demonstrates the benefits to be gained by collaborating and the need for partners to remain flexible in order to deliver effective joint premises development. Detailed information is set out in Appendix 3.
Individual Schemes
10.5 In our opinion, developments, which are leading the way in providing joint services through joint premises, are in place at Dalmellington and Broxburn.
Detailed information on these schemes is set out in Example 3, Appendix 2.