EXECUTIVE SUMMARY / In one short paragraph please describe this project and what it has achieved.
We will use this in any future publicity material.
The Brooksby Medical and Resource Centre project is a true example of partnership working. NHS Ayrshire & Arran and North Ayrshire Council have been able to provide the local people of Largs and the surrounding areas easy access to services under one roof.
The joint project:
  • Was based on the sound concept that joint investment would lead to greater benefits for local people;
  • Ensured that joint governance arrangements enabled the project to be managed effectively and efficiently;
  • Implemented a clear communication strategy, which enabled effective consultation both internally and externally;
  • Has embedded a continuous improvement culture ensuring that as the needs of the local people change, the centre can be easily adapted; and
  • Ensured public involvement through the development of the Largs Public Reference Group which was set up specifically to monitor the consultation process and ensure outcomes were considered for inclusion.

PLANNING / · a clear rationale, defined processes and focus on stakeholder needs
· contributes to organisation’s goals, community plan and SOA, and national policy context
In May 2002 the Scottish Executive Health Department (SEHD) approved in principle the development of a Primary Care Resource Centre for the North West Ayrshire area.
Following extensive work on service and estate planning completed by a wide range of partner agencies in Ayrshire & Arran an Ayrshire wide Property Strategy was developed, the Brooksby Medical & Resource Centre is part of that strategy.
The overall aim of the strategy is to develop a framework of community services which reflect the expectations of health and social care professionals, service users, their carers and the general public in line with opportunities offered by social, political, economic and technical change. North Ayrshire Council and NHS Ayrshire and Arran have worked together to deliver services from a single shared location, leading to more convenient access to public services for the people of Largs and the surrounding area. North Ayrshire Community Health Partnership was pivotal in implementing change through a partnership approach to ensure the successful delivery of the Brooksby Medical & Resource Centre.
This innovative project has resulted in more efficient and effective services that meet the needs of local people, and so has delivered key outcomes of the North Ayrshire SOA. The £6M joint investment in the “Brooksby Medical and Resource Centre” has produced a modern facility from which a wide range of both frontline and back office services are delivered, creating synergy in the working practices of both organisations.
North Ayrshire Council and NHS Ayrshire & Arran recognised that joint investment in a new facility would lead to greater benefits for local people than individual investment to renovate dilapidated buildings in a number of locations in Largs. It was also recognised that locating staff from both organisations in a single location offered opportunities for improved joint-working. The shared investment and closer working, enabling improved access to services for local people, clearly supported many of the aims of the Community Planning Partnership (which now form the key outcomes of the SOA):
  • Peoples perception of public services has improved;
  • Services are more efficient and effective; and
  • Partnership working has improved.
In addition, the local facilities would provide support for other key outcomes of the Partnership:
  • Reduced carbon footprint, to be achieved through co-location, shared operational costs and reduced travel by the public;
  • Protection of the local environment, through conservation of a listed building, as well as careful design of the new build element and location of the car park;
  • Improved health and well-being, by providing a more extensive range of local, state-of-the-art medical facilities;
  • Increased community involvement in decision-making, by ensuring extensive public consultation and communication, including open days and site visits;
  • Secure access crèche facilities available for use by multidisciplinary agencies for facilitated workshops; and
  • Disabled access facilities are supported throughout the building by 2 lifts and a mechanically powered platform. In addition within each of the stairways a temporary waiting space has been provided for disabled persons where a communication link is provided to make contact via emergency telephone with the main reception.

DELIVERING / · implemented in all relevant areas and across all the required stakeholders
· carried out in a structured and logical way , using robust and sustainable methods
Employees and potential service users were involved throughout the implementation using various communication and consultation approaches, including:
  • Joint project management boards, with membership from senior managers in both organisations;
  • Internal project teams, involving the front and back office staff who would be located in the new facility;
  • Inter-organisational users groups, dealing with joint-working, administration and operation of the building;
  • Public Reference Group, with representatives from the local community; and
  • Design, cost control and site construction meetings with all third party contractors.
Best practice (based on PRINCE2) was adopted for project management, and improvements in the methods used discussed, shared and implemented by both the Council and the NHS. Procurement was driven jointly using the most efficient route for buying depending on the purchases, providing monetary savings. Joint training sessions for cross-organisation functions were held and areas for further sharing are currently being reviewed.
IMPROVING + EVALUATING / · evidence of leading practice and innovation being achieved
· appropriate measurement and learning, and how this has led to continuous improvement
Best practice and innovation were demonstrated in a number of ways, including:
  • Regular public consultation, which included discussion of design, open days and choosing the name for the new facility;
  • Creation of a single reception area, operated by the NHS and the Council, utilising electronic queue and appointment management;
  • Provision for the first time in North Ayrshire of a single point of contact for all Council services;
  • Sharing of office space by practitioners and professionals of both organisations to encourage closer joint working;
  • Creation of a secure Intranet site for Council and NHS staff to share documents and other information;
  • Preservation of both the local environment and of an historical listed building on the Largs seafront, both of which were key success factors for local people;
  • Involvement of staff from both organisations to determine and agree office layout, interior design and operating procedures for the building;
  • Joint project governance arrangements were pivotal to the management of the project but also helped with the following:
Overcome barriers (e.g. staff concerns with sharing office space);
Reduce costs (e.g. through sharing a single telephone network and intranet); and
Create a network of contacts that will be useful for development of further joint working at both the Largs facility and future co-location projects.
RESULTS + IMPACT / · a convincing mix of customer perception and internal performance measures
· clear line of sight to the delivery of the Single Outcome Agreement
· a full range of relevant results showing improvement over time
Peoples perception of public services has improved:
  • Customer surveys indicate that customers are happy with the level of service provided and their ability to access a number of services from the one facility.
Services are more efficient and effective:
  • Four service delivery locations in Largs have been reduced to one, thus reducing operating costs and generating income from sale of surplus property;
  • The single point of contact for Council services allows different types of requests to be dealt with in a single visit. The number of requests dealt with has increased by a third since services joined together and on average, 98.84% of service requests are being closed at first point of contact.
  • The average serving time per customer has more than halved following on from in-depth training courses tailored for the new services being offered;
  • The queue management technology enables better resource planning which has resulted in reduced waiting times;
  • Teams across partner agencies that were separated due to previous accommodation constraints are now able to meet more regularly, and in good time, due to the availability of new meeting room facilities
  • The new facility allows the General Practice to operate in a more efficient and effective manner including the provision of extended opening hours, minor surgery, child health, asthma and diabetic clinics. Communication with the multi agency team ensures more joined up care which in itself opens up further opportunities to provide care for the people of Largs and surrounding areas.
  • Increased Outpatient Appointments including those formerly delivered from NHS Glasgow & Clyde.
Partnership working has improved
  • Co-location of professionals from both organisations is providing quicker resolution to social and health care needs (e.g. debt advice, aftercare, “blue badge” processing, health needs/healthcare assessments, provision of health care services including health visiting, district nursing, podiatry, occupational therapy, physiotherapy., midwifery, school nursing), housing allocation, General Practice and Registrar Services.
Carbon footprint has been reduced
  • Members of the public are now able to access most services from a single visit reducing the requirement for several journeys to be made to a variety of locations throughout Largs and the surrounding areas.
  • Increased Outpatient Clinics have reduced the need for service users and their carers to make prolonged trips to Crosshouse and InverclydeHospitals to access service provision.
Local environment has been protected
  • The new build and restoration were sensitive local issues and the design ensured that the natural environment and promenade were protected, while providing additional car parking to support local tourism.
Health and well-being has improved
  • A Needs Assessment was conducted to identify the health needs of the NorthCoast population. This needs assessment was then related to potential services which could be provided from Brooksby Medical & Resource Centre and combined with other impacting factors. The overall aim of the needs assessment was to provide information to plan, negotiate and change services for the better and improve health. This then informed service provision including additional outpatient’s clinics, day hospital for the elderly and therapies suite. This has resulted in people being able to access services as locally as possible which best meets their needs, delivered by a multidisciplinary/ multiagency team able to respond quickly to tackle the determinants of ill health.
Communities are more involved in decision-making
  • The Largs Public Reference Group members are now part of the wider NHS Ayrshire & Arran Patient Public Focus Forum.
Future Plans – post implementation review, analysis of operating and cultural differences which will help future joint working, use queue management to provide performance information, take advantage of wireless infrastructure, further optimisation of space usage through flexible and mobile working.
THE COSLA CHAIR’S AWARD
This category is awarded at the discretion of the Chair and is open to submissions under any of the seven categories. It is awarded to those submissions of exceptional standards or merit demonstrating achievements above the limits stipulated in the assessment/judging criteria for the relevant category. Alternatively, submissions can be considered which can demonstrate being conducted in exceptional circumstances.
Do you wish your submission to be considered for the Chair’s Award? / YES/NO
In about 300 words, please highlight the reasons why this submission should be considered for the Chair’s Award:

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