1 A systematic approach to evaluating advisory firms and the quality of contributions from individual advisors should be established. This would help achieve good quality advice and value for money. Partnerships for Health undertook informal assessments of the effectiveness of both advisory firms and their employees, and generally concluded that the quality of advice received was good.
2 Realistic timetables for negotiating deals and making services available need to be agreed, following benchmarking where possible. It is important that timetables are kept under review as an initiative develops. Early deals are likely to take longer to complete as they lead the way and establish precedents for the later ones. Unrealistic timetables can lead to inadequate initial preparatory work, leading to delay later.
3 It is important that effective reviews of Strategic Service Development Plans for LIFT schemes are undertaken regularly, in accordance with Partnerships for Health guidance. Primary Care Trusts are responsible for the initial plan. Once the LIFTCo is established, the Strategic Partnering Board takes ownership of the plan and needs to lead on its annual review if LIFT is to meet its, wider, longer term objectives. It is important to consult with all relevant local stakeholders and determine how LIFT will contribute to issues such as premises design, organisational development, regeneration and financing whilst ensuring good strategic fit with other local initiatives in related areas - for example, in secondary, acute and social care, or in regeneration. The plan should also anticipate potential change in the long term and assess the impact that LIFT will have on the local area as a whole - not just development sites.
4 The benefits seen from using a single strategic planning document, such as the Strategic Service Development Plan, suggest the Department should also encourage similar integrated strategic planning more widely across the NHS to support other healthcare investment and development initiatives.