J O H N L A I N G p l c




JOHN LAING’S APPROACH TO PARTNERSHIP WORKING EXTENDS TO THE COMMUNITIES IN WHICH PROJECT INVESTMENTS ARE SITED. WE ASPIRE NOT ONLY TO RUN SUCCESSFUL PROJECTS THAT ARE SUPPORTIVE OF THE LOCAL PUBLIC SECTOR AS WELL AS BEING COMMERCIALLY ROBUST, BUT ALSO TO WORK CLOSELY WITH USERS AND LOCAL COMMUNITY STAKEHOLDERS IN DELIVERING AREA WIDE IMPROVEMENTS. The LIFT schemes, that are now producing new primary care and social service facilities in the same locations as other services in urban areas with high levels of social need, are a case in point. Through ExcellCare, 15 such one-stop-shop health centres are now under construction, 29 are under design and a further 50 are planned across the six area LIFT schemes that we have secured. Local LIFT companies include a 40% public sector stakeholding split equally between local stakeholders and the national organisation Partnerships For Health. The local LIFT companies are innovative structures that straddle the public and private sectors. Developing these new organisations to their full potential is challenging for all parties. The schemes themselves include numerous planning, property and delivery issues which can only be resolved by a commitment to working together. Strategic health planning processes need to take into account evolving NHS strategies and changing local authority needs and all of these can impact on the speed of implementation and local partners’ collective ability to deliver benefits to the community.

WITH ITS PARTNERS, JOHN LAING IS COMMITTED TO MEETING THESE CHALLENGES AND DURING 2005 WILL SEEK TO BUILD ON THE LOCAL LIFT INFRASTRUCTURE TO DELIVER A WIDER RANGE OF SERVICES AND SUPPORT WIDER LOCAL REGENERATION AND RE-INVESTMENT IN THE HOST COMMUNITIES.

As the Chairman of Partnerships For Health wrote in autumn 2004:

“LIFT plans are visionary, but they are also realistic. Look at Manchester Salford & Trafford (MAST)… it is the largest of the LIFT schemes covering a population of 1 million people with six Primary Care Trusts and three local authorities. Having already selected their private partner (ExcellCare), the genuine opportunity for both the public and private sectors is now helping to shape the local vision for primary care in the 21st century”. David Colin-Thome, PfH, 30 September 2004

Projects


>	SECOND SEVERN RIVER CROSSING Period: 30 years Value: £320 million

>	MANCHESTER STREET LIGHTING Period: 25 years Value: £33 million

>	NELOSTIE HIGHWAY, FINLAND Period: 15 years Value: £59 million

>	SIRHOWY WAY Period: 30 years Value: £43 million


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