Andrew has worked in the NHS and Central Government since 2009, managing and transforming estates exceeding £3bn asset value.
Before 2009 Andrew spent 20 years in international FT100 & Private Equity companies that included multiple Joint Venture establishments and commercial property portfolio acquisitions & funding exceeding £1bn.
Jason has led multiple estates and finance functions within PCTs, STPs and CCGs. Over the last ten years, he has successfully driven £29m of cumulative Qipp savings and built a reputation for delivering estate transformation and cost reduction across healthcare providers. Jason brings stakeholders along the journey and secures engagement with GPs, community & acute providers and PPG's.
Urvashi is a Chief Executive Officer of Havering Heath GP Federation. Her leadership role supports the development of primary care networks in Havering.
Urvashi has held several senior roles in Central Government. She joined IHP from her last position as Finance Director of National Savings & Investments. There, she played a crucial role in managing its £167bn funds and data analytics of its 25 million clients.
She spent nine years in the NHS in senior transformation roles and supporting the establishment of new GP federations. Urvashi has also held several non-executive board position in health charities and brings a vast amount of experience and expertise.
Integrated Care Strategy Advisors
Former Accountable Officer of 3 London CCGs and was an STP Transformation Leader before establishing CPB. Conor is working with IHP to create an advisory board and support clients in the opportunities available to crystallise the Integrated Care System via an AFO. Conor frequently hosts informal network events for senior NHS and Local Authority partners on ICS and estates future direction of travel.
Heather's 13 years NHS board contribution led to the development of MDT hubs across London and the introduction of Health4Nel across NE London, a model now used in New Zealand. She currently provides executive coaching on integrated healthcare across health and local authorities.
Admin and Relationship Support
Bronwin comes from a private sector with expertise in administration and finance. Bronwin is in contact with around 400 practices as part of IHP’s monthly workflow and client engagement. Bronwin has developed excellent customer and practice manager relationships.
Client Estate Management
Brian has a background in PCT, CCG, NHSPS Estate Management and Local Authority Services. Brian is client focussed and provides a key role in compiling and assuring all property data at a suitable quality used for AFO modelling. This hands-on approach includes engagement with client and provider teams creating an early realisation of potential Qipp savings.
Client Estate Management
Renier has an Estates and Facilities Management background within NHS Estates, LIFT/PFI’s and the Private Sector. Renier is client focussed and provides a key role in compiling and assuring all property data at a suitable quality for AFO modelling. This hands-on approach includes engagement with client and provider teams creating an early realisation of potential Qipp savings.
Strategic Estates Plan Lead
Bev has worked across both Local Authorities and the NHS in delivering clinical and estates strategies and has extensive public and provider consultation experience. Bev is the lead in writing business cases for healthcare developments using the 5 Case Model.
Jyoti has considerable experience in public sector planning, project and financial control. She is responsible for IHP’s integrated client models, and the overarching AFO business and financial-funding model. They cover core property builds and enhancements, population & workload demographics, operational capacity need & risk.
IHP Legal Counsel
Soledad brings legal oversight and co-ordination to both commercial transactions and AFO structuring. She undertakes original site due diligence and manages external legal teams on business transactions. She also supports clients in developing Governance Structures, Collaboration Agreements and MoU’s that underpin the operating structure of AFO’s.
Innovation applied through practical property management are central to 'IHP's mantra. 'IHP's Alternative Finance Organisation model has provided an innovative and flexible new approach for commissioning health estate.
We move from the current reactive and silo building solutions to building core sites for the population's clinical needs 20 years or more ahead. These are not considerations of 'today's landlords who only focus on profit-generating estate solutions and hold on to long term inflexible tenancy agreements.
IHP in effect act as the client estates commissioner taking all aspects of population growth, clinical needs, integration of services and equally important, the capital and recurrent cost of estates into consideration when developing and planning for an AFO solution. These are the considerations of 'today's commissioners and those constructing the ICS plans. IHP is not a property-owning company; the creation of the AFO means Health and Local Authorities are the property owners. IHP structures the AFO to allow it to benefit from the procurement of construction and soft/hard operations managed by a small central team.
Below itemised activity is an example of where IHP provides support to solutions that your normal landlord and current estate management do not provide or engage in.
The AFO vehicle will be able to own and retain health, essential worker accommodation and a solution to the increasing requirement for the quality provided care homes. IHP ensures that as part of the planning process, these areas are all addressed and considered.
East London Foundation Trust - https://www.elft.nhs.uk/News/Pioneering-200m-Newham-Project
Newham Clinical Commissioning Group - http://www.newhamccg.nhs.uk/news/pioneering-work-to-build-new-health-facilities-in-newham-in-line-for-award/92151
HSJ: 2019 Health and Local Government Partnership Award Finalist
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