Active Projects

Strategic Asset Management and Integrated Service Provision within the Healthcare Sector

Project Facts

Start date: January 2008
End date: January 2011
Investigators Professor Andrew Price
Staff Employed Grant Mills, Sameedha Mahadkar, Omid Titidezh
Status Completed

Project Partners

• NHS Leicestershire County and Rutland Primary Care Trust
• NHS Leicester City PCT
• Prince’s Foundation for the Built Environment
• Department of Health- Estates and Facilities
• HUDU (London Healthy Urban Development Unit)
• Assura, Active Plan, MACE, Space Syntax, HOK Architects, Integra, Community Health Partnership, Arup, Avanti Architects, DLA Freemanwhite, Sedgwick Igoe, SIMUL8 Corporation, Blue Skies and Equity Solutions
• MARU London Southbank University. The Bartlett, University College London
• Sheffield University and Chalmers Institute of Technology
• European Investment Bank. European Centre for Heath Assets and Architecture.
• European Health Property Network (EuHPN)
• NHS Leicestershire and Rutland PCT, NHS Leicester City PCT, NHS Milton Keynes PCT, Southampton PCT, NHS Salford Royal PCT, NHS Taunton and Somerset Foundation Trust, NHS St Thomas’s and Guys PCT

Project Partners

Department of Civil and Building Engineering
Loughborough University
Ashby Road
LE11 3TU
T: +44 (0) 15 0922 2627

The delivery of health and social care in the UK is undergoing profound change and being redesigned to provide high quality services, better capacity and performance. This is taking place in a context of increased local autonomy in the provision of services and the introduction of national, evidence-based standards and inspection. There has been considerable activity surrounding the strategic asset management of healthcare services and facilities, especially with moves towards world class commissioning. Healthcare planning needs to address critical capacity gaps and establish appropriate demands for accessible service models. With the changing healthcare services environment within the NHS, Trusts have to deliver sustainable services that can accommodate increased patient volumes in their existing facilities, while others may need to refurbish or build new to maximise flow. Even a modest improvement of 15% saving in facilities management costs would result overall across the NHS in savings of £533 million (EC Harris, 2010). There is a clear need for efficient management of NHS estate and huge savings can be achieved through better management of assets.

This research addressed the changing context of healthcare infrastructure planning and highlighted the importance of reconfiguring infrastructure to reduce costs and improve efficiency. It investigated the cost implications of alternative models for reconfiguring healthcare services and its built infrastructure. The aim was to improve the Strategic Asset Management of healthcare infrastructure and explore the various implications on local Primary Care Trusts (PCTs). An action based methodology was adopted to investigate the multi-stakeholder approach to infrastructure planning within a local PCT which was undergoing service reconfiguration. The following objectives were developed at the onset of this project and there was little change in the original objectives apart from some contextualisation, for example the shift away from World Class Commissioning. These objectives were successfully achieved.
• To establish the conceptual linkages between Strategic Management, Change Management, Project Management and LEAN thinking.
• To evaluate existing data, tools and knowledge for effective Strategic Asset Management.
• To investigate good and innovative practices and lessons learnt from the implementation World Class Commissioning and its impact on Strategic Asset Management within the Primary Care Trusts (PCTs).
• To develop strategies for incorporating integrated service provision, along with guidelines and tools required to implement integrated service.
• To evaluate the practical implications of change resulting from the development of new healthcare facilities and develop guidelines for the same.
• To assess the effectiveness of incentives on performance from a variety of stakeholder perspectives, taking into account supporting roles such as Practice Based Commissioning (PBC).
• To develop a framework for improving the Strategic Asset Management of regional healthcare infrastructure based on a range of modelling, simulation and visualisation tools that help explore different approaches and strategies.
• To investigate the potential of system dynamic tools to evaluate future scenarios and reduce the risk associated with strategic decision.
• To disseminate the research findings and ensure industrial relevance of the outputs.