• Home
• News
• Services
• Projects
  • The ‘Added Value’ of Good Healthcare Planning Support
  • South Petherton Community Hospital
  • Emergency Admissions
  • Estate Strategies Credible, relevant and focussed
  • Mental Health and learning disability services remain a key priority for the NHS
  • Ward Refurbishment
• Team
  • John B. Clarke
  • Gregory J. Pike
  • Christopher M. Wood
  • Huw Lambert
  • Jane McMahon
  • Mike Wilson
  • Carly Skitt
  • Helen Jarvie
  • Paul Sheldon
  • Lisa Hollick
• Clients
• Quality
• Contact

The ‘Added Value’ of Good Healthcare Planning Support

NHS organisations have a critical mission of delivering change within highly constrained resources and challenging timescales. Engaging a Healthcare Planning consultancy can add tangible value to the delivery of service, capital and estate led initiatives. As an established leading national practice Strategic Healthcare Planning we can:

Strategic Healthcare Planning is committed to making a difference to healthcare delivery and we provide a comprehensive range of services across the spectrum of service capital and estates planning. We are uniquely equipped to offer a fully integrated service and can support you all the way on your ‘journey’.

For further details please contact our main office on 01952 677660 or email: info@shp-uk.com

Achieve the best value for money from investments

SHP can improve the value for money from capital schemes in a number of ways including:

• Realistically assessing capacity requirements for facilities through:
  • Analysis of future trends, more progressive models of care;
  • Benchmarking clinical delivery performance;
  • Improved utilisation; and
  • Translating this analysis into an appropriate level of functional content for schemes.
• Constructively challenging the clinical brief and ‘wish lists’ within capital projects;
• Applying sound planning principles of generic flexible and multi-purpose spaces within facilities and reducing overall area accordingly;
• Applying principles of future flexibility to the design brief that can achieve day by day, year on year and longer term adaptability of the facility reducing overall life cycle costs of the facility;

• Reducing room sizes where clinically acceptable based on evidence of previous projects;

• Applying challenging but achievable area allowances for circulation and communication to planned schedules of accommodation to encourage efficient design development;
• Realistically applying ‘best fit’ strategies for refurbishment work based on evidence of clinical functionality within other healthcare facilities;
• Rigorously controlling to changes in scheduled areas, maintaining an audit trail of decision making and accountability for area ‘creep’.

Reduce the overall timescales for projects

SHP can contribute to minimising project timescales for capital schemes in a number of ways including:

• Efficient development of early briefing materials through intuitive understanding of department needs and reference material from other projects;
• Close liaison with the design team and involvement as a proxy for the client to support ‘right first time’ solutions for departments;
• Supporting sign off processes at key stages to ensure continuity of the preconstruction process.

Improve the quality of outcomes from capital schemes

SHP can improve the quality of outcome from schemes in a number of ways including:

• Relating the clinical brief to the organisation’s quality agenda and objectives;
• Applying recognised standards to space and functionality planning based on evidence;
• Bringing national and international best practice to bear on models of care;
• Ensuring the design development process makes the absolute best use of space and adjacency opportunities.

Navigate the gap between clinical aspiration and business drivers;

SHP can navigate the gap between clinical aspiration and business drivers in a number of ways including:

• Relating the clinical brief to the organisation’s business objectives;
• Constructively challenging the aspirations of clinical teams for space and facilities;
• Managing team expectations throughout the development of capital projects;
• Providing evidence to support efficient healthcare delivery to assist in convincing clinical teams;
• Provide simulation modelling if required.

Focus the priorities of the estate and capital investment.

• Ensuring coherent thinking around the strategy for estate development, clinical zoning and estate liabilities;
• Ensuring that service led investment resolves related estate liabilities;
• Ensuring consistence between the Estate strategy, development control plan and service led development strategies;
• Critically reviewing ‘short term fixes’ in the context the longer term investment requirements for the Trust.