We achieve this through:
Our experience is that the above approach places the estate at the heart of strategic business planning; exceeds the basic requirement of the organisation; and makes a compelling case for securing medium term capital.
SHP recognise the increasing overlap between Acute, Primary Care, and Community based services in the context of the contrasting nature of the facilities, that each Estate Strategy has traditionally had to address. Today, the imperative to reduce operating costs, implement clinical service change across the wider health economy, minimise capital investment, deliver higher levels of utilisation, and resolve estate liabilities all combine to demand a realistic platform for partners to collaborate on maximising estate opportunities.
Estate Strategies have traditionally been about defining the future requirement for buildings based on service need, the physicality of buildings, overall asset management and potential rationalisation. Whilst these remain relevant in today’s health economy, the focus is changing significantly. SHP recognises that organisations now operate within a new and evolving healthcare market place with commissioner led service models, patient choice, ever increasing clinical standards and constrained access to affordable capital. This paradigm shift has to place estates issues at the centre of mainstream business and investment planning.