Our health specialists are able to help with the development of a masterplanning strategy, which should be aligned to the local health and social care economy, whilst maintaining sustainability, addressing current health outcomes and driving to improve the health needs of its population.

The Carter Review stipulates that by April 2017 all Trusts are expected to have a plan to operate with a maximum of 35% of non-clinical floor space and 2.5% of unoccupied or under-used space. By April 2020 Trusts are expected to deliver against the targets. In response to the Carter Review, the strategic approach for masterplanning should be used to measure productivity and space use within estates to develop an aligned plan to achieve the required benchmarks.

There are many objectives and therefore critical success factors for masterplanning but first and foremost must be service quality and patient outcomes. Along with service redesign, the masterplan can also address the challenges associated with property in poor condition, space utilisation, functionally unsuitable accommodation, relative to new and emerging patterns of service delivery. Moreover, it should also address commercial deficits across the whole regional health economy, including primary and secondary care from commissioner to provider, culminating in excellent patient care through whole system planning.

Pivotal to all of this is the masterplanning strategy. This should seek to deliver the following aspirations and outcomes:

  • Redirection, where possible, of resources towards interventions, aiming to prevent ill health; reducing demand for hospital and residential services (Intervention for prevention)
  • Promote improved individual self-care and responsibility for health; through better use of information technology and education (Self care and education)
  • Joint working - pooling resources, budgets; commissioning together; sharing responsibilities for service delivery; sharing risk. Thus, to provide the best possible treatment and care, with the resources available (Collaborative working)
  • Delivering accessible services within communities; improving the experience of moving between primary, secondary and social care (care closer to home)
  • Efficiently reconfigure, build and utilise the built environment, skills and resources of providers and communities (Built environment, appropriate for use)