Strategic asset management and master planning within the healthcare sector: exploring the theoretical need for evidence based change management in strategic planning

The delivery of health and social care in the UK is undergoing profound change and being redesigned to provide high quality, person-centred services and improved capacity and performance. This is taking place in a context of: change in asset ownership; moves towards 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 planning, design and operation of healthcare services and facilities, however, Strategic Asset Management as a field of literature has not sufficiently developed in line with this change in emphasis. The recent move towards PFI, LIFT and World Class Commissioning within the NHS (National Health Service), has meant that roles and responsibilities for estates are shifting alongside commissioning competencies; however, the impact of this shift on the built healing environment is not well understood. Strategic Asset Management on a regional scale requires: reliable predictive data; effective tools and processes for developing and modelling future scenarios; and people with the appropriate skills and expertise, although these are not always available. As such, these factors need to be better understood and the stakeholders responsible for them defined.