ESTATE MANAGEMENT
Jamie Marsh and Adam Hurst stress that ‘without proactive planning, NHS teams may struggle to address changes in service requirements, or fully understand the implications of asset transition back to public ownership’.
to invest in this type of resource would be challenging. The key to this must lie in the benefits case, and the potential for delivering improved outcomes.
4. Knowledge retention: as assets transition back to public sector ownership, retaining knowledge
5. Financial payback: proper asset management can lead to cost savings and improved financial returns, ensuring that funds are directed to areas with the greatest impact. 6. Whole-life costing: this can lead to much better understanding of requirements coming down the line for these assets, which means more accurate budgeting for, and planning of, replacement items – reducing potential wait times for key items (lifts etc), which could impact end- users of the service.
n Challenges to implementation Challenges to implementation include: 1. Contractual limitations: variation and change processes within PPP contracts are often expensive and time-consuming. However, the potential benefits of renegotiating or repurposing under-utilised assets should outweigh the challenges. 2. Private sector relationships: building and maintaining strong relationships with private sector parties is essential. These partnerships require time, the right people, and a collaborative approach, to enable trust to be built between parties. Where those relationships have been invested in, there are greater levels of trust, and this is more likely to lead to transparency and the ability to have broader conversations. 3. Investment in resources: persuading a stretched team
of the estate is critical to avoiding risks and efficient management of assets. Optimisation teams should play a vital role in this process.
n Key lessons Among the key things to take away here are: 1. Transition teams with asset optimisation skills are essential: investing in dedicated transition teams able to consider and drive asset optimisation will not only support successful contract expiry, but also delivery of greater benefits in asset management and patient outcomes. 2. Adaptability is key: as healthcare delivery evolves, NHS Estates teams must become more flexible and responsive to change. Transition teams can begin this journey by planning for future needs well in advance. 3. Collaboration matters: building strong relationships built upon trust with private sector providers ensures a smoother transition, and facilitates innovative solutions that benefit both parties. 4. Asset data: access to trusted data will empower decision-makers to make informed choices.
By prioritising estate optimisation, NHS teams can unlock significant value, deliver better outcomes for patients, and position their assets for a sustainable and adaptable future.
Adam Hurst
Adam Hurst, also a Partner with the firm, leads the Healthcare consultancy division of RLB UK. With over 20 years’ experience within the construction industry, and 10 years specialising within the health sector, he has had experience on a range of projects and programmes, including for University Hospitals of Leicester NHS Trust, Doncaster and Bassetlaw Teaching Hospitals NHS Foundation Trust, and North Lincolnshire and Goole NHS Foundation Trust. With acute, primary,
and private healthcare experience, he is a MRICS Chartered Quantity Surveyor, and holds a BSc (Hons) in Quantity Surveying.
March 2025 Health Estate Journal 65
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76
