HEALTHCARE PLANNING SYSTEMS


the principles of an Integrated Health Care Planning Framework, with ‘a long way to go’, IHEEM, The Bartlett, and EuHPN, were, he stressed, committed to building on this successful work, ‘by providing further proof of concept to help influence change both in UK and internationally’. Looking next at the ‘Benefits of building


differently – aims, ambitions, reality’, Paul Fenton said previous hospital and health facility investment programmes in the English NHS had shown the capital investment approvals process to be ‘bureaucratic and sclerotic’. He said: “Capital allocation and planning are geared to ‘shovel-ready’ projects, rather than strategic priorities, build quality is often compromised by deadlines and cost- cutting, while stakeholder consultation is usually underpowered, and often fails properly to inform planning and design.” Although some new technologies were factored into designs, the Working Group says there should be ‘greater ambition’ in relation to use of robotics, smart building technology, tele-tracking, and digitalisation.


Catering for change On a different note, he said: “Facility design typically fails to take sufficient account of future adaptability needs, and of course it is important to train staff in new ways of working early on; not once the building is nearing completion.” Sustainability-wise, he said, investment in high-quality infrastructure, adaptable to future needs, ‘pays off over the long term in both carbon and cost’. Also key were to harness the best evidence on reducing stress for patients and improving staff working environments. ‘Value engineering’ should not be allowed ‘to cheese-pare these benefits to the bare minimum’. The Working Group says that by


providing ‘a common language and a single source of truth to all stakeholders’, it should be possible to: n Create centralised, clear guidelines for facility planning and design, based on the principles of acuity adaptability and whole-system economic modelling.


n Enable the delivery of rapid and detailed briefing.


n Use existing and in-development ‘ready- to-use’ design components.


n Use modular construction techniques ‘where possible and appropriate’.


n Share knowledge and learning reliably between project teams.


n Incorporate the latest technologies, and build in capacity to adapt these short to medium term.


Private sector’s part Paul Fenton emphasised that the proposals he and Pete Sellars had outlined were not the sole responsibility of the public sector. Private and third sector stakeholders and partners needed to


28 Health Estate Journal November 2022


A new pop-up diagnostic hub has been opened in a retail unit at London’s Brent Cross shopping centre in a research collaboration between UCL and Moorfields Eye Hospital. Set up by a team of UCL architects and scientists led by Professor Paul Foster (UCL Institute of Ophthalmology), it is part of a NIHR- supported research project. It enables some people to be seen closer to their homes.


be formally engaged, and ‘proactively encouraged to contribute their skills and expertise’. Moving to the progress so far, IHEEM had already put in place a number of tools, training, and support measures ‘through its partnerships and associations with leading organisation across the globe’.


One of IHEEM’s partners, the Total


Alliance Health Partners International (TAHPI), was, he said, ‘one of the most prolific authors of international standards and guidelines for healthcare design, customised for different regions of the world’. Paul Fenton explained: “TAHPI offers a range of accredited training courses and software packages to support solutions in healthcare infrastructure, and works with IHEEM to deliver courses including the Health Facility Planning Course and Health Facility Briefing System. It has also given members access to its set of International Health Facility Guidelines, which can be found via the IHEEM Knowledge Portal.” The European Health Property Network (EuHPN), meanwhile, describes its ‘mission’ as to ‘promote better standards, and more effective investment in health property, across Europe’. Paul Fenton explained that IHEEM works with the EuHPN to share knowledge and best practice, and that the two organisations are looking to collaborate to deliver joint webinars and seminars.


Technical Platform’s role IHEEM’s recently established Strategic Estate Management Technical Platform, comprising experts from the architectural,


building, and estate management sector, would also undoubtedly be contributing expertise and input to the Working Group and its continuing work to shape a new healthcare planning model.


Next steps Looking at the next steps, Paul Fenton explained that active discussions on the proposals were either ongoing, or planned, with a range of health and healthcare organisations – including hospitals, charities, regional, and (potentially) national, agencies. He said: “We are also seeking funding opportunities, and will be looking to involve the European University Institute Partner Network members as co-producers of case studies and pilot projects. Our aim is to influence policy on planning and designing hospitals as part of wider health and social care systems, based on evidence and strategic intent, using the best available modern technologies.” With this, the joint presentation closed, and the two speakers invited questions.


n The Working Group’s proposals on a new model for future healthcare planning formed the basis of its submission to the Wolfson Economics Prize 2021 last year. Pete Sellars and Paul Fenton would particularly like to thank the European Health Property Network’s Executive Director, Jonathan Erskine, and Professor Grant Mills, Faculty Lead for Health at the Bartlett School of Sustainable Construction at University College London, for their input and expertise on the project.


Moorfields Eye Hospital


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