review
Revolutionising healthcare delivery
The first-ever healthcare buildings forum Scotland heard how the country is leading the way in creating a 21st-century healthcare estate that will transform care delivery
T
he NHS in England is renowned for taking a rather-siloed approach to everything from the
procurement of goods and services to the delivery of new buildings. But, thinking only on a local scale in this way, and failing to see the bigger picture, can result in a system that is doomed to failure and almost impossible to adapt if, and when, needs change in the future. However, North of the border, there
are signs of a new way of thinking, and this was outlined at the first-ever healthcare buildings forum Scotland, held in Edinburgh last month.
A vision
The event provided a crucial opportunity for healthcare product and service suppliers to meet key decision- makers involved in the design and development of health and social care facilities across the country.
And, over the one-and-a-half days of meetings and networking opportunities, three speaker sessions were also held, where experts provided an overview of the opportunities and challenges facing the sector.
Since 2007, over £5billion has been
invested in health infrastructure in Scotland, and the aim, moving forward, is to create a new generation of joined- up health and care facilities which focus on wellbeing and independence rather than reactive healthcare. This fresh approach will take pressure
off hospitals and bring care services into communities and primary care settings, resulting in a demand for new infrastructure.
The first speaker, Alan Morrison, head of capital investment for the Scottish Government, told delegates: “The NHS has just celebrated its 70th year and it is important to recognise the contribution infrastructure plays in the effective delivery of health and care services. “Much of the estate has world- leading facilities. However, some parts are old and some are significantly older than the NHS itself and won’t meet modern demands even if upgraded. “We need to put in place estates plans that support service strategies and set out a clear vision for the future.”
Look to the future
He added: “The NHS has complex infrastructure that is used on a daily basis and, as such, it needs to be kept
at its most productive for as long as is practical. This will require a continuous programme of planned preventive maintenance and replacement.” He was unable to put a figure on the level of ongoing investment in health and care buildings, as this is currently being impacted by the ongoing Brexit negotiations and the future funding levels Scotland will receive from the English government.
But he said an investment strategy for all sectors was currently being drafted, adding that he wanted this to look at a ‘more-sustainable and long-term capital investment programme’. Due to the switch from reactive care
delivered in major acute hospitals to pro-active, pre-emptive care delivered in communities; many of the new buildings will be within the primary care sector – most likely smaller-budget projects, but many more in number. These will largely be delivered
through Scotland’s five ‘hubs’, each with a private-sector development partner. Known as ‘hubCos’, these take a long-term planning approach to identifying the buildings needed to support the delivery of improved community services, not just healthcare
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healthcaredm.co.uk
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