A look – by the chair of IHEEM’s Architecture & Design of the Built Environment Technical Platform, and a highly experienced project manager and Chartered Surveyor – at the intricacies of, and priorities for, effective masterplanning.
Mark Simpson, a director of AA Projects and member of IHEEM’s Architecture and Design in the Built Environment (ADBE) Technical Platform, and the Platform’s chair, Dr Manju Patel, who is programme manager/project director for Physical Infrastructure Projects at NHS Grampian, consider some of the intricacies of, and priorities for, effective masterplanning.
We all do it – all day every day, whether we realise it or not. From the moment we wake up we start thinking and organising our day – what’s happening, how do I get there, what shall I wear? Short-term thinking is pretty automatic – thinking further ahead takes a little more effort, especially if other people are involved. Thinking about really complicated issues often seems mind-boggling.
Whether it’s short-, medium-, or longterm, what we all do – with varying degrees of success – is planning. If we are working with complex systems, trying to make sense of our strategic objectives and working out how to achieve these – that is masterplanning. Within the healthcare world it is all too easy to concentrate on the comfortable – to narrow the horizon and solely consider known specialist, acute, or primary care portfolios. What is actually required is a broader view, taking in the whole local health economy. Masterminding this approach to masterplanning necessarily takes in a large range of topics, with a focus on service quality outcomes backed up by supportive clinical service planning
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