Performance measurement for the strategic management of healthcare estates

Laura Rodriguez-Labajos, Craig Thomson, Geraldine O'Brien

    Research output: Contribution to journalArticle

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    Abstract

    The purpose of this paper is to explore the role of performance measurement in current practice for the strategic management of healthcare estates.
    The research adopts a constructivist grounded theory approach combining different methodologies including a pan-EU qualitative questionnaire, interviews with international healthcare providers and a case study of NHS Scotland. Here, documentation analysis, observation and in-depth interviews were undertaken involving NHS stakeholders.
    The analysis shows evidence that measuring estates performance has limited value for individual NHS boards regarding strategic decisions related to long term planning and investment. This was due to design issues and the prioritisation of clinical delivery which contribute to the neglect of the estate as a consideration in long-term strategic planning. This misalignment results in a tool which is valuable for accountability but which is less helpful to NHS boards in shaping future decisions around the estate.
    Responding to a gap in understanding around the application of performance measurement in the context of healthcare estates, this research provides three recommendations to promote a more effective and relevant performance measurement system. These actively recognise the importance of the estate within strategic decision making as helping to inform the long term planning and management of the estate within the individual NHS boards.
    This paper shows the current role of performance measurement for the strategic management of healthcare estates and identifies issues related to its applicability and value.
    Original languageEnglish
    JournalJournal of Facilities Management
    DOIs
    Publication statusPublished - 31 May 2018

    Fingerprint

    Planning
    Strategic planning
    Decision making
    Healthcare
    Performance measurement
    Strategic management
    Long-term planning
    Performance measurement system
    In-depth interviews
    Documentation
    Misalignment
    Accountability
    Prioritization
    Stakeholders
    Neglect
    Scotland
    Strategic decisions
    Grounded theory
    Questionnaire
    Methodology

    Keywords

    • decision making, healthcare
    • estates and facilities management

    Cite this

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    abstract = "The purpose of this paper is to explore the role of performance measurement in current practice for the strategic management of healthcare estates.The research adopts a constructivist grounded theory approach combining different methodologies including a pan-EU qualitative questionnaire, interviews with international healthcare providers and a case study of NHS Scotland. Here, documentation analysis, observation and in-depth interviews were undertaken involving NHS stakeholders.The analysis shows evidence that measuring estates performance has limited value for individual NHS boards regarding strategic decisions related to long term planning and investment. This was due to design issues and the prioritisation of clinical delivery which contribute to the neglect of the estate as a consideration in long-term strategic planning. This misalignment results in a tool which is valuable for accountability but which is less helpful to NHS boards in shaping future decisions around the estate.Responding to a gap in understanding around the application of performance measurement in the context of healthcare estates, this research provides three recommendations to promote a more effective and relevant performance measurement system. These actively recognise the importance of the estate within strategic decision making as helping to inform the long term planning and management of the estate within the individual NHS boards.This paper shows the current role of performance measurement for the strategic management of healthcare estates and identifies issues related to its applicability and value.",
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    Performance measurement for the strategic management of healthcare estates. / Rodriguez-Labajos, Laura; Thomson, Craig; O'Brien, Geraldine.

    In: Journal of Facilities Management, 31.05.2018.

    Research output: Contribution to journalArticle

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    AU - Rodriguez-Labajos, Laura

    AU - Thomson, Craig

    AU - O'Brien, Geraldine

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    N2 - The purpose of this paper is to explore the role of performance measurement in current practice for the strategic management of healthcare estates.The research adopts a constructivist grounded theory approach combining different methodologies including a pan-EU qualitative questionnaire, interviews with international healthcare providers and a case study of NHS Scotland. Here, documentation analysis, observation and in-depth interviews were undertaken involving NHS stakeholders.The analysis shows evidence that measuring estates performance has limited value for individual NHS boards regarding strategic decisions related to long term planning and investment. This was due to design issues and the prioritisation of clinical delivery which contribute to the neglect of the estate as a consideration in long-term strategic planning. This misalignment results in a tool which is valuable for accountability but which is less helpful to NHS boards in shaping future decisions around the estate.Responding to a gap in understanding around the application of performance measurement in the context of healthcare estates, this research provides three recommendations to promote a more effective and relevant performance measurement system. These actively recognise the importance of the estate within strategic decision making as helping to inform the long term planning and management of the estate within the individual NHS boards.This paper shows the current role of performance measurement for the strategic management of healthcare estates and identifies issues related to its applicability and value.

    AB - The purpose of this paper is to explore the role of performance measurement in current practice for the strategic management of healthcare estates.The research adopts a constructivist grounded theory approach combining different methodologies including a pan-EU qualitative questionnaire, interviews with international healthcare providers and a case study of NHS Scotland. Here, documentation analysis, observation and in-depth interviews were undertaken involving NHS stakeholders.The analysis shows evidence that measuring estates performance has limited value for individual NHS boards regarding strategic decisions related to long term planning and investment. This was due to design issues and the prioritisation of clinical delivery which contribute to the neglect of the estate as a consideration in long-term strategic planning. This misalignment results in a tool which is valuable for accountability but which is less helpful to NHS boards in shaping future decisions around the estate.Responding to a gap in understanding around the application of performance measurement in the context of healthcare estates, this research provides three recommendations to promote a more effective and relevant performance measurement system. These actively recognise the importance of the estate within strategic decision making as helping to inform the long term planning and management of the estate within the individual NHS boards.This paper shows the current role of performance measurement for the strategic management of healthcare estates and identifies issues related to its applicability and value.

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