Exploring strategies for generating social value

The concept of social value has gained significant traction within the healthcare sector over the past decade, not least in the management of healthcare estates. Social value refers to the broader social, economic, and environmental benefits that organisations can deliver for the communities they serve. For NHS hospital Trusts, embedding social value in estate development and management practices is not only a legal requirement, but also a strategic necessity. This article explores the various strategies that NHS hospital Trusts can employ to generate social value from their estate management practices, with a particular focus on the journey we have started — but by no means completed — at Royal Cornwall Hospitals NHS Trust (RCHT). We round off with a brief guide to key pieces of legislation, and some simple steps that you can put in place to embed social value within your health estate management teams and processes.

As with most conversations that lead to something good, the most fundamental starting point is a desire to engage. Active community engagement isn't easy. It requires us to accept that we must learn more about the local communities around us, their needs, and the problems they face, and how we involve them in the planning, development, and operation of healthcare facilities to improve what we deliver. We must facilitate, listen, and then lead with confidence.

At RCHT we have worked closely with our Communications team to actively involve a wide range of local stakeholders in the planning process for our new Women and Children's Hospital (to be constructed under Wave 1 of the NHP), ensuring that the facility will address the unique needs of women and children in Cornwall and the Isles of Scilly. It is a start that will not only enhance the relevance and effectiveness of the healthcare services provided, but also fosters a sense of ownership and pride amongst our local community.