Department for Health and Social Care Strategic Asset Management Plan - Executive Summary
Published 30 October 2025
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Our Vision
The Department of Health and Social Care (DHSC) is a ministerial Government department, supported by 23 agencies and public bodies. Its vision is to help people to live more independent, healthier lives, for longer. In supporting this, DHSC’s property function aspires to create an efficient and sustainable estate that delivers great workplaces for DHSC, its agencies and public bodies.
Our Portfolio
The Health portfolio consists of offices, specialist health facilities, scientific estate, and logistics sites. Consolidating into Health Hubs across the country helps build flexibility into the office space by allowing space to be rapidly reassigned to different bodies as needs evolve.
Estate Profile (DHSC and its public bodies)
| Category | PRESENT (last year-end) |
|---|---|
| Total building floorspace | 574,519 sqm |
| Number of locations | 207 |
| Total number of employees accommodated (FTE) | 41,712 |
| Condition data available from survey <5 years old | 100% for DHSC core |
Strategic Programmes and Projects
Below is a list of the strategic programmes and projects to be undertaken in 2025/2026, categorised by the missions from the government property strategy.
In 2024/2025 we completed the LED lighting installs, restacked a building in Reading to accommodate three additional government organisations, undertook a competition for our next generation facilities management services, and built new property data dashboards.
Mission One: Transform Places and Services
| Project or Programme | Description |
|---|---|
| Freehold Disposal | To dispose of freeholds from the retained estate of surplus land |
| The Leeds Health and Social Care Hub | Continue the work on the Leeds Hub to prove a new way of collaborative working between national government and local NHS organisations and partners including local government, social care, voluntary organisations, education and industry. |
Mission Two: A smaller, better and greener public estate
| Project or Programme | Description |
|---|---|
| Net Zero Plans for all buildings | To create a roadmap for Net Zero for every building on the DHSC estate that we will hold for five or more years and where we have operational control |
| Seaton House Net Zero | To implement changes required to make Seaton House Net Zero |
| Manchester Hub | To work with GPA on creation of a Manchester Health hub in 2029 |
| Liverpool and Burnley | New property acquisitions to increase efficiency |
| Wellington House Lifecyle works | Upgrade of the air handling, core electrics and key building systems |
| Cambridge Consolidation | To find a more efficient smaller building solution to move Health bodies in Cambridge into by the end of 2025 |
| Quarry House Hub | To support the move of organisations into surplus space in Quarry House, in Leeds, creating a government hub building |
| Property Data Improvement | Fully accurate property dataset on the Digital National Asset Register and maintain a pipeline that delivers increased property efficiency |
| FM3 | Finish the re-procurement of the DHSC facilities management contract |
Mission Three: Improve professional excellence and insight
| Project or Programme | Description |
|---|---|
| Data management improvements | All DHSC mechanical and electrical assets to be managed under a new system and ALBs submit asset management plans for SAMP |
| ALB Property Forums and Networks | Maintain ALB property forums and networks |
| ALB and DHSC Review against functional standards | To use the assessment tool for the functional standards, first with DHSC and then the ALBs. |
Our People
Initiatives to improve the capability and capacity of the property function and profession within the organisation:
- Committed to identifying, growing and developing our people to be successful in their roles using the career framework to identify career paths
- Recruitment strategies amended for vacant roles, including bringing in staff in more junior roles and focusing on development
- Creating a skills map to track development of capability and map capability against standards
- Sharing expertise across the Health cluster and cross advertising vacancies where possible.
- Looking at talent pipeline to confirm plans are in place for key posts and development needed to prepare people for key posts