Health and care systems
Growing pressure on health and care systems is pushing many towards the point of failure.
Growing and ageing populations. Increased focus on disease prevention. Patients’ ever greater expectations. Tighter budgets and staff shortages. The health effects of the climate crisis. Technological change.
These are among the challenges requiring transformation in health and care systems.
We help you to envision transformation, plan and achieve it, using sustainable, digitally enabled solutions focused on the needs of people.
What can we do for you?
We work in the health sector directly, advising on health systems policy, guiding public health programmes, and providing the healthcare planning, technical and management inputs required to deliver transformational projects.
We support the development of sustainable health and care systems through our focus on four key themes:
Reconfiguring
There is growing support among patient groups, clinicians and managers for reconfiguration of health and care services, focusing on new service models capable of providing care in the right places at the right times.
Reconfigured health systems will be less hospital-centric and more holistic to meet the needs of patients, improve the quality of care and achieve better value for society. We can advise on options and guide you through the process of change.
Decarbonising
Today, climate change is having a clear impact on health and wellbeing, which increases the demand for health and care services. Care providers are starting to take ownership of the situation and act to minimise their contributions to climate change, as part of the imperative across all parts of the economy and society to curb climate change and avoid an exponential rise in climate related health impacts.
In 2020 the NHS set out its roadmap to net zero by 2040 – with the World Health Organization encouraging all countries to do the same. We can bring international best practice and innovation in decarbonisation to help you set your own route to net zero – and achieve it.
Optimising
Health and care systems globally waste up to 45% of their resources (including resources procured to build and operate estates, provide clinical services and for other operational purposes). Rapidly rising demand for healthcare, constrained budgets, and tighter, more complex regulation provide powerful drivers to improve efficiency. We can help you configure health and care provision, buildings and estates to improve performance and cut waste.
Digitalising
Digital adoption in healthcare has the potential to transform the efficiency and effectiveness of both service provision and the performance of health infrastructure. Technology can improve information management and connectivity within hospitals and healthcare facilities, as well as between care providers in the community, including GPs and social services. This enables greater collaboration between practitioners and clinicians.
It also improves access and communication for patients, providing them with more agency in their healthcare decisions and experiences. We can help you deploy digital solutions that achieve improved efficiency and productivity, resulting in higher quality care within specialist settings and the delivery of more health services in the community.
Innovating for better outcomes
Health has been part of our portfolio for four decades. Our track record provides experience, knowledge and learnings, deep understanding of health and social care cultures, behaviours, challenges and needs, and a long term perspective on opportunities.
We employ clinicians and healthcare planning experts alongside change managers, engineers, environmental scientists, digital specialists, carbon specialists, ergonomists and many more. Our specialists inform one another’s practice to achieve higher performing projects.
Our experience
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Centre Hospitalier de l’Universite de Montreal (CHUM), CanadaThe biggest public-private hospital project in Canadian history, the Centre Hospitalier de l’Université de Montréal (CHUM) consolidates three existing teaching, research, and healthcare facilities onto a single site. The project faced the challenge of a tight city center location. Mott MacDonald was retained as the Independent Certifier for the construction phase, responsible for checking the compliance of the facility against the clients’ requirements.
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Integrated impact assessment of acute services consolidation, Sutton, Merton and Surrey Downs, UKWorking for the NHS clinical commissioning groups for Sutton, Merton and Surrey Downs (Improving Healthcare Together), we carried out an integrated impact assessment for consolidation of acute emergency services at a single site. We took into consideration the populations and community groups most impacted, as well as travel and access.
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Newtown multi-agency campus, Powys Teaching Health Board, UKWe provided advisory and programme management support for the development of a new campus that provides an integrated range of primary care, health and community-based care services. As well as meeting NHS requirements, it caters to the needs of charitable and third sector organisations providing wellbeing and preventative services for the local community. Our work included development of a target operating model, schedule of accommodation, masterplanning and concept design.
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Outbreak containment management fund exercise for the Department of Health & Social Care, UKWe evaluated 23 local authorities’ management of emergency funding to contain the spread of Covid-19. A key insight was that community groups and charitable or third sector organisations provided a targeted and impactful range of services to protect and support people’s health and wellbeing, thanks to their strong connections with and understanding of the communities they serve.
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Programme evaluation of primary care transformation team for NHS England, UKWe carried out a national evaluation of general practitioners’ readiness to participate in and benefit from an improvement programme, Accelerate. It was aimed particularly at identifying struggling and challenged GPs and quantifying the early impacts of the programme on the provision of primary care.
