NEIGHBOURHOOD HEALTH CENTRES
Wood Wharf Health Centre At Wood Wharf Health Centre in Canary Wharf, the primary objective was to provide local primary care in Tower Hamlets rather than routing demand to hospital estates. End-to-end project management ensured collaboration among clients, contractors, and stakeholders, supported by structured governance and a focus on operational usability. Strong governance and engagement throughout design,
procurement, and construction facilitated timely decision- making, balanced clinical requirements with available footprint and budget, and produced a modern, accessible facility with robust digital capabilities. Lessons highlighted the importance of clear governance, early stakeholder alignment, accessibility, and digital enablement. Community facilities must be designed around end users, considering how local populations will access services. This approach improves patient experience, supports preventative care, and relieves pressure on nearby hospitals.
South East London ICB – Primary Care Network strategy In South East London, the Integrated Care Board’s Primary Care Network strategy aims to maintain continuity of primary care services while supporting integrated healthcare delivery across the region. Project management support included establishing a weekly Project Delivery Group to align stakeholders, promote clear communication, and facilitate collaborative decision- making. One key lesson was that operational continuity must be treated as a project outcome, not an afterthought. Planning must consider how services and workflows will continue during delivery. Patient care cannot pause for construction or redesign, making operational continuity critical from the outset. Close collaboration among stakeholders throughout
the delivery process helps identify and mitigate potential disruptions before they impact patient care. Delivery of community-based services must therefore proceed without compromising ongoing clinical services, ensuring seamless transition during and after project completion.
Building care for the future Neighbourhood Health Centres represent more than bricks and mortar; they are critical infrastructure enabling care closer to home for communities that need it most. Their success depends on more than funding and construction: stakeholder alignment, operational readiness, and adaptability are key to meeting local needs while enabling scalable national rollout. Lessons from delivery indicate that success begins with a
user-centred approach, early stakeholder alignment, and embedding operational continuity. Designs must combine flexibility and accessibility, with standardised frameworks balanced by responsiveness to individual community needs. Integrating these factors – from planning through
delivery – ensures the rollout of Neighbourhood Health Centres is both effective and efficient. With careful execution, government ambitions can be realised, providing accessible, integrated care, easing hospital pressures, improving patient outcomes, supporting sustainable, community-focused healthcare, and contributing to long-term health system resilience across the country.
An interior view of Wood Wharf Health Centre.
June 2026 Health Estate Journal 61
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