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physical activity into health strategies. However, the merger of sports, leisure,
Health, and wellbeing is not a new concept; it is a tried and tested solution that as architectural contractors we have been fortunate enough to have facilitated across many sectors over the last three decades. This innovative solution, which integrates physical activity, leisure, and wellness programs into healthcare services, has been successful in other sectors and can be equally effective in achieving a nationwide care collective and a holistic approach to Health and wellbeing. Over the years, we have repurposed
redundant buildings by integrating new and existing uses to create innovative spaces. Our blended mindset of creative and commercial acumen has enabled us to unlock the potential of projects, optimise investment, and, in doing so, we have realised the importance of an inclusive approach to relocation. Advocate of a model appreciative of the owners/operators, and health care providers. Now, as we prepare with excitement
for the dawn of a new community- on the importance of embracing innovation and collaboration to drive social value. We can no longer operate as sectors in silos. The success in other sectors tells us that collaboration is key, if we are to create a sustainable world where the high street, Health and social care coexist. To achieve the ideal of a a comprehensive Health and wellness centre that brings together a range of health services that are both co- dependent and independent.
approach are far-reaching. Practically speaking, the decline
of high street units also provides an excellent infrastructure for highly accessible healthcare provision in the heart of our community. An infrastructure with long leases and strong covenants provides a sustainable proposition, operationally and environmentally. In this new vision, planned and
elective care will be undertaken outside of hospital sites, thereby reducing pressure on waiting lists. This will
enable earlier diagnostics, including X-rays, as well as access to pharmacies and out-of-hours GP surgeries. It will also, importantly, bring accessible Health back to the community. Yet, at its urban heart, there will be an infrastructure that can cope with a sector-wide increase in virtual and digital services. By repositioning elective care services,
we can not only relieve pressure on hospital sites but also potentially save costs, enabling them to prioritise primary care and freeing up valuable space for secondary care. This can also help break the stigma associated with hospital visits for younger visitors,
offering a more welcoming and local experience. And let’s not forget, underlying the
‘Health on the High Street’ agenda is an emphasis not on treatment, but on supporting the broader determinants of public Health. Not only will the NHS catalyse regeneration on the High Street, but the co-location of community services also addresses the public health emergency, allowing for a model where practitioners across the health and social care sphere can work at scale to deliver a prevention agenda. So, to conclude, the question
shouldn’t be whether we should strive for a model of co-location, but rather what innovative minds we should collaborate with to catalyse this change. Together, we stand on the threshold of change, ushering in a new, innovative era of thinking.
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