It will take three to five years to clear current waiting lists for medical treatment, so it will be important for National Health Service teams to redesign patient pathways to increase their capacity Lynn Almond GLL: regional health intervention manager
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In order for the sector to raise its profile, networking is key and takes time. It’s all about relationship building and proving what we can do – which is often a lot more than the healthcare sector realises. Firstly, establish what your local health system has outlined as a priority for the community. Consider how your services could support this and, using available research, build a case for how your offering could support these priorities. Network hard, making contact with NHS service leads and articulate what you can offer in terms of long-term benefits and savings. Be confident in what you’re talking about, do your research and create a good business case and then prepare to be persistent.
ROBERT KNESCHKE/SHUTTERSTOCK.COM
©Cybertrek 2021 Issue 4 2021
PHOTO: GLL
s a result of the pandemic, there are certainly more opportunities than before for health and fitness operators to work with the health service, for example, in the provision of weight management programmes and via support for COVID recovery. It’s anticipated it will take three to five years to clear current waiting lists for medical treatment which have built up over the last year. Therefore, it will be important for National Health Service (NHS) teams to redesign patient pathways to increase their capacity. One idea has been to free up more space in hospitals by moving out non-acute outpatient services. Leisure centres are a natural choice of location for these kinds of services: allowing qualified leisure teams to support less acute patients while the health service focuses on those who need enhanced support. GLL is working with both the NHS Trusts in Cumbria to co-locate their musculoskeletal physiotherapy services into leisure settings as part of the transformation, for example.
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