By Shannon Kerrigan, Social Value Manager at Willmott Dixon Interiors
If I were to describe the healthcare sector that we work in, it’s complex, challenging and rewarding. At its heart sits the NHS, a vital national service for every community. Yet many facilities are no longer fit for purpose, whether because of outdated patient pathways or environments that don’t adequately support the staff who rely on them every day.
Creating meaningful change begins long before construction starts. The pre-construction phase is where the foundations for successful delivery are truly set. By engaging early with NHS trusts, we can bring real-world insight into buildability, cost certainty and programme planning. Plus, it allows challenges to be identified and addressed before they escalate.
By maintaining the same team throughout a project, knowledge is retained, trust is built, and delivery becomes more seamless.
However, success in healthcare projects is not measured by delivery alone. The real value lies in the wider social impact. From improving energy efficiency and reducing operational costs, to supporting staff wellbeing and leaving a positive legacy in local communities, our role extends far beyond the physical environment.
Key Takeaways
- Meaningful social value starts with early engagement, listening to healthcare customers, and understanding the needs of each trust and community.
- Three core pillars underpin our approach: a patient-first approach, NHS staff wellbeing, and healthier, more resilient communities.
- Targeted, collaborative initiatives can create greater impact than simply focusing on social value reporting or headline social return figures.
- Social value in healthcare is about creating lasting positive impact for patients, staff, communities, and the wider NHS.
Why Social Value Matters in Healthcare Construction
Five years ago, Willmott Dixon Interiors’ social value activity largely reflected what we knew best. Work experience placements, careers fairs and assemblies formed the backbone of our offer. While this work is valuable, it was not always aligned with what our healthcare clients needed most.
We began to recognise that high-quality, targeted social value mattered far more than reporting large social return figures. Delivering meaningful outcomes required us to build stronger relationships with our customers and truly understand their priorities.
This prompted a shift in approach. Instead of leading with our offer, we started by listening. Through more focused engagement, we saw participation improve and were able to shape a more relevant and impactful healthcare-focused strategy.
A Framework Built on Three Pillars
From these insights, we developed three core pillars that now underpin our social value approach in healthcare:
- A patient-first approach
- NHS staff wellbeing
- Healthier, more resilient communities
While the principles remain consistent, every plan is tailored to reflect the specific needs of each trust and project.
To achieve this, we prioritise early engagement. Our process begins with community mapping to understand local challenges, followed by stakeholder engagement to identify priorities.
We then co-create a social value plan with our healthcare customer, aligning it with both local need and procurement requirements. This collaborative approach not only strengthens outcomes but also helps demonstrate the value we can bring beyond construction.
Pillar One: Putting Patients First
Our first pillar focuses on improving the patient experience. This can include supporting initiatives that are not traditionally funded but make a meaningful difference to wellbeing, such as providing access to services like reflexology or hairdressing for long-stay patients.
We also work closely with clinical teams to minimise disruption in live environments. Regular look-ahead meetings with ward staff ensure our work is carefully planned around patient care.
Fundraising remains an important element. For example, project teams have taken part in local running events to raise funds for hospital charities, contributing to services that directly benefit patients.
Simple but thoughtful measures can also have a significant impact. Providing clearly identifiable workwear for operatives in sensitive areas, such as maternity wards, helps reassure patients and maintain a calm environment.
Pillar Two: Supporting NHS Staff
The second pillar centres on staff wellbeing. We recognise the immense pressure faced by healthcare professionals and the importance of acknowledging their contribution.
Our initiatives range from:
- funding wellbeing workshops and providing rest and recovery support,
- Sponsoring staff recognition schemes and awards,
- Small gestures, such as providing hampers or wellbeing resources, can go a long way in showing appreciation.
Pillar Three: Strengthening Communities
The third pillar focuses on building healthier and more resilient communities. While employability programmes are a common feature of social value, our approach is highly targeted.
We work closely with stakeholders to reach individuals who will benefit most. This includes working with those facing barriers to employment, with partnerships with community organisations to provide mock interviews, work experience, training and pathways into employment.
We have also adapted our programmes to be more inclusive. For example, when delivering sessions in a SEND setting, we recognised that a standard employability format was not effective.
In response, we developed a more engaging, visually led programme focused on sustainability and hands-on learning. The results were overwhelmingly positive, with full engagement from students and lasting impact beyond the sessions themselves.
We also look for opportunities to support preventative health within our project communities. At our Horsham site, blood pressure and cholesterol checks took place for colleagues and supply chain partners. This is particularly relevant where local labour targets mean that some of our project partners may also be residents and end users of healthcare facilities.
Supply chain partners were briefed in advance to encourage participation, helping to extend the reach of the initiative and support healthier, more resilient communities.
How Willmott Dixon Interiors Creates Lasting Social Value
Social value in healthcare is about more than meeting requirements. It is about listening, collaborating, and delivering initiatives that make a genuine difference.
Ultimately, the most rewarding moment is seeing the difference these projects make, reflected in the experiences of clinicians, patients and communities alike. By truly understanding our customers and their needs, we are well positioned to continue delivering meaningful, lasting impact across the healthcare sector.
If you’re planning a hospital fit-out or health care facility refurbishment project, speak to Willmott Dixon Interiors about how we can help you identify and deliver meaningful social value from the outset, creating benefits that extend beyond the project itself.