Health

Driving sustainable change across health and care.

  • IMPOWER’s change specialists work alongside frontline NHS and social care teams to turn strategy into operational reality. We improve flow, quality and productivity across neighbourhoods, urgent and emergency care, and intermediate care – helping systems deliver better outcomes for people while improving financial sustainability. 
  • Our work focuses on what matters most: supporting people to stay well and independent at home, reducing avoidable hospital use, minimising time spent in hospital, and maximising recovery and independence when care is needed. Through data-driven decision making, practical improvement expertise and measurable delivery, we create sustainable change across health and care systems. 
  • Alongside our frontline delivery work, we support system leaders to create the conditions for long-term success through strategy development, transformation programmes, capital planning and commissioning support.

AREAS WE WORK IN

A line icon of a house with a person shown inside it. The graphic represents neighbourhood-based care, care delivered close to home, community services, or localised support centred around individuals in their home environment.

Neighbourhood health

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A line icon of an ambulance vehicle with a medical cross on the side and a light on the roof. The graphic represents urgent and emergency care, emergency medical services, or rapid healthcare response and transport.

Urgent and emergency care

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A line icon of an ambulance vehicle with a medical cross on the side and a light on the roof. The graphic represents urgent and emergency care, emergency medical services, or rapid healthcare response and transport.

Home first, intermediate care and discharge

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A line icon showing the side profile of a human head with a heart shape inside the brain area. The graphic represents mental health, emotional wellbeing, compassion, and person-centred care.

Mental Health

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A line icon of a hospital building with a central entrance and an “H” symbol above the doors, flanked by two smaller wings. The graphic represents healthcare infrastructure, hospital facilities, or capital programmes related to health services and estates.

Strategy, transformation and capital programmes

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Commissioning

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Community
Neighbourhoods
  • Population risk stratification and proactive care
  • Community frailty / speciality hubs
  • Neighbourhood and community operating models / design
  • Left shift test and learn pilots
  • Scaled neighbourhood delivery
  • Demand and capacity modelling
  • Strategic commissioning
Objectives: Attendance avoidance and increase independent, healthy lives at home
Hospital
UEC
  • UTC / ED interface
  • Virtual wards (step-up)
  • Responsive services
  • SDEC
  • Acute Frailty
  • First 72 hours of care
Hospital flow
  • Models of care
  • Acute Frailty
  • Length of stay
  • SAFER bundle
  • Winter planning
  • Bed modelling
  • Improved processes, tools and prompts
  • Maximising estate
Discharge
  • Pathway 0 effectiveness
  • Pathway 1, 2, 3 and the Care Transfer Hub
  • Virtual wards (step-down)
  • Improved processes, tools and prompts
Objectives: Admission avoidance and enhanced UEC performance
Objectives: Reduced length of stay and occupancy
Objectives: Length of stay reductions and more discharge to people's own homes
Community
Intermediate care / Neighbourhood
  • Strengths based practice and culture change
  • Home First Model
  • Intermediate care design
  • Whole system demand management
  • Reablement
  • Neighbourhood follow up
  • Strategic commissioning
Objectives: Reduce readmissions and increase independent, healthy lives at home
◀ Left-shift
Testimonial Author Image

IMPOWER’s ability to set out complex data in a meaningful and engaging way has further helped keep our momentum of improvement… Remaining focussed on what is best for our patients and keeping patients at the centre of our ambition throughout. Being able to work across many partners and understanding the importance of reaching collective agreement and building relationships to enable this was powerful.

Karen Breen, Former Chief Operating Officer, Surrey and Sussex Healthcare NHS Trust

Testimonial Author Image

In Manchester University NHS Foundation Trust (MFT) we are lucky to have world class clinicians and the success of Hospital at Home has been driven by our clinical leaders, who are delivering innovative practice which is improving the outcomes we achieve for our patients. IMPOWER have given us the structure we need to drive this work, have worked alongside clinical teams so they feel supported to innovate, and have used their expertise to demonstrate impact and build the case for change.

Dr. Sohail Munshi, Chief Medical Officer, Manchester and Trafford Local Care Organisations and SRO for Hospital at Home

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HEALTH OUTCOMES WE DELIVER

White line illustration of two figures (an adult and a child) standing between two open hands, shown on a white background, representing children’s social care, protection, and support.

More people living independently for longer.

White line illustration of two figures (an adult and a child) standing between two open hands, shown on a white background, representing children’s social care, protection, and support.

Reduced avoidable (re)admissions.

White line illustration of two figures (an adult and a child) standing between two open hands, shown on a white background, representing children’s social care, protection, and support.

Reduced LOS and delayed discharges.

White line illustration of two figures (an adult and a child) standing between two open hands, shown on a white background, representing children’s social care, protection, and support.

Stronger integrated neighbourhood partnerships.

White line illustration of two figures (an adult and a child) standing between two open hands, shown on a white background, representing children’s social care, protection, and support.

Optimised health and care resources and measurable financial benefit.

BEST PRACTICE THROUGH BEHAVIOUR AND CULTURE CHANGE

Valuing home

We work with NHS Acute Trusts, Local Authorities, Community Trusts, ICBs to support:
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Case studies

Transforming patient flow at Nottingham University Hospitals

How IMPOWER supported NUH to release acute capacity and improve outcomes for older people by embedding proactive discharge behaviours across...
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Logo for Hampshire Hospitals NHS Foundation Trust, featuring the NHS logo above the organisation’s name in black and blue text on a white background.

Supporting Hampshire Hospitals NHS Foundation Trust with Dynamic Activity, Workforce, and Finance Modelling

IMPOWER applied its proven methodology, previously used across four New Hospital Programme (NHP) Trusts.

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Manchester local Care Organisation's Logo

Identifying new opportunities to improve outcomes and save money in Manchester

Virtual capacity is seen as achieving the mutual benefits of improving outcomes, managing demand for hospital beds, and reducing costs...
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Image of a blue IMPOWER impact graphic featuring three headline statistics in white text. The panel highlights: 58 beds saved through length of stay reductions; 70 fewer patients residing in hospital for 14+ days per week; and 39% fewer patients discharged to long-term placements. The design uses a clean, minimal layout with bold numerals and a simple bordered frame to emphasise measurable system impact.

Delivering sustainable discharge and flow improvements across East Surrey

Implementing a new discharge operating model across an acute hospital that puts the patient at the centre of decision making,...
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Lincolnshire County Council's logo

Relieving pressure on acute beds and improving outcomes in Lincolnshire

Designing and implementing an effective model for patient discharge and flow that’s owned and championed by practitioners

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Manchester Local Care Organisation's logo

Embedding a ‘home first’ ethos for patients in Manchester and Trafford

Ushering in a culture shift and new model to drive better outcomes for hospital patients

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Our unique approach

 

Edgework®

Find out more about our unique approach to delivering change in complex systems.

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IMPOWER Index

Find out more about our benchmarking tool with a difference.

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Reports

A mock up of the "Healthy Homes in the East of England" report showing the front cover and the Foreword.

Healthy Homes in the East of England Report

How ICSs can support collaboration to deliver better housing and health outcomes in the East of England.

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A mock up of the "The future is out there" report by AOMRC showing the front cover and the Foreword.

Academy of Medical Royal Colleges AoMRC Report

Explore why we have not yet delivered the long-promised shift to more home and community-based care.

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Image of an open brochure spread and front cover mock-up for “Intermediate Care: The Reset” by IMPOWER and ADASS. The cover features a bold magenta geometric overlay with black-and-white photography of older people and care professionals. The inside spread presents structured text sections such as “What should success look like?” alongside a case study panel with impact statistics, using pink highlight blocks and clean typography, all set against a neutral studio background for a professional, policy-focused feel.

Intermediate Care – joint report with ADASS

We have emerged from Covid needing to support higher numbers of people, in the context of ever straightened financial circumstances.

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Image of an open brochure spread and front cover mock-up for a joint IMPOWER and CCN publication. The design features a bold blue cover with a repeating geometric pattern in green tones and clear co-branding. The inside spread presents data-led insights with line graphs, iconography, and infographic-style statistics, arranged in a clean, structured layout with teal and blue accents, set against a neutral background for a professional, analytical feel.

The evolving role of county authorities in Integrated Care Systems

Our latest report analyses the new systems which replaced Clinical Commissioning Groups this year from the perspective of councils. The...
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A mock up of "The Age of Intermediate Care" report front cover and inner pages.

The Age of Intermediate Care

The time has come to make a shift into what this report calls ‘the Age of Intermediate Care’. The pandemic...
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