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Healthcare / Quality improvement

Insights from award-winning international health projects

By Alan Kondys | 28 Oct 2021 | 0

Integrated Health Projects’ framework director Alan Kondys looks back at the winning developments from this year’s European Healthcare Design Awards 2021 and considers what lessons they may provide for adopting innovation in health infrastructure in the UK.

The UK Government is committed to delivering a long-term, rolling investment programme to bring England’s health infrastructure into the 21st century. It aims to provide: capital to build new hospitals and modernise primary care facilities; invest in new diagnostics and technology; and help resolve critical safety issues in the NHS estate.

The foundation of the strategy is the New Hospital Programme, which aims to ensure the NHS estate can support the provision of world-class healthcare services. Last year, Prime Minister Boris Johnson confirmed that 40 hospital projects would be built by 2030 as part of a package worth £3.7 billion. Priorities for the Programme include: delivering services that transform joined-up care for people and provide an effective working environment for NHS staff; investing to level up across regions and provide value for money, with an emphasis on mental health trusts; and providing NHS buildings that make the most of modern methods of construction to support sustainable, green and efficient design.

While there is a need for speed, focus will be placed on standardisation and modern methods of construction, but also on digital technology, innovation and sustainability. And, of course, the experience of Covid-19 has underlined the importance of designing in flexibility for hospitals so they can easily adapt to changing service needs, gradual or sudden.

Key insights

• Standard/repeatable (platform) blocks can be used to produce stunning bespoke facilities
• A city centre, clinically driven, functional facility can create a healing environment with the use of natural light,
• colour and artistic themes
• Healthcare facilities provide an important role in improving the health of the community
• Healthcare facilities need to maximise sustainability gains to reduce operational carbon
• Posed with the question of “choosing between designing open spaces for the city and designing 21st century
• care spaces”, the answer is “you design for both”
• The design concept of “a unique urban village, which normalises mental health treatment in a community setting” can break down stigmas and improve care
• Greater engagement is needed with service users, families, and care teams as part of the design process
• New efficiency benefits can be leveraged from the processes that enabled the emergency response to Covid-19
• Reusing existing buildings can provide sustainability advantages aligned with principles in the NHS Net Zero
• Carbon Hospital Standard (Beta Draft)
• Lessons can be learnt from the development of a vertical hospital as a potential solution for the NHS
• There is greater value to be extracted from the application of evidence-based design approaches
• There is valuable design research available to support the design of dementia care settings
• The inclusion of special spaces to provide for “invisible care” in hospital redevelopments should be considered

Standardisation and flexible design

Standardisation and flexibility are very much evident in the winner of this year’s ‘Healthcare Design (Over 25,000 sqm)’ category at the EHD2021 Awards: the North Wing at Denmark’s Rigshospitalet, commissioned by Rigshospitalet and designed by LINK Arkitektur and 3XN, in collaboration with Nickl & Partner and Kristine Jensens Tegnestue.

A new 54,000m 2 facility on an existing city hospital campus, the North Wing comprises: 209 rooms – 196 of which are private rooms with their own shower and toilet; 33 operating theatres; an intensive care section for neurological and neurosurgical patients with 20 intensive care rooms (private rooms) and ten recovery beds; and outpatient consultation rooms, offices, conference areas, and changing facilities. The design focuses on the needs of healthcare professionals and the future adaptability of the hospital functions, as well as patient recovery, and the efficiency and productivity of hospital staff. The judges said the project “demonstrated innovative and thoughtful internal planning of the clinical areas to achieve appropriate separation of private and public spaces while maintaining views and daylight penetration”.

Of particular interest is the design concept showing how standard/repeatable (platform) blocks can be used to produce stunning bespoke facilities that meet the requirements of the brief. The similarities with this type of standardised approach can be seen in the Construction Innovation Hub – Platform Development Programme for pan-governmental departments and with the direction of travel for the New Hospital Programme. A standard platform for use in high-volume areas in the hospital built environment was presented as part of a session at the European Healthcare Design 2021 Congress. Such an approach can help healthcare clients to fast-track the design development process, supporting modular design, structural efficiencies, and optimisation of building components and construction techniques. It can also help address the objectives of the Government’s Construction Strategy by delivering time, cost and material savings, and contributing to a reduction in embedded carbon.

Allowing for future flexibility was one of myriad requirements embraced by the National University Hospital Campus Masterplan, commissioned by the National University Hospital in Singapore and designed by Gensler. Commended by the judges for its “innovative structural approach, and bold and brilliant design”, the awards submission of the winning project in the ‘Future Healthcare Design’ category asked: “How do you construct a 280,000 sqm replacement hospital [within limited space] while keeping the existing hospital fully operational?”

A question that may be relevant to the redevelopment of many NHS hospitals, the answer in this case was to build above it. And posing a choice between “designing open spaces for the city and designing 21st-century care spaces”, the project team argued that “you design for both”. Other design requirements set out in the National University Hospital Campus Masterplan included: replacing an ageing academic medical centre campus; focusing on organisational and campus transformation; elevating the health of the community; maximising the experience for all; improving system performance; and unlocking a culture of innovation – all principles that the NHP should be following.

While the above project represents a clever response to the need to design in future flexibility, the winner of the ‘Design Innovation for Quality Improvement’ category is a fantastic example of how the healthcare sector and its suppliers, at all levels, responded to the emergency requirements of the pandemic. KwickScreen at Basildon and Thurrock Hospitals NHS Trust – a project commissioned by Basildon University Hospital and designed by KwickScreen – drew praise from the judges for “the speed in which the product was adapted in the pandemic to provide a necessary, pragmatic solution for healthcare staff”. Responding to the Covid-19 social distancing requirements, the solution “allows wards to safely operate at full capacity with extra infection control measures in place, maximise their space, and future-proof their clinical environment”.

The building of the Nightingale hospitals in the early months of the pandemic provides another example of speed of response to a sudden threat. The Nightingale North West Hospital in the Manchester Central conference centre provided 750 beds and was delivered in just 13 days at only 48 hours’ notice, while the 132-bed UCLan (University of Central Lancashire) temporary hospital in Preston was delivered in under two weeks. And in Wales, Rainbow hospitals were delivered at Bangor and Deeside, providing 653 beds in just 20 days. Alongside the delivery of these facilities, designers and contractors worked with ProCure22 and NHS England and NHS Improvement in the Covid-19 programme management office team on the national Nightingale Hospital programme, co-ordinating designs, resource availability and best practice.

The dynamics and processes that enabled these facilities and products to be delivered so quickly and efficiently should be analysed and considered to see how future healthcare programmes can reduce time and cost.

Sustainability

One of these is Puntukurnu AMS Healthcare Hub, in Australia, winner in the ‘Design for Health and Wellness’ category. Commissioned by Puntukurnu Aboriginal Medical Service, and designed by Kaunitz Yeung Architecture, this stunning primary healthcare facility provides community-controlled and culturally appropriate health services. The strategic plan places community at the centre of health delivery while taking full advantage of its setting with solar photovoltaics, which will provide more than 85 per cent of the building’s electricity. While far from a typical NHS primary care facility, the role that the Puntukurnu AMS Healthcare Hub plays in the community and the need to maximise sustainability gains to reduce operational carbon are very relevant to the New Hospital Programme. “An inspiring project,” said the judges, “with well-integrated art, architecture and landscape combined. Sustainable, passive and active.”

Similarly, in the ‘Design for Adaptation and Transformation’ category, the winning project embodied an approach well aligned with the principles set out in the draft NHS Net Zero Carbon Hospital Standard, while raising consideration of existing structures that could be used for healthcare facilities.

The Hospital Sancta Maggiore Morumbi, in Brazil, designed by Perkins&Will, is a general hospital built in a pre-existing corporate tower and involved “adapting interiors according to health standards and creating a humanised design”. The result is a modern 41,000 sqm complex with innovative features such as flexible hospital beds (equipped with doubled electric and gas points for intensive care), which doubles the capacity by converting regular rooms into ICU units.

This award-winning design may also provide useful lessons for the NHS in instances where a vertical hospital offers the most appropriate solution. Hospitals are mainly built horizontally, but in the case of the Hospital Sancta Maggiore Morumbi, contemporary scenarios generated the need for alternatives to respond to growing demand in medical care. Reusing existing buildings presents many advantages, including sustainability through the use of vacant buildings and avoiding new constructions and resulting waste. The project, which was planned and designed with rigorous analysis of slabs, flows and specialties in sectorisation, impressed the judges with its “clever re-purposing of a tower block into an innovative vertical hospital arrangement, with wards adaptable for the pandemic from day one”.

Community and engagement

Addressing the challenges of a high-density city centre location with the need for community integration were met by the winner of the ‘Mental Health Design’ category, while the way the healthcare built environment can support healing and recovery were also very much at the heart. The Centre for Addiction and Mental Health (CAMH) Phase 1C Redevelopment, in Canada, was commissioned by the Centre for Addiction and Mental Health (CAMH), designed by Stantec Architecture, with KPMB Architects and Montgomery Sisam Architects as planning, design and compliance consultants.

This 55,000m 2 facility, reconstructed in the city centre grounds of an 1850s asylum, seeks to transform the lives of those affected by mental health and addiction, by “establishing a unique urban village that normalises mental health treatment in a community setting”. According to the judges, this project “demonstrated a strategic vision through its community integration, which is implicit in the programme and building, addressing the challenge of making a high-density city centre mental health scheme work, with incredible artwork and other healing elements throughout”. Engagement – as ever, a key success factor for individual projects and programmes – is also highlighted in the project submission, with service users, families, and care teams participating in the design process to help create spaces that physically manifest and support the CAMH’s mission.

Another award-winning project noted by the judges for its engagement with all users – staff and carers, as well as patients – was ‘Interior Design and Arts’ category winner University College London Hospital, Grafton Way Building. Commissioned by University College London Hospitals NHS Foundation Trust, and designed by Scott Tallon Walker Architects, in association with Edward Williams Architects and UCLH Arts and Heritage, the building offered built-in sustainability with artwork that would continue to engage with users over time, the judges added.

One of just two NHS proton beam therapy centres in the UK, the facility has state-of-the-art recovery and discharge spaces. It’s designed to deliver the best medical treatment and make patients feel better, with patient and staff wellbeing prioritised through light-filled rooms, themes of nature, and colours of the English country garden. This design shows how a city-based, clinically driven facility can also create a healing environment with the use of natural light, colour and artistic themes.

It brings to mind the ProCure22 Healthcare Colour Palette, developed by AkzoNobel and Tarkett with collaboration from P22 Principal Supply Chain Partners, including IHP. The Palette, which can be found on the P22 Club website and allows clients to make an informed choice within pre-selected and matched floor/wall colour combinations, is focused on “delivering improved patient and staff outcomes” through the medium of evidence-based colour selection. Its development involved engagement with the healthcare sector, while literature reviews were undertaken and combined with industry-wide research.

“Invisible care” and evidence-based design

With many Western nations facing increasing healthcare and social care costs in dealing with ageing populations, designing for people living with dementia promises to be a priority area in the years ahead. For the first time, this year’s Awards presented an accolade for ‘Outstanding Contribution to Global Knowledge’, and the inaugural recipients were Richard Fleming, John Zeisel and Kirsty Bennett, who were commissioned by Alzheimer’s Disease International to produce the report, ‘Design, dignity, dementia: dementia-related design and the built environment’.

In compiling the report, nearly 60 international experts came together to address the complexities of designing for people living with dementia. Spanning two volumes, it offers one of the first global perspectives of dementia-related design and highlights the role of accessibility and therapeutic design, innovation, entrepreneurship, and the importance of aesthetics.

These factors represent golden threads that run through healthcare design and, consequently, the report has the potential to support the design process for best practice in designing for dementia, as well as the broader healthcare setting. “It struck us as a landmark publication,” remarked the judges, “and its focus on patient-centred services and co-design is needed and welcome.”

The critical value of evidence-based design to optimise the design of healthcare environments that improve the delivery of care and prioritise positive outcomes, improving both patient and staff satisfaction, was evident in further award-winning research. Taking home the ‘Design Research Project’ award, Maja Kevdzija’s paper, ‘Mobility-supporting rehabilitation clinics: designing environments that actively participate in stroke inpatients’ recovery’, was lauded by the judges for “using data and analysis to challenge the status quo and re-emphasise the importance of appropriate environments for different kinds of care”.

The value of evidence-based design was also at the heart of work on the ProCure22 Repeatable Rooms – another example of the importance and efficiencies that can be gained from standardisation. As well as its involvement on ProCure22, IHP is a partner on the aforementioned Construction Innovation Hub – Platform Development Programme, where an evidence-based design approach has been used in producing the Platform Rulebook.

Finally, it’s worth remembering that at the heart of all the new hospitals and health facilities set to be built over the next decade under the New Hospital Programme, a focus on people is all important. That requires healing places where compassionate and empathetic care can be delivered.

Few places offer a better example of these principles in practice than the Alder Centre, winner of the ‘Healthcare Design (Under 25,000 sqm)’ Award. Commissioned by Alder Hey Children’s Hospital, and designed by Allford Hall Monaghan Morris, the project is described as a small but key component in the continued development of the Alder Hey Health Park Campus that promotes companionship and provides a place of sanctuary. According to the judges, who praised the “secret garden concept”, the project “breathed ‘invisible’ care”, touching their emotions with its sensitivity.

It evokes a project at Lister Hospital, where the chemotherapy unit was moved from a 1970s ward to a bespoke unit, with dedicated therapeutic gardens offering immense value to patients and their relatives. These projects serve as reminders that when looking at a hospital programme or any individual major hospital redevelopment, consideration should be given to those special spaces that can provide the “invisible care” that makes such a difference to people’s experiences and lives.

There is a great deal to learn from the European Healthcare Design award winners about design and construction innovation, which has potential for adoption into healthcare infrastructure in the UK, including the New Hospital Programme.

Alan Kondys is director of Integrated Health Projects (IHP). Formed in April 2003 to focus on delivery of healthcare projects, IHP is an integrated joint venture between VINCI Construction UK and Sir Robert McAlpine. IHP offers a comprehensive development, design, construction and facilities management service. IHP has sponsored the European Healthcare Design Awards since 2016. www.ihprojects.co.uk

The European Healthcare Design Awards celebrate and recognise professional and research excellence in the design of healthcare environments both in Europe and around the world. The awards are an integral feature of the European Healthcare Design Congress, organised by SALUS Global Knowledge Exchange and Architects for Health at the Royal College of Physicians every June. www.europeanhealthcaredesign.eu

Organisations involved

Integrated Health Projects

SALUS Global Knowledge Exchange

Architects for Health

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Sharing Environmental Health Services Across Jurisdictional Boundaries

Category: Planning+Strategies

Liza Corso and Robert Blake discuss the benefits from cross-jurisdictional sharing of essential public health services and offer examples of successful collaboration from around the nation. Liza Corso and Robert Blake discuss the benefits...

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Give back through public health work abroad and get clinical experience to support your education and career

Our internships in Public Health can help you cross two accomplishments off your list. Firstly, you get relevant clinical experience to support your education and career in the United States. Secondly, you give back by bringing crucial healthcare services to developing communities.  

This is how to get experience in Public Health with Projects Abroad:   

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• Raise awareness of disease and other health issues during educational campaigns, like how to prevent the spread of Dengue Fever in the Philippines
• Get a deeper insight into healthcare practices and challenges in developing countries

All our global health opportunities are safe , supportive , and ethical . Our staff are there when you need them, and all of your work is supervised by a healthcare professional. Best of all, the work you do has long-term benefits for the people you treat! For example, if you do a blood sugar test that leads to a diabetes diagnosis, we refer the patient for further treatment and monitor their progress at future outreaches.

Choose a Public Health Program

1- 3 of 6 Projects

Public Health Internship for Teenagers in Mexico

• Price: $3,275 USD for 2 weeks
• Extra Weeks: $650 USD
• Start Date: Summer/Winter Break
• Minimum Duration: 2 weeks
• Ages: 15-18

Public Health Internship in Ghana

• Price: $2,750 USD for 1 week
• Extra Weeks: $450 USD
• Start Date: Anytime
• Minimum Duration: 1 week
• Ages: 16 or over

Public Health Spring Break in Mexico

• Price: $2,100 USD for 1 week
• Extra Weeks: $400 USD
• Start Date: Over Spring Break
• Ages: 18 or over

How to Gain Experience in Public Health

Our Public Health Projects are a great fit for students, graduates, and professionals. If you don’t have previous experience, we’ll make sure you start at a level you’re comfortable with. You can join if you want to: 

• Explore the field of public health as a high school student
• Get hands-on clinical experience on public health opportunities for undergraduates
• Go into the field and find out if a career in public health is really for you
• Conduct clinical research abroad as a postgraduate student
• Use our global health opportunities to broaden your experience as a Public Health professional

Our friendly Project Experts are here to help you select the best Public Health Internship for you, chat to them today !  

No matter where you go as a public health volunteer abroad, you can rely on our staff to be there for you 24/7 whenever you need them. During work hours, you’ll be guided and supervised by medical professionals. If you have questions for them, ask away, and take notes. We encourage you to learn as much as possible on our global health internships! 

Not 100% convinced that a Public Health Internship is a good fit for you? Here are other options for you to look at:

• General Medicine : clinical experience in medical facilities like hospitals, where you can rotate between departments like Pediatrics and Surgery
• Nursing : experience what day-to-day life as a nurse is like in developing countries first-hand

See our full range of medical internships abroad .

Summer Public Health Internships Abroad

Our programs run throughout the year, so you can easily do a healthcare internship in the summer. On our Flexi Trips, which are perfect as global health internships for undergraduates, you can choose your own travel dates. This means you decide when to arrive and how long your internship will be. On a High School Special, you arrive and leave on set dates, so you’ll always be with a group.  

If you’re organizing an international health summer internship at the last minute, read more about how we facilitate trips on short-notice .

What will I gain from health internships abroad?

Our global health volunteer programs help you prepare for the next stage of your education and career by doing something exciting and completely different. You’ll get invaluable clinical experience for your resume, which will help you stand out from the crowd and drive your professional development. 

You’ll also gain other advantages, such as: 

• Develop global competencies like teamwork, communication, resilience, leadership, time-management, organization, and planning
• Observe diseases and conditions that aren’t as common in your home country
• Increase your self-confidence as you push past your comfort zone
• Hone your ability to empathize and work with people from different cultures and backgrounds
• Experience a more in-depth internship than you might have back home

How are our Public Health internships different?

At Projects Abroad, our first aim is to benefit the communities we work in. You can be assured that your internship is ethical, well supported, and part of a better future. Here are a few elements of our work that set it apart from other internship programs:

Recording our work in a secure database

We created a Global Impact Database so we can track the positive impact our programs have. This is a secure and anonymous database that we use to identify specific areas of need. It allows us to use data to shape medical outreaches and health awareness programs. We can also monitor individuals we see often, report our results, and collect data for our own global health research. All of this work is guided by our Management Plans .  

Real work with trained professionals

On our internships, you work alongside real healthcare professionals. You’ll observe them in their everyday work and hear more about their experiences. You’re likely to get more insights into the frontline of medical care than in your home country.

A tailored approach

We’re often able to tailor your global health internship abroad to your interests. You can work in more than one department or focus on one particular area, or experience outreach work in the local community.

Our Medicine & Healthcare Policy

We take the safety of our volunteers, interns, and the people they work with very seriously. That’s why we’ve put in place a comprehensive Medical Ethics Policy .

Need more help?

Our friendly Project Experts are ready to answer your questions, big or small. 

to start planning your project

Not quite what you’re looking for?

Medical Internships Abroad

Get first-hand medical experience interning in disadvantaged communities.

Dentistry Internships Abroad

Gain international dentistry work experience learning from local staff in developing countries.

Medical Work Experience Abroad

Get medical work experience abroad that will give you a competitive edge in your studies and career

Midwifery Internships Abroad

Gain midwifery work experience abroad interning in disadvantaged local communities.

Nursing Internships Abroad

Gain practical nursing experience as an intern in disadvantaged communities.

Nutrition Internships Abroad

Support disadvantaged communities while gaining work experience on a Nutrition internship abroad

Internships for Occupational Therapy

Learn from skilled professionals in a developing country and gain occupational therapy work experience.

Pharmacy Internships Abroad

Gain experience by working alongside qualified pharmacists in a developing country.

Internships for Physical Therapy

Gain international physiotherapy work experience learning from skilled local staff in developing countries.

Speech Therapy Internships Abroad

Gain speech therapy work experience while observing skilled staff in developing countries.

Our accreditations

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EuroHealthNet is the Partnership of public health bodies building a healthier future for all by addressing the determinants of health and reducing inequalities. Our focus is on preventing disease and promoting good health by looking within and beyond the health care system.

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We collaborate with other public health and social actors on many European and international projects and Joint Actions.

Through our project work, we enable collaboration. We help design policy, drive implementation, and advance research in the field of health inequalities and determinants of health.

Current Projects and Joint Actions

We are part of or support the following projects and Joint Actions.

Have a look at an overview of all projects in which we are involved here .

The Erasmus+ BeWell project “ B lueprint alliance for a future h E alth W orkforce strat E gy on digital and green ski LL s” (2022-2025) aims to build a movement of healthcare stakeholders which support and contribute to the development, implementation, and upscaling of a strategy on the upskilling and reskilling of the European health workforce. This would entail addressing the skills needed to support the digital and green transition within the health ecosystem at local, regional, national, and ultimately at the European level (through the Pact for Skills).

By addressing the existing skill mismatches and strengthening competencies, the project will enable the health workforce to be better prepared to face future challenges and adapt to ever-evolving societal contexts. To this end, the BeWell project will build comprehensive curricula and training programmes targeting all professionals of the health workforce, including health students, health professionals and professionals of emerging occupations.

EuroHealthNet will strongly support the development of skills intelligence, which amongst others includes the identification and analysis of existing upskilling and reskilling initiatives across the EU. Through that, we will contribute to the blueprint skills strategy by focusing on the inclusion of skills for public health as well as ensuring that the strategy is underpinned by a health and social equity lens. This will also be our focus within the piloted educational and training programmes designed to upskill and reskill health professionals.

The project is being led by the European Health Management Association.

Find all BeWell outputs here.

Find more on BeWell here.

Find all BlueAdapt outputs here.

​ EuroHealthNet is a key partner in the consortium for the project, focusing on the transfer and implementation of good practices in the field of mental health and social inclusion. The Mentality project will pilot established European practices targeted at five groups of populations in need: (1) children, (2) healthcare and other care workers, (3) people with pre-existing mental health problems, (4) those in need of community-based services and service providers, as well as (5) migrants. These initiatives will be transferred to five participating EU Member States. 

Find all Mentality outputs here. 

​ The specific objectives are:   

• ​To d raw on available evidence to strengthen how smart capacitating investment is framed and communicated   
• ​To a ssess and enhance organisational readiness for testing SCI models in regional test-beds in Spain, Germany, Sweden and the UK   
• To develop and test business models that are compatible with SCI   
• To develop and test novel finance models to determine which of the business models align with pre-defined contingencies for delivering SCI   
• To d evelop and test a prototype collaborative platform for governing SCI in health promotion and prevention.   

EuroHealthNet will lead a work package on ‘Operational readiness and capacity building,’ which aims to achiev e (1) stronger cooperation between health systems, public health entities, and other key actors; (2) support integration of locally-run and financially sustainable interventions, and (3) support decision and policymakers to bring about change in financing health promotion. Other key tasks include supporting the development of a conceptual framework for smart capacitating investment. Overall, w ork will build on the existing eGuide for Financing Health Promotion , as well as best practices identified in the guide and through other projects (e.g., JA CHRODIS PLUS ).     

Find all Invest4Health outputs here.

BEST-COST is a research project aiming to improve methodologies for understanding the socioeconomic cost of environmental stressors, with a focus on air and noise pollution. It is conducted by a consortium of 17 partners from Europe and the USA to gather expertise on environmental burden of disease (BOD) assessment.

The results of BEST-COST will include:

• An improved BOD framework for estimating the health impact of environmental stressors;
• an improved methodology for the monetisation of BOD estimates of environmental stressors;
• a coherent methodological framework to assess social inequalities in the socio-economic cost of environmental stressors.

These results will help to harmonise socioeconomic assessments of environmental stressors across Europe and lead towards enhanced economic and health modelling in policy at the European, national and local level.

BEST-COST is funded by the European Health and Digital Executive Agency (HaDEA). EuroHealthNet will lead on Work Package 9 on communications, dissemination and exploitation activities.

For more information, subscribe to receive BEST-COST updates and follow on Twitter and LinkedIn.

Find all BEST-COST outputs here.

EuroHealthNet is leading a Work Package analysing the health equity impacts of the project’s case studies, and developing greater clarity about the concerns, challenges, barriers, needs, and opportunities of nature-based therapy to improve health and wellbeing, to be able to provide guidance to health professionals and to increase nature-based therapy uptake.  

Find all Resonate outputs here.

FEAST aims to catalyse Europe’s just transition to a ‘Win-Win-Win-Win’ food system that sees major gains for people, the planet, and the public and private sectors.

Through HORIZON-CL6-2021-FARM2FORK-01-15, we aim to support European food systems to shift away from the current ‘Lose-Lose-Lose-Win’ food systems that sees only large food corporations ‘winning’ at the expense of enormous negative consequences for the environment, health and the public sector. FEAST aims to advance the state of the art by leveraging current best practice and co-designing novel solutions throughout Europe with food system stakeholders, including diverse vulnerable groups, to identify how they can be supported and empowered to facilitate and benefit from the just transition to healthier and more sustainable dietary behaviour – at all levels (micro, meso and macro) and in all sectors (producers, distributors, retailers and consumers) of the food system.

EuroHealthNet is leading FEAST Policy Work Package (WP7), where the aim is to co-design policy recommendations using a policy dialogue methodology underpinned by scientific evidence to facilitate stakeholder engagement and the transition towards healthy and sustainable diets. The policy recommendations (incorporated in a Policy Road Map, Synthesis Report and Policy Briefs) will focus on how to overcome policy constraints to innovation, and opportunities at different policy levels, involving different food system actors, to achieve a fairer/more equal transition to health and sustainable diets .

Find all FEAST outputs here.

Find more on FEAST here.

The project aims to better inform:   

• patients, citizens, and carers who seek to use health apps  
• health care professionals who seek to recommend or prescribe apps  
• regional and national health care systems who seek to reimburse apps  
• regulatory authorities who seek to approve use and reimbursement of apps

The project will foster trust on health apps, helping to identify trustworthy applications that are adequately evaluated against predetermined standards by independent entities. The label should make stand out health apps that are legally compliant, protect doctor-patient confidentiality, and meet data security requirements.   

Label2Enable also aims at supporting an equal use of health apps. The use of health apps is indeed not yet inclusive. The biggest Users of such apps are found predominantly among younger, more educated and more eHealth literate populations, leaving others underserved and unaware of the benefits they provide. Label2Enable will engage in social policy and stakeholder engagement to enable all patients, citizens, and carers to (consider to) use apps, thanks to the label, supporting communication and trusted recommendations.  

The project will also foster the adoption of the label by health care systems and authorities as well as app stores, app libraries and other sources who (seek to) store apps, with the goal of having a cross country recognition. As a result, successful apps that have already been assessed in one country would become available to other countries, enhancing the health sector in the EU and paving the ground to sustainable, equitable and resilient health ecosystem.  

Find all Label2Enable outputs here.

Find more on Label2Enable here.

Find all RIVER-EU outputs here.

Find more on RIVER-EU here.

EuroHealthNet’s main role is to focus on developing an inclusive participant recruitment and engagement strategy for the PSL living labs, which take place across 2022-2023. The recruitment and engagement strategy supports the eight partner countries to bring together a diverse group of participants in their living labs, ensuring that a variety of perspectives are represented in the discussion outcomes, and serve to co-create the PSL online tool.

Later in the project, EuroHealthNet will develop a PSLifestyle Learnings Cookbook, which will compile relevant outcomes from across project activities to exploit the findings and support the future implementation of PSLifestyle in new locations. EuroHealthNet also plays an active role in the communication and dissemination of the project, developing a video as well as four policy briefs to advocate for sustainable change at local, national and European level.

​ Results are expected both within the first 18 months of the project and in the long-term. The short-term impacts will be achieved by the early adopters implementation of the refined Icehearts model, while its implementation in additional countries by the next adopters will guarantee the long-term impact. Finally, by involving a wider group of stakeholders from the sport, health and education sectors, Icehearts Europe expects to contribute to policy changes at national level.   

EuroHealthNet’s goal is to involve a wider group of stakeholders from the sport, health and education sectors to facilitate more substantial implementation as well as effective advocacy efforts and policy changes in the national settings, as the experience and evidence from piloting countries start to roll in. EuroHealthNet will mainly contribute to Work Package (WP3) focused on gathering and assessing information about the reality of opportunities and barriers in each pilot country to implement the Icehearts model. The final goal is to the implement the developed Icehearts model in 5 European countries .  

Find all Icehearts Europe outputs here.

Schools4Health will demonstrate how HPS approaches not only put children and adolescents on a path to healthier lifestyles, but also improve educational outcomes and equity, as well as help address inter-related societal challenges like climate change. It will therefore also engage with policymakers and practitioners, drawing their attention to, and setting out, what they can do to promote health at school. An online awareness-raising and information campaign will be launched to support these efforts, together with the creation of a Schools4Health hub, centralising resources created and collected throughout this initiative.

Led by EuroHealthNet, the consortium is made up of 13 partners from 10 countries (Belgium, Denmark, Netherlands, Germany, Greece, Hungary, Latvia, Romania, Slovenia, and Spain). Partner organisations and their respective networks represent vast expertise in the fields of school health and health promotion, with experience working with local/regional/national authorities and school settings to promote healthy school environments.

Find all Schools4Health outputs here.

Dialogical-Work (2022-2024) is an Erasmus+ project that aims to promote integrated approaches in governance models within public settings. Gathering more than 40 people from across the EU and coordinated by the Emilia Romagna Region in Italy, the project responds to the challenges of aligning the competencies of health, social and education professionals to the evolving complex needs in changing societies. It will provide professionals and other actors with the skills needed to work in an inter-sectoral environment enabling them to face multiple societal challenges in a coordinated way.

Six training modules are planned throughout the project. Two orientation modules to prepare the setting out of Training Labs that will support the early implementation of dialogical approaches within and between organisations in order to foster organisational changes that are sustainable over time. Four formation modules foresee educating tutors to create multi-professional teams that can adapt their work practices to a changing and integrated environment.

EuroHealthNet has an advisory role as well as being involved in the evaluation of the project.

Find all Dialogical-Work outputs here.

Previous Projects and Joint Actions

IMMUNION will:

Share validated vaccination training materials and resources with health professionals and students across Europe; Strengthen the existing Coalition for Vaccination and its long-term sustainability and visibility; Develop and provide training opportunities for health professionals and students on vaccination communication; Enhance collaboration between public health institutions, health professionals and the media and foster evidence-based reporting on vaccination; Increase understanding of the drivers of vaccine inequalities and address vaccination coverage issues in vulnerable and underserved populations.

Find all IMMUNION outputs here.

Find more on IMMUNION here.

JAHEE represents an important opportunity for Member States to work jointly to address health inequalities and achieve greater equity in health outcomes across all groups in society, in all participating countries and in Europe at large.

The effects of health inequalities within and between European countries are widely recognized, and reducing health inequalities is on the agenda of many countries. Despite an increasing concern and awareness on health inequalities, a wide gap exists in Europe in terms of political response. The general objective of JAHEE is to improve health and well-being of European citizens and achieve greater equity in health outcomes across all groups in society in all participants countries and in Europe at large. In addition JAHEE will also include a specific focus on both vulnerable groups and migrants.

To move towards a healthier, more equitable and environmentally sustainable future, INHERIT aims to:

– Make more explicit the links between the environment, health, wellbeing, health equity, and our lifestyles and behaviours;

– Contribute to raising awareness amongst policy makers and the general public about our (un)sustainable lifestyles and behaviours and how they impact the environment, health and health equity;

– Identify solutions -policies, interventions and innovations- that help make healthy and environmentally sustainable behaviours the easy and attractive ‘default’ option for all, through a range of different sources (literature review, visioning exercise, citizens’ fora); Build the evidence-base regarding cost-effective, good practice models that can be replicated in different contexts;

– Build capacity and encourage leadership from the health sector to work inter-sectorally with the environment and other sectors;

– Use the evidence base to advocate, and mobilise key actors to implement the identified solutions, to help achieve Agenda 2030 and the Sustainable Development Goals.

Find INHERIT publications here.

In December 2020, EuroHealthNet joined its first project under the  Med Dialogue for Rights and Equality Technical Assistance Programme. The project, ‘Access to Public Health Information, a Key for Public Accountability and Health Equity in times of COVID-19’ targeted journalists, public health and medical students, national public health authorities, and civil society actors working in six countries in the Middle East and North Africa: Lebanon, Jordan, Egypt, Tunisia, Morocco and Algeria.

The project aimed to enhance the space for critical expression, access to information, and monitoring accountability of national public health measures.

The project consisted of a series of webinars and roundtables on relevant topics, such as dis- and mis-information, effective public communication, balancing health security and civil liberties, and the role of investigative journalists in reporting on public health measures. These webinars concluded with a policy briefing and advocacy campaign containing recommendations collected from each ‘digital dialogue.’

EuroHealthNet supported the project coordinator, the Maharat Foundation in Lebanon, by bringing an EU dimension to the project, identifying relevant EU participants for the webinar series and supporting communication and policy activities with relevant expertise. This ensured that it wasa true cross-Mediterranean dialogue in which partners from various European and Arab countries can exchange ideas and recommendations.

Find further information here.

EuroHealthNet is part of the Consortium that under a service contract with the European Commission will explore the health needs and challenges faced by LGBTI people and analyse the key barriers faced by health professionals when providing care for LGBTI people.

The specific objectives of this pilot project are:

– To gain a better understanding of the specific health inequalities experienced by LGBTI people, focusing in particular on overlapping inequalities stemming from (intentional and unintentional) discrimination and unfair treatment on other grounds (e.g. older, younger, refugee, immigrant, disability, rural, poverty);

– To gain a better understanding of the barriers faced by health professionals when providing care to these groups;

– To raise awareness about the needs of LGBTI people and provide healthcare professionals with specific tools to ensure that they have the right skills and knowledge to overcome the identified barriers. Activities include a state‐of‐the‐art review of the issues, focus group studies in geographically diverse EU Member States (Poland, Italy, UK, Belgium, Bulgaria, and Lithuania), the development and piloting of training module(s) to increase the knowledge, attitudes and skills of healthcare professionals in this context, a final conference and wide dissemination and communication of the results.

The other Consortium partners include AOUI-Verona (Italy, project coordinator), ILGA-Europe, University of Brighton (UK), the National Institute of Public Health – National Institute of Hygiene (Poland).

Find Health4LGBTI outputs here.

Due to their circumstances, these groups may be more at risk of poor health and/or face barriers in accessing healthcare services. The project will assess their particular health needs and challenges, as well as identify best practices to support them and ultimately improve their health.

Over its two-year lifetime, the ‘VulnerABLE’ project will involve:

• Interviews with individuals and organisations who work first-hand in the field of health inequalities (such as the World Health Organisation and local authority networks);
• Detailed research into the health needs of people in isolated and vulnerable situations, including a face-to-face survey and in-depth focus groups with them;
• Bringing together the leading thinkers in this area and enabling them to contribute to future strategies to prevent isolation and vulnerability;
• Training materials and capacity-building workshops for national and regional authorities who are active in delivering healthcare services and who have a vital role to play in tackling health inequalities;

Regular news updates, direct communication with experts and a one-day conference to spread awareness of the project’s findings amongst national and regional authorities; public health experts; health professionals; and other non-governmental organisations (NGOs).

Find VulnerABLE outputs here.

The aims of the Joint Action are to strengthen the knowledge base by improving access to comparable data on drinking levels and patterns and related harms and to foster the use of common and cost-effective approaches to inform and raise awareness on drinking patterns and alcohol related harms. The Joint Action will produce tools to support action and public health policy planning to address alcohol as a key determinant of health and contributor to health inequalities.

Find RARHA outputs here .

Project activities include:

• Mobilising a wide range of local and regional authorities and other stakeholders (industry, SME, academic, civil society) to work together to promote initiatives on age-friendly environments across the EU.
• Developing methodologies to help local and regional authorities to assess the socio-economic impact of age-friendly environments.
• Developing a repository of notable and replicable practices in ICT and services and facilitate pilot projects.
• Launching an EU Covenant on Demographic Change to create a framework to ensure a more formal and long-term movement towards age-friendly environments. Local and regional authorities will be mobilised to join. The covenant is inspired by the existing covenant on sustainable energy.

AFE-Innovnet leaflet

Find DRIVERS outputs here. 

CHAIN’s purpose is to increase understanding of health inequalities and to research effective policies and practices to protect the health of vulnerable groups and decrease health disparities. By doing so, it produces evidence and tools for policy makers and public health institutes to create effective policies and practices to increase health equity.

In 2018, CHAIN was granted support from the Research Council of Norway under the BEDREHELSE program (2019 – 2024). UNICEF, the International Agency for research on Cancer (IARC), the Norwegian Institute of Public Health (NIPH), EuroHealthNet and the Global Burden of Disease Study at the University of Washington are major partners in this effort, along with leading researchers in global health inequalities. CHAIN aims to establish a novel approach to the better determination of the causes of health inequalities, their impact on groups such as children and their families, and the identification of best practices for reducing health inequalities in different regions of the world.

Together with UNICEF Norway, EuroHealthNet is leading the work on work package 4; bridging research, policy and practice.

For more information on CHAIN, visit the website or subscribe to the CHAIN newsletter (2x per year).

Find all CHAIN outputs here.

EuroHealthNet leads on dissemination and co-leads, along with its German Member – The Federal Centre for Health Education (BZgA) – a work strand that focusses on the identification, selection and implementation of good practices in this field.

This Joint Action is part of the EU Health programme 2008-2013 aiming to include projects that aim to contribute to increase healthy life years and to promote healthy ageing.

Find CHRODIS outputs here.

17 policy dialogues and 21 implementation projects form the Action’s core:

The policy dialogues (15 at the national level, and two at the EU level) increase awareness and acceptance in decision-makers in regards to improved actions for combatting chronic diseases. The pilot projects focus on the following areas: Health Promotion & Primary Prevention, an Integrated Multimorbidity Care Model, Fostering Quality Care for People with Chronic Diseases, ICT-based Patient Empowerment, and Employment & Chronic Diseases A heavy price for chronic diseases: it has been estimated that chronic diseases cost EU economies €115 billion or 0.8% of GDP annually. Approximately 70% to 80% of health care budgets across the EU are spent on treating chronic diseases.

The EU and chronic diseases: Reducing the burden of chronic diseases such as diabetes, cardiovascular disease, cancer and mental disorders is a priority for EU Member States as well as at the EU Policy level, since chronic diseases affect 8 out of 10 people aged 65 and older in Europe.

A wealth of knowledge exists within EU Member States on effective and efficient ways to prevent and manage cardiovascular disease, stroke and type-2 diabetes. Great potential exists for reducing the burden of chronic diseases by using this knowledge more effectively.

The role of CHRODIS PLUS: CHRODIS PLUS, during its 36 months of operation will contribute to the reduction of this burden by promoting the implementation of policies and practices that have been demonstrated to be successful. The development and sharing of these tested policies and projects across EU countries is the core idea behind this action.

The cornerstones of CHRODIS PLUS: This Joint Action raises awareness that in a health-promoting Europe – free of preventable chronic diseases, premature deaths and avoidable disabilities – initiatives in regards to chronic diseases should build on four cornerstones:

health promotion and primary prevention as a way to reduce the burden of chronic diseases patient empowerment tackling functional decline and quality of life as the main consequences of chronic diseases making health systems sustainable and responsive to the ageing of our populations associated with the epidemiological transition.

Find CHRODIS PLUS resources here.

Find ESIF Funds for Health resources here.

Find IROHLA outputs here.

Find Quality Action outputs here.

EuroHealthNet members were involved throughout the project and EuroHealthNet leads a work package on engaging stakeholders. The Joint Action was coordinated by the Health Action Partnership International.

Find Equity Action outputs here.

Find out more and view the conclusions

Best-ReMaP facilitates the exchange and testing of good practices concerning:

• The monitoring and analysis of how the food that people consume changes at the European and national level,
• The regulations on the marketing of food and beverages to children,
• The procurement of food by public bodies for educational institutions, social care facilities.

EuroHealthNet is supporting the Italian National Institute of Health (ISS) in Work Package 4, namely the WP that aims to transfer and integrate results of the core WPs of this Joint Action into EU policies, thus responding to the call from several EU institutions and stakeholders for urgent and coordinated actions on food and nutrition systems in the EU, especially concerning the regulation and procurement of foods in educational and institutional premises, food reformulation and advertisement policies and practice. The main objective of WP4 concerns convening policy dialogues at the EU level, supported by the findings of other core WPs to suggest modifications to the existing food policies, and to make participation in policy dialogues events more attractive for EU stakeholders    

Find all Best-ReMap outputs here.

Find more on Best-ReMap here.

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Jul 2010 - october 2013, hôpital universitaire de mirebalais (hum).

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Hôpital universitaire de mirebalais (hum) solar installation upgrade, oct 2019 - present, maternal center of excellence (mcoe), jun 2022 - present.

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Moscow major projects

Since launching modern Russia’s largest construction program in 2011, Moscow has more than doubled its territory. To catalyze the full potential of this rapidly-growing metropolitan area of 19.5 million people, the City of Moscow’s government pays significant attention to infrastructure as one of the key pillars of urban development—with a current focus on projects that create livable and comfortable urban spaces for both citizens and tourists.

Following its first five years of projects, Moscow was given special recognition for “demonstrating outstanding strategic commitment and ambition” by the International Association of Public Transport (UITP). That period saw 50 million square meters of real estate developed, 370 social infrastructure objects built, and the metro expanded by 30 percent—including 101 kilometers of metro lines and 55 new stations. Innovative finance solutions, necessitated by the city government’s debt-free approach to development, enabled all this whilst maintaining a budget surplus and remaining a net donor region within Russia.

On 30-31 May 2018, the City of Moscow and Mosinzhproekt—a large Russian engineering, construction and project management company—hosted an Innovation Site Visit to showcase Moscow’s major projects to the Global Infrastructure Initiative (GII) community. Through roundtable discussions and site visits with project executives, participants explored where innovation and technology have enabled the step-changes that have allowed Moscow to deliver major projects on a short timeline—and how to apply these lessons to other cities and major projects.

The following insights emerged during GII’s Innovation Site Visit in Moscow:

• Establish a structure for citizen involvement. Major urban infrastructure projects are an extremely visible expenditure of taxpayer funds while also often being large disruptors of daily life. A foundation of citizen support is essential for success and requires a thoughtful engagement program. In Moscow, citizens are encouraged to participate in the planning process by steering major initiatives through the “Active Citizen” application—a portal for online referendums on topics appropriate for democratic decision-making. To date, almost 2 million citizens have cast more than 90 million votes on over 3,000 issues through the platform. The purpose of this structure is to increase the opportunity for citizen engagement and involvement with their city’s major investments.
• Manage the disruption ‘cost’. Major urban projects cannot be delivered without disrupting daily life. While citizens can be enrolled to accept the disruption as a necessary investment for a better outcome, equal attention needs to be given to managing the disruption ‘cost’ as to managing real expenditures. For example, MyStreets, a project to upgrade and enhance Moscow’s urban environment through reconstruction of streets and building façades, was disruptive to many citizens and commuters. However, through staging and swift execution, the disruption was minimized and the intended lifestyle improvements were quickly delivered to Muscovites and tourists who traverse newly styled pedestrian streets every day.
• Invest in technology to optimize sequencing. Moscow’s cohesive vision for urban transformation has allowed early investments in technology to assist future delivery. One of the first projects completed was the centrally-controlled traffic management system which can monitor traffic conditions and urban movement through more than 2,000 traffic cameras and 160,000 CCTV cameras installed across the city. Data collected on current conditions, and knowledge of planned activities, allows real-time rerouting of traffic through the city’s dynamic signage. It also allowed identification and analysis of permanent traffic flow changes that could further ease disruptions like those created by the major construction projects.

Moscow traffic speed increased over 13% in 201.

• Maximize utility of brownfield sites. A key reason the Moscow Central Circle (MCC), a new light-rail system integrated into the Moscow Metro, was completed in a record four-year period was the repurposing of existing brownfield networks which allowed the installation of modern technology on existing rail transport routes. The MCC’s 31 new stations will revitalize formerly abandoned industrial areas when its next stage of development builds an expected 300,000+ square meters of hotels, 250,000+ square meters of retail, and 200,000+ square meters of offices. This will give districts with historically poor infrastructure access a chance to develop at the same pace as the rest of the city.
• Leverage PPPs to enhance basic services. To manage public cost and investment while delivering world-class infrastructure, municipalities need access to additional financing tools. Based on a structure that took an act of federal legislation, the MCC is an example of enhancing publicly developed foundations with private services. The tracks and land are owned by the Moscow Metro, with the rolling stock subcontracted to Russian Railways under a life cycle contract with a guaranteed buyback. The innovation is that Moscow Metro is licensing the development rights of its individual stations to private investors. Though all stations will exist under the same covenants, individual investors will assume their station’s construction cost and operational risk and rewards.
• Create citizen-centric spaces. In addition to serving as open spaces, today’s city residents expect their parks to provide for entertainment and consumer services too. Many modern parks offer architectural features, charismatic vistas, and social, educational, and artistic spaces for all ages. When Zaryadye Park, an area of prime real estate next to the Kremlin was converted to parkland, an international contest resulted in 10 hectares being densely designed for this multi-function purpose. The outcome was two concert venues, restaurants, a parking garage, an entertainment complex, and a biological education center, all neatly camouflaged into a natural landscape that represents Russia’s ecological diversity.
• Innovate where needed but not excessively. Moscow’s planners and builders did not shy away from technological innovation. The MCC used weldless joint rails to create a smoother and quieter system that is easier on riders and less disruptive to residents living near the railway tracks. The retrofit designs for Luzhniki Stadium were fully modeled in building information management (BIM)—a step which identified more than 100,000 conflict points before they could escalate into project delays. However, the project teams were also careful not to force innovation where it could create unnecessary risk and complications. Instead, they delivered the massive project portfolio by tactically melding innovations with highly-proficient execution of well-known and proven methods.

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On World Health Day, Making "My Health, My Right” A Reality For All

For Immediate Release

Office of Press Relations [email protected]

Statement by Administrator Samantha Power

In the small town of Dodota, Ethiopia – population 96,000 – health workers go to extraordinary lengths to track malaria. With only two health centers for a town where every single person has an elevated risk of contracting or dying from malaria, health workers are essential foot soldiers in the battle to keep the disease at bay, going door to door, asking residents if anyone inside has suspicious symptoms. And when COVID-19 descended on Dodota, these health workers doubled down, equipped only with hand sanitizer and masks – testing patients with fever not just for malaria, but for COVID; spreading awareness of social distancing and handwashing; and, when necessary, directing COVID patients into isolation.

Across the world, health workers like the ones in Dodota are on the front lines finding ways to deliver lifesaving health care where it is needed. They cross rope bridges to vaccinate children in remote mountain communities, or go door-to-door in crowded urban areas to spread awareness of how to prevent the spread of tuberculosis. In places like Gaza, Ukraine, and Sudan, they risk their own lives to provide urgently needed medical care to those who most need it. Their dedication, sacrifice, and effectiveness is crucial to expanding global access to health care – and to making this year’s World Health Day theme of “My Health, My Right” a reality across the world.

Many parts of the development and health communities have long recognized the value of these health workers, and the care they provide. After the 1977 World Health Assembly declared a global goal of “Health for All by the Year 2000,” member governments immediately followed up with the Alma Ata Declaration – which identified primary health care as the most important tool in the toolbox for achieving that goal. Though global investments in primary health care still fell significantly short, the investments that were made – especially those supporting primary health care workers – had a significant positive impact. 

In 2002, for example, Thailand’s government trained a million community health workers to provide essential primary care in hospitals and households across Thailand. Thanks in large part to these investments, today, malaria deaths have been nearly eliminated in the country, with just 6 deaths in 2023. Ninety-nine percent of newborns receive immunizations against tetanus nationwide, and 90 percent of pregnant women attend at least four prenatal care appointments. 

But more action is needed to support health workers and the care they provide – especially in the wake of the COVID-19 pandemic and amid protracted conflicts, which overwhelm health systems all over the world and place further pressure on the already under-resourced health workforce. As of 2023, the World Health Organization identifies 55 countries as facing dangerous shortages of health workers – a more than 15 percent increase from the previous year. More than a third of those countries are in Africa – which bears a quarter of the world’s burden of illness, but has just 4 percent of its health workers. Health workers have to work in difficult, often dangerous conditions with inadequate rights and protections: low or no pay, impossibly long hours, insufficient protective equipment, and even harassment and violence. These issues are magnified for women health workers, who make up 70 percent of the health workforce worldwide. 

President Biden has already identified the need for more investments in the global health workforce, including through his Global Health Worker Initiative aimed at helping partner governments protect and fairly compensate health workers around the world – including health workers who deliver primary health care. USAID has been advancing these efforts across its global health work, including, most recently, through Primary Impact , which launched last year and is now operational in 12 countries across Africa and Asia. Primary Impact focuses on strengthening all aspects of primary health care – and as part of that goal, focuses on increasing investments in the global health workforce. We are partnering with governments to better protect and retain health workers, especially women, while also helping them to expand the health workforce. We’re also collaborating with partners such as the World Bank, UNICEF, and WTO to help raise the additional resources countries need to address these urgent priorities.

On World Health Day, USAID will continue investing in primary health workers around the world – the people who are crucial to expanding access to high-quality, affordable, accessible health care to everyone. If others join us in these investments, we can together save tens of millions of lives – and get closer to that enduring but elusive goal of “health for all.”

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_AH4501: International Health - Final Project Tool Box

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For your final assignment, you will create a digital public health service announcement on the prominent health issue(s) in your group's region (based on your chosen country). Each section of this guide shares tools for working in different digital modes. Also included are examples and some tips for creating an angaging and effective product. Before you get started, take some time exploring the various formats your project might take. Chose the one that is most appropriate for communicating your message. Be creative! Be curious! Have fun! And, reach out if you get stuck !

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• Last Updated: Apr 2, 2024 2:43 PM
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Home » Projects » Australian Projects

Australian projects, tuggerah lakes private hospital.

Tuggerah Lakes Private Hospital is a four-storey private hospital located opposite to the existing Wyong Public Hospital.

It has 20 single-bed rooms on level 2, 3 theatres with a collocated CSSD on level 1 and medical suites on the ground floor.

The hospital occupies a triangular site bounded by the Pacific Highway and a local road, the latter of which serves as the main access road into the site.

The site also slopes gently with the lowest point at the intersection of the two roads.

The project utilises the natural contour of the site to its advantage with a lower ground level of parking. The visual scale of the building was minimised by the introduction of a landscaped hill at the roadway intersection which leads to a terraced planter area at the foot of the building.

The design made efficient use of the triangular site to deliver the maximum number of bed rooms on the 2 nd floor, and providing exceptional views to the surrounding landscape from each of the bed rooms.

Calvary Bruce Private Hospital

Canberra, act.

HPI provided Health Planning , Health Architecture , and Specialist Health Facility Interior Design services for the new state of the art $77 million Calvary Bruce Private Hospital which opened in September 2017. Calvary Bruce Private Hospital is the Little Company of Mary’s new landmark property.  

The new Calvary Bruce Private Hospital features eight state-of-the-art digitally integrated theatres, including one with a hybrid cath lab, which accommodate everything from day procedures to complex surgery.

Other features of the new hospital include: – 118 beds with ability to expand to 182 beds as Canberra’s population grows; – 74 surgical and medical beds with private rooms and ensuites; – 16 bed post-anaesthetic care unit; – 8 recovery beds plus an additional 17 chairs in second stage recovery; – 12 bed maternity suite providing new families with specialised care and support after birth; – Eight bed critical care department. – A new pedestrian bridge linking the new hospital to the existing Calvary Public Hospital and Emergency Department enabling staff to continue to share specialist equipment and services between Calvary Public and Private hospitals.

This state of the art hospital also includes inbuilt further capacity to expand to 156 beds in years to come, in line with the population growth projections for the northern Canberra region.

WiseMedical Specialist Emergency Clinic

Macquarie park, sydney nsw.

HPI designed from concept to opening the first WiseMedical Clinic in Macquarie Park, which opened its doors to the public in early 2017. Wise Medical Clinic is an urgent care walk-in surgery that aims to provide comprehensive acute care for patients, from initial assessment and treatment, without a hospital admission. This clinic is an emerging model of care that fills the gap between overcrowded emergency departments and general GP centres.

The Clinic provides a broad range of services, including dental, imaging (X-ray and CT), pathology, gynaecology, and acute care specialist clinics for paediatrics, fractures.

Grafton Ambulatory Care Centre

Grafton, nsw.

The Ambulatory Care Centre at Grafton Base Hospital is a much needed development in the Clarence Valley to deliver a broad range of non-admitted services to patients and the local community.  The project consists of a purpose built 2 storey centre, adjacent to the existing hospital with link bridge connections to existing buildings. The comprehensive range of services to be delivered includes renal dialysis, specialist outpatient clinics, allied health services and oncology chemotherapy.

The building is expected to be complete by 2018.

Ballina District Hospital

Ballina, nsw.

Redevelopment of the Ballina District Hospital in line with the Masterplan is underway. The renovations are being implemented as a staged process and commenced with additions to the Medical Imaging department to provide Computerised Tomography (CT) and Ultrasound.  This stage of the redevelopment allows a better flow of patients between the ED and the Medical Imaging Department.

The next stage to commence construction in September 2017 will include expanded Surgical Services consisting of a second Operating Theatre and additional recovery areas as well as redeveloped Back of House service areas and Medical Records.

Ballina District Hospital Masterplan

HPI prepared the Masterplan for the campus that set out the framework for redevelopment in stages between 2015 and 2027 to improve amenity and functionality of the hospital. The redevelopment included:

• Expansion of the operating theatres, peri-operative and recovery area
• A new Emergency department (12 bays) with ambulance bay
• A major expansion to Imaging
• Enlargement of Outpatients and Allied Health areas with support service areas.

Stage 1 early works concept design commenced in 2015.

HealthOne Community Health Centre

Coraki, nsw.

Coraki HealthOne facility is a single storey building in the Richmond Valley LGA community providing a range of outpatient and community services including:

• Community Health Nursing
• Child and Family Nursing
• Mental Health
• Oral Health services with two dental surgeries
• Counselling services
• Allied Health services – physiotherapy; occupational therapy; and speech pathology
• A comprehensive range of clinics including school health, aboriginal health, Women’s health, Drug and Alcohol, Palliative Care, Diabetes and Telehealth ACAT services, including Geriatrician and Psycho‐geriatrician for complex clients.

Wollongong Private Hospital

Wollongong, nsw.

This is a new flagship private hospital in Wollongong.

The project combines a 151 bed private hospital with a Specialist Medical Centre and a Radiology tenancy.

The Hospital component includes 8 large operating theatres, one Catheter Lab, one minor theatre, 10 ICU beds, Maternity, Medical and Surgical wards. The Maternity facilities include 4 LDR Birthing rooms as well as general and special care nurseries. Due to the restricted footprint HPI worked diligently with the users to achieve maximum efficiency in the use of the space without compromising the hospital function.

The hospital opened in February 2016.

Norwest Private Hospital

Bella vista, sydney nsw.

Norwest Private Hospital is Healthscope’s flagship facility which has been expanding even before completion of the original build in 2009 in a staged redevelopment process.  The first stage consisted of approximately 200 inpatient beds, almost all single rooms, 11 digital operating rooms, ICU, CCU, Emergency Department, 7 LDR Birthing rooms and a dedicated maternity inpatient unit with general and special care nurseries.

The building design parameters placed emphasis on green design, recurrent cost savings and ESD, inclusive water recycling, solar hot water, hybrid chillers and solar performance and the development will achieve the equivalent of a Green Building Council of Australia 4 star certification.

Subsequent stages provided an additional 5 digital Operating Theatres (total 16) one of which included a hybrid imaging theatre, 7 additional ICU bed bays (total 15), 55 Inpatient Beds (total 255), expansion of the Emergency Department treatment spaces and fast track area and additional Medical Suites. All associated support facilities e.g. kitchen and administration were expanded to service the additional hospital capacity.

Tweed Heads Masterplan

This Masterplan project offered options for increased services demand, providing for upgraded services with several new services and adjustments to the models of care in practice while maintaining or improving the functional relationships on the site.

The strategic redevelopment roadmap included an additional podium and tower building accommodation inpatient units and tenancies, a new entrance and drop off point, an expansion of Emergency department to more than double existing capacity, amalgamation of Chemotherapy and Radiotherapy into an integrated Cancer Centre, expansion of Medical Imaging, medical records, service and support areas.

A New Inpatient/ Outpatient tower will provide Cardiology, mental health Medical / Surgical inpatients Paediatrics, Special Care Nursery and  Maternity.   As inpatient beds are relocated into the new block, the existing critical areas of the hospital can be expanded.

Yamba Community Health Centre

Yamba Community Health Centre provides a contemporary facility providing access to vital community health services and programs for the Clarence Valley catchment area. The facility includes consult rooms, therapy rooms, group rooms and accommodation for community health staff. Services provided in the centre include community nursing, patient education for chronic medical conditions, cardiac rehabilitation, mental health outpatient services, dental surgeries and patient counselling.

The architecture has been designed to be compatible with the surrounding area with good access and landscaped courtyards for staff and patient amenity.

St George Hospital Emergency Department

Kogarah, sydney nsw.

This project consists of a new built area and refurbishment to the existing hospital Campus, including design and construction of new Central Services Building and the new ED building, which was designed for an additional 7 stories to be added in the future.

The new ED planning incorporates the latest and best models of care and includes fast track, acute treatment halls, a paediatric fast track precinct, a short stay medical unit and an associated PECC unit. The new ED has expanded treatment spaces to improve the patient flow in one of Sydney’s’ busiest Emergency Departments with more than 67,000 presentations per year.

Lake Macquarie Private Hospital

Gateshead, nsw.

Lake Macquarie Private Hospital has been undergoing expansion over several years in response to increased demand for surgical and oncology services.

The ongoing redevelopment has included:

• 2 new Inpatient units
• Expansion of Day Surgery and Operating Theatres
• Expansion of ICU
• Oncology with 2 radiotherapy bunkers
• One level of additional car parking.

The Inpatient expansion stage was designed and delivered entirely through modular, prefabricated components . The cost per bed as well as construction timeframe are exceptionally low whilst achieving high quality patient accommodation.

Townsville Hospital Redevelopment

Townsville , qld.

This major redevelopment and expansion of the Townsville Hospital includes Inpatient Unit expansion by 100 beds, NICU/SCN with 50 cots, Integrated Cancer Centre with 6 Radiotherapy Bunkers and 32 Chemotherapy Treatment spaces, Operating Suite expansion by 2 Operating Rooms, Day Surgery Centre, 30 bed ICU, Pharmacy, Medical Imaging Expansion, Nuclear Medicine, Angiography suite, CSSD, Pathology, Medical Records, Staff Amenities, Catering and all Back of House facilities.

One of the first departments to expand was the Emergency Department with 97 treatment bays designed according to the latest model of care including fast track, acute care and short stay with a dedicated zone for paediatrics-. This is one of the largest referral Emergency Departments in Australia.

Final stages of the redevelopment were completed by 2017.

Macquarie University Hospital

Macquarie park, sydney, nsw.

Macquarie University Hospital is the first University Private Hospital and designed to be the most hi-tech hospital in Australia specialising in Cardiac surgery, Neurosurgery and Cancer Care.  The Hospital incorporates 14 operating theatres, 180 beds and 4 Radiotherapy bunkers. The hot floor at MUH incorporates 20 modern isolated ICU rooms. The operating suite includes several Hybrid operating rooms designed for CT and MR integration. The advanced Cancer Care facilities include Chemotherapy treatment, Radiotherapy as well as Gamma knife surgery.

A unique feature of the facility is the patient information and entertainment pod which is installed at every bed head. It provides access for doctors and nurses to the patient records whilst allowing the patient to access the internet, entertainment, TV and video on demand.

North Shore Private Hospital

St leonards, sydney nsw.

North Shore Private Hospital is Ramsay Health Care’s flagship hospital, regarded as one of the best private hospitals in Australia. Since opening in 1998 the hospital has undergone expansion in stages in response to ongoing growth in demand for services. The original build included 12 Operating Rooms, 230 beds, 8 LDR Birthing Rooms, ICU, CCU, Imaging as well as 40 medical suites.

Subsequent stages from 2006 have seen the hospital expand to 15 Operating Rooms, 313 beds and additional medical suites with all the required support facilities and car parking spaces.

Campbelltown Private Hospital

Campbelltown, nsw.

Campbelltown Private Hospital sets a benchmark in efficiency and cost-per-bed for a new Hospital unsurpassed in Australia.

The new hospital incorporates close to 100 beds, 6 operating rooms, medical and surgical services, day surgery, rehabilitation and mental health. The building also includes tenancies for Medical Imaging and 2000 m2 of Medical Suites.

HPI was responsible for the project management in addition to detailed briefing, health planning, architectural design and documentation.  The project was delivered 1 month ahead of program with no construction variations.  HPI was also involved in the marketing strategy of the hospital.

UEFA marks the UN International Day of Older Persons 2023

Sunday, October 1, 2023

Article summary

Three life-changing projects championed by European football associations show that there is no age limit on football’s power to strengthen communities and improve health.

Article top media content

Article body

Making football accessible for everyone regardless of their age is a key goal of UEFA’s Football Sustainability strategy, embodied in its health and well-being policy. By 2027, we would like 60% of our 55 member associations to be delivering football activities that specifically support the needs of older people.

On the United Nations’ annual International Day of Older Persons, we celebrate three innovative projects that show how European associations are changing the game when it comes to improving the lives of the elderly - whether by improving physical and mental health or tackling social isolation.

• #MyTime : the Maltese Football Association and the Ministry For Active Ageing   are connecting older people with local communities and football clubs.

• Football Memories : joint Scottish Football Association and Alzheimer Scotland project present famous football photos to preserve memories and prompt conversations.

• Walking Football World Nations Cup 2023 : success of first-ever tournament highlights benefits of an increasingly popular new way of playing the game for the elderly.

Michele Uva, UEFA Social and Environmental Sustainability Director:

"We are proud to highlight these three initiatives and acknowledge how they empower older adults, promoting active aging, as a factor of sociality, health prevention and improvement of quality of life. At UEFA, we look forward to continuing to support collaboration and innovation to develop football activities for older people."

Since February 2022, #MyTime, run by the Maltese Football Association and the Ministry For Active Ageing, has taken a four-step approach to gently encourage elderly people to exercise and get involved in their local communities and football clubs.

1. Build trust : meetings with elderly people living in residential homes and Active Ageing Centres

2. Watch football : invitations to visit the football museum at Malta's national stadium and attend live matches.

3. Bridge the generation gap : football events where youths and children act as mentors and motivators.

4. Walking football : involvement in walking football to develop physical motor skills.

Football Memories

For more than 10 years, the official football museum of the Scottish Football Association (SFA) and Alzheimer Scotland have run ‘Football Memories’ – a project that uses photography to help elderly people living with memory loss, including dementia, and often isolated from their local communities.

The SFA launched the initiative in 2009 before teaming up with Alzheimer Scotland 12 months later. Results have shown how visual reminders of historic football moments or personalities can help trigger memories and prompt conversations, revitalising powers of recall.

By building a digital photo library and offering online resources the partnership has helped create a nationwide sports reminiscence network, connecting more than 250 projects and involving sports like rugby, shinty, golf, and cricket.

Walking football

Walking football, a modified version of the game in which pace and style of play are adapted to reduce the risk of injury, has gained huge popularity across Europe for over 50s, 60s, 65s and 70s. The sport not only has health benefits. Players testify to the transformational social benefits of making new friends in older life and being part of a community.

Last August, 19 teams from all continents travelled to England to participate in the first-ever Walking Football World Nations Cup. The home nation was victorious in both the over 50 and over 60 categories, defeating the Czech Republic and France respectively in the finals. However, as the official website emphasises, every participant was a winner: "Although this was about the games, it was the spirit and friendship that should be remembered. Old friendships renewed and new ones made."

Health, Safety, Social and Environmental Analyst

Background Information – South East Asia Multi-Country Office (EAPMCO)

The South East Asia and Pacific Multi Country Office (EAPMCO) supports, develops and oversees the UNOPS portfolio of projects in South East Asia and the Pacific. EAPMCO was established in January 2023 following the merger of the Thailand Multi-Country Office, which covered 20 countries across  North East Asia, South East Asia and the Pacific, and the Cambodia Multi-Country Office, which covered 4 countries South East Asia - 3 countries in the Mekong Sub-region (Cambodia, Lao PDR and Vietnam) and the Philippines.  EAPMCO currently covers 24 countries across North East Asia, South East Asia and the Pacific. With its head office in Bangkok, the Multi-Country Office comprises nine business units: SEMCO Thailand, EAPMCO Indonesia,  EAPMCO Pacific Operations Cluster, EAPMCO Papua New Guinea, EAPMCO China, EAPMCO Vietnam, EAPMCO Lao PDR, EAPMCO Philippines and EAPMCO Cambodia.

In 2022, the UNOPS EAPMCO implemented projects worth more than USD 95.7 million, in the areas of Energy Transition, Digital Transformations, Sustainable Environmental Management, Climate Change, Waste Management, Rule of Law and Access to Justice, Water, Sanitation and Hygiene (WASH), Post Conflict Reintegration, Emergency Relief, Post COVID19 Economic Transformations, and Health, through HR, procurement, construction, contract management, fund and program management services.  

The Multi Country Office head office in Bangkok provides strategic direction, operational support, delivery oversight and assurance of the excellence of business processes and quality standards across all of the entire Multi Country Office locations. It is also responsible for developing, delivering and managing the portfolio of engagements in the country of the MCO location itself. 

Established in 2016, UNOPS Philippines provides expert support to ensure sustainable project management, procurement, and infrastructure activities in projects. With funds from the European Union (EU), UNOPS supports the Supreme Court, the Department of Justice, and the Department of the Interior and Local Government under the Governance in Justice (GOJUST) Programme (GOJUST2) through procurement, logistics, and grants management to push forward the justice reform agenda of the Philippine government through innovations and interventions; as well as providing grants to civil society organizations to improve access to justice of marginalized groups. In the Support to  Bangsamoro Transition (SUBATRA) Programme, UNOPS is working with the Bangsamoro Autonomous Region of Muslim Mindanao (BARMM) Government strengthening capacities of the executive, legislative and judicial branches to ensure a smooth transition, also with funds from the EU. In the health sector, UNOPS works with the DOH / ADB in the HEAL project (Health System Enhancement to Address and Limit COVID-19). UNOPS Philippines is in the process of expanding its area of engagement in cooperation with its development partners, focusing mainly on a portfolio of projects and programs in the infrastructure, logistics management, procurement in health, rule of law,  and governance sectors.

Output 1: the capacity of the BTA’s executive branch superstructure to drive and coordinate key transitional policies; 

Output 2: the capacity of the Parliament to exercise its law-making and oversight functions; 

Output 3: the capacity of the Justice System to adjudicate litigations and improve access to justice, and 

Output 4: the capacity of the civil society to contribute to a peaceful transition to the Bangsamoro Autonomous Region in Muslim Mindanao (BARMM).

Overall Objective: To contribute to a peaceful, cohesive, secure, and inclusively developed Mindanao.

Specific Objective: The establishment of an enabling democratic governance environment for a smooth implementation of the transition in the Bangsamoro Region.

UNOPS is responsible for the provision of logistical and administrative support, which include the organization of training, workshops, seminars, and study tours as well as foreseen procurement of equipment under all 4 expected results including communication and visibility activities. In addition, UNOPS is in charge of the assessment and implementation of the infrastructure component of the Action linked to Outputs 1,2,3, and 4. UNOPS will coordinate and receive policy directions from the EU and abide by decisions and directions provided by the Programme  Steering Committee (PSC) of SUBATRA, in accordance with the matrix of responsibilities, UNOPS rules and procedures and within the budget limit of this Agreement.

A first-level University degree (Bachelor's or equivalent) in health and safety management, natural science, engineering or other relevant fields is required.

Advanced university degree (Master’s degree or equivalent) may substitute some of the years of experience required for this role.

• Minimum of two (2) years of experience in Health, Safety, Social and Environmental (HSSE) management is required
• Minimum of one (1) year in managing and implementing projects related health and safety matters is required;

Experience in Health and Safety risk assessments, inspections, incident investigation, and training facilitation is required.

Experience with third party certification audits for Health & Safety and Environment Management is an asset.

Experience of working at UN agencies or other international Humanitarian/ Development organizations is distinctive asset.

High proficiency with computers, and other software/ platforms related to the position's field of expertise is desirable.

Experience in working with the G-Suite platform including, Google Drive, Google Calendar, Gmail, Google Sheets, Docs, and Slides is an asset.

Experience in the construction industry/environment set-up is an asset.

• Fluency in both written and spoken English is required.
• Contract type:  Local Individual Contractor Agreement (LICA)
• Contract level:  ICS 8 / LICA 8
• Contract duration:  Ongoing ICA – ‘Open-ended, subject to organizational requirements, availability of funds and satisfactory performance.’
• Duty station:  Cotabato City, Philippines

Please note that UNOPS does not accept unsolicited resumes.

Applications received after the closing date will not be considered.

Please note that only shortlisted candidates will be contacted and advance to the next stage of the selection process, which involves various assessments.

UNOPS embraces diversity and is committed to equal employment opportunity. Our workforce consists of many diverse nationalities, cultures,  languages, races, gender identities, sexual orientations, and abilities. UNOPS seeks to sustain and strengthen this diversity to ensure equal opportunities as well as an inclusive working environment for its entire workforce. 

Qualified women and candidates from groups which are underrepresented in the UNOPS workforce are encouraged to apply. These include in particular candidates from racialized and/or indigenous groups, members of minority gender identities and sexual orientations, and people with disabilities.

We would like to ensure all candidates perform at their best during the assessment process.  If you are shortlisted and require additional assistance to complete any assessment, including reasonable accommodation, please inform our human resources team when you receive an invitation.

Terms and Conditions 

For staff positions only, UNOPS reserves the right to appoint a candidate at a lower level than the advertised level of the post. 

For retainer contracts, you must complete a few Mandatory Courses (they take around 4 hours to complete) in your own time, before providing services to UNOPS. For more information on a retainer contract here .

All UNOPS personnel are responsible for performing their duties in accordance with the UN Charter and UNOPS Policies and Instructions, as well as other relevant accountability frameworks. In addition, all personnel must demonstrate an understanding of the Sustainable Development Goals (SDGs) in a manner consistent with UN core values and the UN Common Agenda.

It is the policy of UNOPS to conduct background checks on all potential personnel. Recruitment in UNOPS is contingent on the results of such checks.

APPLICATION TIPS

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