Introducing AYLI, a specialist consultancy focused on service change and reconfiguration
What we do
We work alongside NHS teams providing support in delivering service change and reconfiguration. This ranges from large-scale hospital development proposals (New Hospitals Programme), significant changes to acute provision (A&E / Maternity) to changes in the operating model of Community Services (Fuller Stocktake). These focus upon supporting the development of proposals that may (or may not) require public consultation, but are often innovative and require the NHS to do things in a different way. We are involved at all different stages of development - either in the initial scoping stage, through to decision-making with either Trusts and/or Commissioners.
Why AYLI?
Today’s NHS is a complex work environment, fostering collaboration is essential for driving change. When individuals with deep technical understanding come together to work towards a common goal, magic can be achieved.
By using our knowledge and expertise, our team can tap into a diverse set of skills and perspectives, leading to more robust problem-solving and innovative solutions. Each team member's unique technical understanding adds value to the collective knowledge base, enabling the team to tackle challenges from multiple angles.
Our Projects
Acute Reconfigurations
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AYLI led the reconfiguration of acute hospital services between Alexandra Hospital (Redditch) and Worcester Hospital (Worcester)
Medicine,
Surgery,
A&E,
Trauma & Orthopaedics,
Paediatrics,
Obstetrics & Maternity
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AYLI led the reconfiguration of acute hospital services between Horton Hospital (Banbury) and the John Radcliffe Hospital (Oxford)
Obstetrics & Maternity,
Medicine,
Stroke,
Community Services
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AYLI co-led the reconfiguration of acute hospital services between Milton Keynes Hospital (Milton Keynes) and the Bedford Hospital (Bedfordshire)
Medicine,
Surgery,
A&E,
Obstetrics & Maternity
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AYLI provided advice on reconfiguration of acute medicine services across William Harvey Hospital, Kent and Canterbury Hospital and Queen Elizabeth, The Queen Mother Hospital, in Kent
Medicine
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AYLI provided advice on the reconfiguration of acute services across the Epsom (Surrey) and St Helier Hospitals (Sutton)
Medicine,
Surgery,
A&E,
Urgent Care,
Trauma & Orthopaedics,
Paediatrics,
Obstetrics & Maternity
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AYLI provided advice on the reconfiguration of acute hospital services in the Weston Hospital (Somerset)
A&E,
Medicine,
Community Services,
Primary Care
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AYLI provided advice on the reconfiguration of acute stroke services across Kent
Stroke
Community Reconfigurations
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AYLI led the reconfiguration of urgent care services across Surrey
Urgent Care
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AYLI provided advice on the reconfiguration of community services across Herefordshire
Community Services
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AYLI provided advice to the reconfiguration of community services in Northamptonshire.
Community Services
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AYLI provided advice to the reconfiguration of community services in Surrey.
Community Services
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Thinking Differently
Strong Trusted Relationships
By fostering this connection and partnership, we strive to provide valuable insights and knowledge to aid in the development of proposals, making better informed decisions.
Managing Complexity
Our expertise lies in comprehensively grasping your context and working with you to manage the complexities of developing a service change proposal
Collaboration Between Healthcare Providers
When developing service change proposals, collaboration is the fundamental building block. Information needs to be shared and conclusions reached which can be supported, even when challenged.
Supporting Decisions
Involving key stakeholders, including staff members, patients, and community representatives, in the decision-making process can lead to more considered and well-rounded outcomes.
Cooperation with External Stakeholders
A balance needs to be struck between making changes that are in the best interest of the patient and recognising the concerns of external stakeholders.
Engagement with Patients
Health systems have a duty to involve patients and the public in the development of proposals. Taking these groups on a journey where they actively feel listened to and have been meaningfully involved can be challenging.