Healthworks is a multidisciplinary complementary health centre in the heart of Forres. Just off High Street, down Bank Lane, in a three storey terraced listed building, people from all walks of life have found support to look after their health.

Through choice in healthcare from professional practitioners in a great variety of therapies, clients are encouraged to find out what support works best for them.

The centre is run by a registered charity which serves the population not only through the provision of the building. The centre is also a beautiful and supportive environment for many of the practitioners who rent the treatment rooms. The charity also ensures that all practitioners comply with high standards of professionalism, including registration with a British professional body, as well as carrying indemnity insurance. This safeguarding gives greater confidence and protection to clients. In addition, the charity provides an Access to Health Fund, available to anyone in Moray to apply for financial support for clients who struggle with being able to afford complementary therapy treatments.

To further the objective of choice in healthcare, the charity also focused on health education, of NHS healthcare professionals, school teachers and the general public through presentations, educational projects, health fairs, and an extensive library located in the waiting room.

Over the three decades Healthworks has seen many changes. What remained throughout is the dedication to serving the local population with choice in healthcare.

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Foundational Years and Early Hurdles:

In 1994, Healthworks started in 5 Bank Lane. A thriving osteopathy practice had been established there for several years; the osteopath also lived in the building. He was inspired by the vision for a collaborative multidisciplinary complementary health centre, and as he also wanted to separate work from home, the sale was negotiated.

Initially it was secured by a bridging loan with the plan that the practitioners setting up practice in the building would each contribute a portion of the capital to repay the loan. This approach proved unsuccessful, placing a significant financial burden on the charity. This early hurdle underscored the need for a more sustainable financial strategy.

A Revised Business Model (1997):

Recognising the limitations of the initial financial model, Healthworks implemented a strategic shift. The decision was made to reduce overheads by no longer having reception staff and by refinancing the bridging loan.

With great sadness we ceased to have a staffed reception and clients were now welcomed by the individual practitioner. The waiting room continued to be a welcoming space and many clients came in early to enjoy the peace and quiet and peruse the many interesting books in the library.

Reducing the costs of the loans: we realised that it was not our aspiration to actually own a building but to offer reliable service to the local population. Therefore loan repayments were not a priority.

In consultation between our company secretary, David Hammond, and an ethical investment adviser, we devised a new strategy. New directors joined the board who were willing to lend capital to allow to pay off the bank loan. Their loans were secured against the value of the building. Initially there were five supporting directors. By 2024 this number has dwindled to only one carrying on the full amount of the loan. With the increase of the value of the building the charity should have no difficulties to refinance through a mortgage should it prove difficult to replace that loan with a similar arrangement when the time comes. With this concept there was no capital repayment necessary and the interest payments were modest.

All this allowed the accrual of a fund that could be used for charitable spending (Access to Health Fund).

Another cornerstone of sustainability for the charity was the concept of Room Holders. Several practitioners got together and rented one treatment room from the charity. Amongst themselves they decided on room décor, scheduling and pro rata payment. Thus the charity could rely on a steady monthly income from three of the treatment rooms. Two smaller rooms were available for more flexible arrangements, allowing some choice for smaller practices.

The charity oversees the building maintenance and overall operations of the centre.

The Charity

Holistic Health Care Ltd started operating on 1st April 1993.

It took on the operations of what had been a work department of the Findhorn Foundation (FF). In 1992 the FF decided to restructure and reduce its focus to spiritual education. In that process several departments were asked ‘to go independent’. At that stage there was the Findhorn Bay Holistic Health Centre at The Park, which operated a treatment centre, and an educational programme. Whilst these were open to the general public, its location within The Park made it less accessible for the local population. The wish to make choice in health care more widely accessible precipitated the purchase of Healthworks.

In 1998 the Findhorn Bay Holistic Health Centre closed down and the charity’s main focus became Healthworks. This was reflected in a change of name to Healthworks (Holistic Health Care Ltd) in 2003.

Practitioner Collaboration in the Early Years (1990s):

The concept of multi-disciplinary collaboration between practitioners from different complementary therapies, as well as a qualified medical doctor, was inspiring to many practitioners. The early years were characterised by a sense of collaboration among most of the practitioners practising at Healthworks. Regular monthly meetings served as a forum for discussing referrals, ethical considerations, marketing strategies, and even social events. Practitioners actively promoted the centre through their individual efforts, fostering a strong sense of community and shared purpose. Collaborating in the educational projects, health fairs and presentations supported those connections further.

Focusing on Individual Practices

Over the years, the collaborative nature among practitioners has transitioned towards a greater focus on each individual practice. The emphasis shifted from collective efforts to the success of each practitioner’s independent business. The waiting room has undergone a redesign, and the communal library, once a hub for shared resources, is significantly reduced. Promotional events have also become less frequent.

These changes can be attributed to various factors such as the increasing demands on practitioners’ time and the natural course of life over three decades.

Through the Covid Pandemic and lockdowns, the business model shifted further towards individual practices. The Room Holder concept had to be abandoned, practitioners now rent the room directly from the charity for regular sessions.

This created less reliability for the charity but allowed at least a significant number of self-employed practitioners to continue their practices in these more uncertain times. A number of the practitioners who had been part of Healthworks for many years retired.

In 2024 several new and younger practitioners are finding their way, creating a new culture within the centre for the future.

Celebrating the Achievements

Over the 30 years, Healthworks’ achievements are considerable. For more information please click here for the website:

• It has provided access to high standards of professional care in complementary therapies to thousands of clients. Presently there are a weekly average of 75 appointments in the centre, i.e. over 3000 treatments a year.
• Dozens of complementary practitioners have been able to work in a beautiful and supportive environment, enjoying a sustainable work situation and earning a living. Presently there are 19 practitioners offering 20 different therapies.
• Since 2003 the Access to Health Fund has been a source of support for clients in need of financial assistance for their treatment costs. By the end of the financial year 2023/4 charitable spending has reached £80 000.

Challenges and Opportunities: Charting the Course Forward

Healthworks, like many organisations, faces ongoing challenges. Maintaining financial stability, especially in the wake of the pandemic, remains a critical concern. Ensuring sufficient funding for the Access to Health Fund is another key priority. Promoting the centre and attracting new practitioners are also crucial for its continued success.

The future, however, holds promise. Healthworks draws strength from its long history of serving the Forres community by providing access to complementary healthcare services. The dedication of its staff and practitioners fuels its mission, while the enduring sense of community fosters a shared purpose. By embracing its core values and adapting to changing needs, Healthworks is well-positioned to continue its journey as a cornerstone of holistic healthcare in Forres for years to come.

The local newspaper The Forres Gazette had a full page article of the 30th Anniversary celebrations and we appreciate their permission to reproduce it here:

 

 

Timeline for Healthworks (Holistic Holistic Health Care) Ltd.

1993

• Holistic Health Care Ltd. founded – a Membership Association set up as a limited company limited by guarantee with charitable status. SC142853
• Main activities based at The Park, Findhorn: Findhorn Bay Holistic Health Centre offering treatment rooms, educational programmes, practitioners’ group with a code of ethics and practice.

1994

• Acquisition of 5 Bank Lane premises funded through a bridging loan. Opening HealthWorks – Forres Centre for Holistic HealthCare on 1st April.

1994 to 2000 Educational activities

• International conferences on integration of CAM and conventional medicine
• Publication of Medical Marriage book by Findhorn Press
• Setting up of extensive book libraries at charity’s premises in the Park and in Forres
• Workshops on holistic health care locally

1996

• Eldersfund started by Eileen Caddy and Barbara Faro to support care in the Community at Findhorn

1997

• Refinancing bank loan for premises at 5 Bank Lane through loans from directors – laying the groundwork for a charitable fund to be accrued

1998

• Findhorn Bay Holistic Health Centre at The Park closed.

1999 – 2003

• Healthworks holistic health centre steadily increasing numbers of practitioners
• Regular multidisciplinary case conferences and practitioners meetings, collaboration about marketing the centre, educational activities, library etc.

2003

• Stakeholders meeting at Newbold House to create a new impulse for the charity’s activity and vision.
• Name change to Healthworks Holistic Holistic Health Care Ltd.
• Sufficient accrued funds to launch Access to Health Fund (AtH) to provide financial assistance for complementary treatments, expand book library at Healthworks, educational projects and annual health fairs.

2004

• Recognition of the charity by Prince of Wales Foundation for Integrated Medicine.
• Launch of annual Health & Lifestyle Fairs at Forres Town Hall.

2005 to 2010

• Charity’s income from the health centre continues to generate operating surplus for AtH Fund due to reduced costs on loans and due to re-organising and lowering admin costs.
• Practitioners / tenants numbers increasing, thus more operating surplus generated.
• AtH Fund is funding free treatment sessions for unpaid carers in connection with Moray Carers and for staff at local schools.
• Donation to “Doctors & Healers working together” at Leanchoil Hospital in Forres.
• Sale of drying green down Bank Lane. Monies used to bolster AtH Fund.

2010 to 2013

• Workshop facilitated by Frances Powell with association members and directors to clarify the relationship and boundaries between Healthworks practitioners group and Healthworks charity.
• Visitor and stall holder numbers at the annual health fairs drop steadily.
• Health fairs suspended as of 2013.
• Proposals to collectively create a new style of bigger health fairs and exploration of HW practitioners forming a co-op and running Healthworks centre independently did not receive enough support from practitioners
• Funds from Community Care Fund (previously Eldersfund) loaned to Ekopia to support the purchase of Community owned care flats at The Park.

2014 -2015

• 21 practitioners / tenants working from Healthworks centre. Highest number ever.
• In order to avoid discriminating against clients from non-HW practitioners, financial assistance now available to eligible clients from Moray of all qualified local practitioners who become affiliated to the charity. Affiliation necessary to ensure the professional standards the charity upholds.
• Charity’s board of directors expanded by three new directors (now 8 in total).
• Introduction of a policy that practitioners are to declare an interest and not be involved in decision making on matters of rent increases and financial assistance to clients.
• Launch of a trial to promote holistic health care locally by offering free sessions to the general public, which lead to 80 free sessions vouchers being issued.
• Charity’s 21st anniversary.
• Operating surplus of health centre reached £7.5K. AtH Fund now holding £14.5K. Highest amount since its launch in 2003.
• Total amount of charitable spending has reached £53K.

2018

• Community Care Fund (formerly Elders Fund) transferred to Park Ecovillage Trust

2020 – 2021

• Support for practitioners during pandemic lockdowns to ensure practitioners can keep their practices going
  • 1st April – 23rd July 2020 centre closed, no charge to Practitioners for room rental
  • July 20 opening up through May 21 – a choice of 50% rent or 25% per client.
  • Moratorium on rents agreed for 2021
• Room Holder concept no longer a suitable vehicle. Now practitioners rent independently directly from the charity with either half day or full day contracts each week. They can also book adhoc sessions if needed outwith their agreed contract days to fit in with their clients provided room space is available in the centre.
• Rooms are also hired by various groups, either regularly or for one-off sessions.

2022 – 2024

• Change in centre management after 23 years stability
• New structures and projects slowly emerging
• Major improvements to the building by replacing windows with funding received from tsiMoray in 2023.
• Grant applications for new initiatives to support access to complementary health care for disadvantaged groups, for instance people living with chronic pain.

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This post was written in collaboration between Cornelia Featherstone (founding director), Irene Schenk (Healthworks practitioner for much of the 30 years) and Julie Lawrence (present Healthworks manager). With deep gratitude we amended the timeline created by Wilfried Schenk who was Healthworks Manager for 23 years (1998-2021).