From Maternity Matters to Healthier Together: Making room for innovation in maternity care

In today’s fast-moving healthcare landscape, innovation often focuses on introducing new solutions. But what happens to the old ones? A recent case study from NHS Dorset highlights an equally critical - and often overlooked - part of transformation: de-implementation, the structured retirement of an older service.

This story centres on Dorset’s transition from the long-standing ‘Maternity Matters’ website to the modern ‘Healthier Together’ maternity platform. Broadly, both platforms aim to support pregnancy and new families in Dorset through an easy-to-use source of information, advice, and access to maternity services, helping them make informed choices throughout pregnancy, birth, and early parenthood.

The Maternity Matters website was identified as a suitable candidate for retirement due to a range of challenges, and plans to replace it with a more sustainable and accessible digital platform (Healthier Together) aligned with NHS priorities on digital safety, equity, and efficiency.

While the change may appear straightforward, applying the Health Innovation Wessex Four pillars of De-implementation Model© as a concise guiding tool reveals a far more complex and considered process - one that offers valuable lessons for healthcare leaders everywhere.

Why change was needed

Maternity Matters, developed locally within Dorset, had once been a trusted and innovative resource. However, over time, stakeholders found that the platform had grown significantly in size and complexity. This created challenges in maintaining content and governance processes across the site, highlighting opportunities to simplify the platform and strengthen long-term management of patient information.

Accessibility was another key issue. Translation tools were no longer available to service users, affecting inclusivity at a critical point of care. Combined with outdated design and poor navigation, the platform was no longer meeting the needs of modern users. 

‘Healthier Together’, also known as the NHS Healthier Together Programme, originated in Wessex in 2014 and designed to provide standardised, consistent healthcare advice for families. This platform offered a clear alternative: a professionally maintained, scalable platform with nationally aligned clinical content and built-in accessibility and language translation features - positioning it as a more sustainable long-term solution. 

The hidden challenge: Letting go

Despite the strong rationale for change, retiring Maternity Matters was not easy. The platform represented years of collaborative effort, with deep emotional investment from clinicians, communications teams, and service users.

This attachment created natural resistance. Some stakeholders initially questioned why change was necessary at all, especially when the existing system was still functioning. 

This highlights a critical insight: de-implementation isn’t just technical - it’s human. Successful transformation requires acknowledging the emotional and cultural dimensions of change.

The power of a managed approach

To navigate this complexity, NHS Dorset worked with Health Innovation Wessex to apply its practical Four Pillars of De-implementation Model©.

Rather than treating the retirement of Maternity Matters as a side task, the model reframed it as a core workstream. It provided a structured framework that helped teams think systematically about risks, communications, stakeholder engagement, and governance. 

A key feature was the use of a ‘canvas’ - a central planning tool that brought ideas, decisions and risks into one place. What had previously existed as scattered conversations became a clear, documented strategy. The process not only captured thinking but actively generated new insights, helping teams identify gaps in thinking and planning options, and strengthen their approach. 

Importantly, the model also increased confidence. By the time the Maternity Matters platform was switched off, stakeholders felt assured that every aspect of the transition had been thoroughly considered.

The value of external perspective

Alongside the model, the support from Health Innovation Wessex played a vital role. Regular check-ins created space for reflection, challenge, and collaborative problem-solving; something often missing in fast-paced projects.

This external input helped maintain accountability, sharpen decision-making, and ensure that discussions translated into clear actions. It also supported professional development, boosting confidence among project leads and influencing how they approached future work.

“Using the Health Innovation Wessex De-Implementation Tool, we structured each phase of the project effectively and enhanced outcomes through a series of additional activities that strengthened long-term sustainability.” Ellie Pollock, Service Improvement Officer, Maternity and Neonatal Service, NHS Dorset.

Lessons for the future

Dorset ICB’s experience demonstrates that de-implementation is not a passive outcome of innovation - it is an active process that requires planning, structure and leadership.

Key takeaways include:

• Treat de-implementation as a core component of transformation, not an afterthought
• Recognise and address the emotional impact of retiring old systems
• Use structured frameworks to improve governance and decision-making
• Create space for reflection and external challenge
• Start early - de-implementation planning should begin alongside implementation.

A model for sustainable change

Ultimately, this case study shows that successful healthcare transformation is not just about adopting the new but responsibly letting go of the old. By approaching de-implementation with the same rigour as implementation, NHS Dorset delivered a smooth, safe transition - and set a blueprint for similar situations in which de-implementation is a key consideration.

As healthcare systems continue to evolve, the ability to stop services efficiently and in a managed way, may prove just as important as introducing new innovation.

Acknowledgements

This blog is adapted from a case study written by Chris Chrzanowski, Trainee Clinical Psychologist, University of East Anglia, during a study placement with Health Innovation Wessex. The authors would like to thank Ellie Venton, Senior Programme Lead – Maternity and Neonatal, NHS Dorset, and Ellie Pollock, Service Improvement Officer, Maternity and Neonatal Service, NHS Dorset, for their support in testing and demonstrating the value of the HIW de-implementation model.