Norfolk and Waveney University Hospitals Group

The Norfolk and Norwich University Hospital, The Queen Elizabeth Hospital King’s Lynn, and the James Paget University Hospital have published the full case for establishing a group model across the three Norfolk acute hospitals. The group will be called the Norfolk and Waveney University Hospitals Group, however, each of the hospitals will continue to operate under their own names.

Streamlined decision making combined with locally focused delivery of care will enhance hospital experience and outcomes for patients across Norfolk and Waveney.

Group models across the NHS vary according to the needs of the organisations within them. In the case of the three Norfolk acutes there will be a single Chair and a single Chief Executive and a single set of Executive and Non-Executive Directors across the three. Each hospital will have an Executive Managing Director who will be a full member of the Group Board.

Interim Group Chair Mark Friend has been appointed and a substantive Group CEO and Hospital Executive Managing Directors will be appointed in April/May. Once these key posts having been filled, a six-month phased implementation of the group model will begin.

The case for establishing a Group Model can be read in full.

Tracey Bleakley, Chief Executive of NHS Norfolk and Waveney ICB, said: “The case for change shows that closer working between our three hospital trusts will help us to achieve the things that matter most to patients, such as tackling waiting lists and ensuring people can be treated quickly in an emergency. The change will also improve efficiency and deliver better value for money, which is vital at a time when there is real pressure on NHS finances. Importantly, it will deliver these improvements while also recognising the different needs of the communities the hospitals each serve.”

The group model helps create the opportunity to:

• Deliver a consistent best practice model of urgent and emergency care with a particular focus on frailty.
• Implement safe and sustainable care models.
• Level up outcomes and access by optimising elective care pathways.
• Tackle some of the underlying financial challenges facing the hospitals.
• Co-ordinate our priorities around local services and provide the local hospitals with autonomy to advance work with partners in place settings.
• Deliver better outcomes for people with cancer at all stages of the pathway.
• Ensure a co-ordinated approach to the development of the two new hospitals in Kings’ Lynn and Gorleston.
• Make the most effective use of workforce capacity.
• Improve staff offer and thus retention.
• Enhance research, training, and innovation.
• Leverage better negotiation, purchasing and investment power.
• Ensure an aligned approach to strategy, transformation, and planning functions.