INFRASTRUCTURE
Hospital 2.0: Turning vision into scalable reality
The NHS’s New Hospital Programme (NHP) and the arrival of the Hospital 2.0 framework alliance are pushing the UK’s healthcare sector into a brave new world. With considerable project values and important timelines on the horizon, we need to explore what Hospital 2.0 truly means in practice. Jonathan Oram, director of frameworks at national procurement specialist Pagabo, offers an expert view, suggesting that it will take a village for real change to come forward.
With increasingly dilapidated buildings, extensive waiting times and dwindling availability of services, there is no doubt that change within the UK’s healthcare system is welcomed. As the NHS embarks on a bold new journey, under
the UK’s NHP, the incorporated Hospital 2.0 principles are set to serve as the roadmap to success through an approach focused on effectively standardising design and construction activity within the sector. Recent years have forced the NHS into a new role, and it can be said that it wasn’t necessarily ready for the acceleration. The impact of this comes in the form of crumbling foundations and services bursting at the seams trying to keep up with demand. However, the Hospital 2.0 alliance looks to standardise the construction and design process as part of the NHP’s aims in tackling these challenges. Its aim is to bolster the growth of new hospitals and improving current stock, through incorporating best practice elements, innovation and sustainability. Effective procurement across any sector is built on
Backed by funding from NUH and NHS England, the refurbishment and expansion work of the state-of-the-art endoscopy unit at Nottingham University Hospitals NHS Trust’s (NUH) Queen’s Medical Centre (QMC).
a bedrock of collaboration and effective, streamlined processes. These are characteristics of all the frameworks we manage for a range of contracting authorities and is exactly what Hospital 2.0 looks to embody. Whether it’s standardising patient journeys and care, incorporating modern methods of construction or increasing focus on sustainability and digital technologies, there’s no doubt that the make-up of Hospital 2.0 is ambitious – but its potential benefits are exciting.
A new age for the supply chain Effective procurement routes offer supply chains visibility of confirmed incoming work, which allows for futureproofing and business growth, as we’ve seen across our supplier network at Pagabo. Meaningful supplier engagement is ingrained within Hospital 2.0 characteristics, with the establishment of clear requirements for delivery and ensuring early transparency for all businesses supporting this new approach to project delivery, which for SMEs can be especially fruitful. Currently, supply chain capacity to deliver offsite manufacturing, a key element of Hospital 2.0, is a major challenge. Significant private sector improvements, or adaptations to the new delivery approach, need to be made if we are to see the desired progress in improving healthcare estates. This is a niche consideration that may seem rudimentary at the implementation stage we are currently at, but nevertheless it is an important consideration as far as the supply chain is concerned.
Resilience and longevity If we are to look wider, delivering big ticket healthcare projects must come from suppliers that are robust in nature, through and through. Suppliers need to consider how they develop themselves wholeheartedly to fit the mould. Focusing on remaining agile, resilient and programmed for longevity will all be important traits for suppliers to see success within the Hospital 2.0 arena. Intrinsically, a key goal of the NHP is increasing patient focus. Not just improving but also standardising patient care across NHS services – along with developing clearer patient flows – will reduce juxtapositions currently seen in processes and care levels. Any supplier looking to make the most of the new opportunities available to them will do well to adopt the same mantra. It’s having a holistic view that will matter most, with elements like early engagement being top ways for suppliers to help themselves with this process. Adaptability has already been mentioned briefly, but with this comes suppliers allowing themselves to fear the unknown. Existing relationships with supplier networks are beneficial, there is no doubt about that – but the exponential growth of workflow for suppliers within the sector will come from expanding and increasing these networks, whether
46 Health Estate Journal November 2025
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