INFRASTRUCTURE
The NHS itself carries some of the populations most sensitive data and the importance of effectively protecting this data is clear. Safety efforts within this digital progression must be front and centre across all elements to not only keep patients themselves safe, but their data and information also
Jonathan Oram
Jonathan Oram, director of frameworks at national procurement specialist Pagabo, has over 20 years of procurement experience in the public and private sectors. With previous experience within buying and procurement especially, Jonathan’s work at Pagabo is centred on the development and delivery of effective procurement across its framework offering, working with a range of stakeholders, suppliers and contracting authorities across sectors.
in a devolved manner, but are instead brought together collectively in the aid of clear and prosperous outcomes – something we see consistently breeds success in the healthcare space. Projects like those procured through the Major Works
Framework we manage on behalf of contracting authority Cumbria, Northumberland, Tyne & Wear NHS Trust showcase examples of this collaborative approach in action. 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) exemplifies the collective mindset that both we and the NHP are focused on. The project involved the reconfiguration and expansion
of the existing unit, creating a significantly larger and more modern facility, utilising expertise from various suppliers, including Henry Brothers, CPMG Architects and Keith Simpson Associates, alongside the NUH for effective delivery with collaboration in mind. The project was a significant milestone for patient care
in the region especially, ensuring sufficient capacity for endoscopy services is available, with the work showcasing a clear investment into improved facilities that are so necessary, not just in the East Midlands but across the country. As a prominent voice in the UK’s procurement space,
our expertise allows us to act as an ongoing supportive anchor for the aims of Hospital 2.0, and where gaps may exist in relation to enabling or ancillary works for example, we can be there to offer opportunities to suppliers, with the overarching goal of the NHP in mind. The NHP’s standardised approach cannot be ‘one
Awareness of long-term strategy vs. short term politics will be incredibly important.
size fits all’. Regionally, Hospital 2.0 processes will need to bridge the gap between a collective standard approach to developing our healthcare system, while also staying close enough to regional needs to adapt to local healthcare realities.
For suppliers, working closely with others in the same region to deliver those collaborative outcomes expected from the NHP’s procurement route is cohesively beneficial. Both demand and resources can be pooled here, with efforts likely expedited through this approach, allowing projects to move at speed. Looking at smaller or more rural hospitals or healthcare facilities especially, this regional focus is advantageous. Shared standards on a regional level will support Hospital 2.0’s standardisation efforts, allowing these facilities to access the same quality of procurement avenues, equipment and digital services on an ongoing basis.
Regional and national levels From a digital transformation perspective, efforts to develop this under Hospital 2.0 are as – if not more – beneficial on a regional level as they are on a national level. The aim of transforming digital services for the NHS in line with NHP’s standardised approach to patient care will have a significant impact on a regional level if done correctly. From a patient perspective, we can expect that effective digitisation will have clear cohesivity regionally, allowing elements like waiting times, test results and direct contact with NHS staff to continuously improve – boosting not just service, but also patient confidence in the healthcare system. It can be suggested that digital transformation is the backbone of Hospital 2.0, with its potential realistically endless as we continue to develop existing and new technologies. Whether its utilising digital analytics to predict health trends or increasing flexibility within the NHS’ stretched workforce through developed systems, the possibilities of this digital focus will be vital to the longevity and consistency of the alliance over its 12 year term. Even from a cybersecurity point of view, centralising and standardising this will have clear benefits. The NHS itself carries some of the populations most sensitive data and the importance of effectively protecting this data is clear. Safety efforts within this digital progression must be front and centre across all elements to not only keep patients themselves safe, but their data and information also. From a procurement perspective, this
cybersecurity element is just as important as the NHS embarks on this journey of development in which big budgets, project plans and both stakeholder and supplier information will be prevalent, and therefore in need of protection. Outside of the safety element, the
running of a procurement system with so many moving parts will need effective digitisation to ensure its smooth running in our fast-paced world. Utilising central digital procurement platforms for both project partners, contracting authorities and supplier alike will be essential to ensuring the streamlined approach that the Hospital 2.0 alliance is built on.
48 Health Estate Journal November 2025
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