The Norfolk and Waveney Healthcare Collaborative (NWAHC) has taken a major step forward with NHS England’s approval of its group model of operation, officially establishing the Norfolk and Waveney University Hospitals Group.
This model, launched in April 2025, brings together the region’s three acute hospitals, Norfolk and Norwich University Hospital, The Queen Elizabeth Hospital King’s Lynn, and James Paget University Hospital, under a single leadership structure while maintaining local governance.
This development has significant implications for healthcare infrastructure and construction in the region, particularly as it aligns with ongoing investments in rebuilding projects and modernising facilities.
The group model supports the rapid delivery of Norfolk’s two new hospital rebuilds by providing a unified strategic direction that is expected to streamline decision-making and resource allocation across the sites.
This model, launched in April 2025, brings together the region’s three acute hospitals, Norfolk and Norwich University Hospital, The Queen Elizabeth Hospital King’s Lynn, and James Paget University Hospital
Additionally, the rollout of a single electronic patient record system across all three hospitals is underway, which will reduce operational silos and require significant investment in IT infrastructure.
The group’s coordinated approach is also set to accelerate plans for new diagnostic centres and other community-based services, supporting the shift of care outside traditional hospital settings.
The establishment of the group model signals a commitment to integrated healthcare delivery, which depends heavily on modern, flexible, and connected facilities.
For contractors, designers, and planners in the UK healthcare construction sector, this offers opportunities to engage with a system prioritising innovation and sustainability.
The group’s coordinated approach is also set to accelerate plans for new diagnostic centres and other community-based services
Tracey Bleakley, Chief Executive of NHS Norfolk and Waveney Integrated Care Board, highlights the benefits: “By streamlining decision-making and strengthening collaboration, this change will reduce variation in care and improve health outcomes, underpinned by a modern infrastructure that meets evolving community needs.”
As the group embarks on a six-month phased implementation, ongoing investment in capital projects and digital infrastructure will be critical.
The success of these plans could serve as a model for other regions looking to balance local autonomy with collaborative efficiency in healthcare delivery.