If you have symptoms of coronavirus (COVID-19) – a high temperature, a new continuous cough, or a loss of, or change in, your normal sense of smell or taste (anosmia) – the advice is to stay at home for 10 days. All members of this household should remain at home for 14 days.

If you think you have symptoms, please do not attend your hospital appointment until you are advised it is safe to do so. Please contact us to rearrange your appointment, or to re-organise treatment and tests.

Tomorrow's NUH

Our vision for the future of our hospitals is to become “outstanding in health outcomes and patient and staff experience”.  

To help us achieve this we set out a ten year strategy in 2018 which included six promises: Patients, People, Places, Performance, Partners and Potential. Under our Places promise we made a commitment to invest in, and improve our environments.  We will do this by:

Improving safety and clinical outcomes

Improving safety and clinical outcomes for our patients by creating hospitals designed with the right amount of space to meet future need; where we can provide modern, efficient healthcare, whilst reducing duplication and making sure we have the right services in the right place

Improving the experience of our patients

Improving the experience of our patients by designing an environment and services with and around them and their needs

Providing a better environment for our staff

Providing a better environment for our staff with improved facilities, designed to help them deliver modern healthcare

Ensure that our services and processes are efficient

Ensure that our services and processes are efficient and that our health and care system has the right services and staff, in the right place, at the right time.

The Queens Medical Centre and City Hospitals merged in 2006, and whilst the merger was a success in many ways, it has left us with two large hospitals that have a duplication of services, or services that need to work together to give patients the best outcome spread too far apart. Both hospitals were designed at a different time to care for fewer patients with different needs than our patients in 2020.

We are now one of the biggest and busiest NHS Trusts in the country and provide services to over 2.5 million residents of Nottingham, its surrounding communities, and a further 3-4 million people from across the region that need to use the specialist services we provide. Our ageing estate is not designed to help us deliver the best and most efficient services, and through Tomorrow’s NUH we plan to change that. 

Already recognised for providing outstanding care, we believe our patients deserve to be treated in outstanding, modern and safe environments. We also believe that to recruit and retain the best staff we need hospitals that support them to provide state of the art healthcare that will give their patients the best outcomes.

In September 2019 the Department of Health & Social Care announced a long-term, rolling programme of investment in health infrastructure, which included money to build new hospitals, modernise primary care estate, invest in new diagnostics and technology, and help eradicate critical safety issues in the NHS estate. The Health Infrastructure Plan (HIP) is a new hospital building programme to ensure the NHS’ hospital estate can provide world-class healthcare services. They committed to fund and build 40 new hospitals over the next ten years. Six major projects were given the go-ahead immediately (HIP1 wave 1), with a further 21 schemes in the second wave (HIP2); we are one of those organisations and this scheme will allow us to take forward our exciting Tomorrow’s NUH reconfiguration programme. 

Over the coming months, working with our staff, partners, stakeholders and patients we will design a plan that will:

  1. enable us to provide the right care in the right location, transform our services and meet the commitments made in our Strategy and Clinical Service Strategy, the NHS Long Term Plan and the vision for the Nottingham and Nottinghamshire Integrated Care System;
     
  2. address legacy issues that remain from merging two separate organisations, which impacts our ability to deliver modern care because of services split across sites or duplicated, spreading our staff and equipment too thinly.  It will also support clinical best practice and fulfil our role as a regional centre; and
     
  3. fix the parts of our ageing estate that have received little or no investment and do not meet the needs of our services to deliver modern healthcare.

We have already begun working with clinical teams on developing the clinical operating model which will need to be developed over the next couple of months.