'In Conversation' with Hospital Chief Executives – 'Re:Imagining Health' conference
Researcher
Hospitals across England are under mounting pressure as demand grows more complex, staff morale declines, and financial foundations weaken. Compounding these challenges is their increasingly ambiguous role within the broader health ecosystem. In a landscape where the Government is intent on shifting health care 'from hospital to community' and prioritising neighbourhoods, how will future hospitals operate?
Yesterday, at Re:State's flagship ‘Re:Imagining Health’ conference, we were delighted to host an ‘In Conversation’ with hospital chief executives: Richard Mitchell, Chief Executive, University Hospitals of Leicester NHS Trust and University Hospitals of Northamptonshire NHS Groups, and Dr Nnenna Osuji, Chief Executive, North Middlesex University Hospital NHS Trust.
Here are my three takeaways from the event:
- Fragmentation
Both Nnenna and Richard highlighted the fragmentation of the health system, emphasising its detrimental effects. This disjointed structure blurs lines of accountability, disrupts care continuity, and often places an excessive reliance on acute organisations, which can be measured by metrics like number of beds and elective procedures. Fragmentation not only undermines patient outcomes but also hampers productivity and efficiency. However, the panellists underscored the opportunity – and imperative – to enhance integrated care models.
- Moving from process-centred to patient-centred frameworks
The need to prioritise patients over processes emerged as a central theme. Nnenna criticised the rigid distinctions between primary, secondary, and tertiary care, reminding the audience that “for a patient, it is care without boundaries.” She argued for shifting from traditional metrics, such as the number of beds, to more meaningful indicators like bed days, which better reflect the patient experience. While health professionals and policymakers often gravitate toward quantifiable, siloed processes, this approach overlooks the central role of the patient in their own health journey. There is a real opportunity for hospitals to lead the way in reframing health and care around the patient, instead of processes.
- Partnering with community organisations
The discussion also highlighted the critical role of community partnerships. Richard shared an example of his hospital’s collaboration with the Sharma Women’s Centre to promote cervical screening awareness. The Centre’s trusted status within the community proved instrumental in increasing participation and improving women’s health outcomes. As the healthcare system transitions 'from hospital to community', fostering partnerships with local organisations offers a powerful way to enhance public understanding of available services and improve health outcomes. Hospitals must seize this opportunity to embed themselves within their communities and create more accessible, trusted care pathways. It was noted that around half of hospital staff are local residents, providing a great place to start partnerships.