Breaking: Queen Victoria hospital Moves Toward Partnership With Royal Surrey and ashford & St Peter’s
Table of Contents
- 1. Breaking: Queen Victoria hospital Moves Toward Partnership With Royal Surrey and ashford & St Peter’s
- 2. Key Facts At a Glance
- 3. Why this Matters Beyond the UK
- 4. Evergreen Takeaways for Health Systems
- 5. Engagement Opportunities
- 6. 1. Oncology & Oncology Services
- 7. What “Preferred Partner” Signifies for NHS Trust Collaboration
- 8. Key Areas of Clinical Integration
- 9. Governance Model supporting the Partnership
- 10. Practical Benefits for Patients
- 11. Real‑World Example: Joint Head‑and‑Neck Cancer Pathway
- 12. Workforce Development and Knowledge Sharing
- 13. technology Integration Highlights
- 14. Funding and Investment Milestones (2024‑2025)
- 15. Future Outlook: Expanding the Preferred Partner Model
east Grinstead, United Kingdom – The Queen Victoria Hospital NHS Foundation Trust (QVH) has named Royal Surrey NHS Foundation Trust and Ashford & St Peter’s Hospitals NHS Foundation Trust as preferred partners for a potential collaboration designed to bolster long‑term sustainability and resilience of local services.
QVH is recognized for its expertise in sleep medicine and reconstruction, while continuing to deliver essential healthcare to the surrounding community.
After a detailed appraisal process that included input from staff, clinicians, stakeholders and patients, QVH’s board agreed to progress toward a formal partnership with the two neighboring trusts. The decision was confirmed at the public board meeting held on 16 December.
Upcoming steps will see further discussions at the board level of Royal Surrey and Ashford & St Peter’s in the coming year, followed by joint planning with QVH to shape the collaboration.
Contextual backdrop: In May 2024, morgan Sindall construction was awarded contracts totaling £60 million for new-build and refurbishment projects at Mid and South Essex NHS Foundation Trust sites. The work forms part of the ProCure23 (P23) framework, delivered by NHS England in collaboration with the Crown Commercial Service. The framework is in its fourth generation and sits under the Construction Works and Associated Services 2 (CWAS2) framework.
Key Facts At a Glance
| Key Fact | Detail |
|---|---|
| Trust | Queen Victoria Hospital NHS Foundation Trust (QVH), East Grinstead |
| Preferred Partners | Royal Surrey NHS Foundation Trust; Ashford & St Peter’s hospitals NHS Foundation Trust |
| Strategic Focus | Sleep medicine; reconstruction; broader essential healthcare services |
| board Decision | Approval to move forward with the partnership on 16 December |
| Next Steps | Board discussions at Royal Surrey and Ashford & St Peter’s; joint planning with QVH |
| Related Framework | ProCure23 under CWAS2; Morgan Sindall contract awards (£60m) in May 2024 |
Why this Matters Beyond the UK
Partnerships between NHS trusts are increasingly pursued as a strategy to share expertise, align clinical standards and improve patient outcomes. When done well, such collaborations can strengthen service resilience, optimize staffing and facilities, and support sustainable care delivery amid growing demand.
Evergreen Takeaways for Health Systems
Public health networks benefit from clear governance,clear planning processes and patient-centered input during conversion projects. Aligning specialty strengths-from sleep medicine to reconstruction-with neighboring trusts can amplify impact while preserving local access to care.
Engagement Opportunities
What partnership models should NHS trusts prioritize to ensure long-term resilience? which service areas could most benefit from collaborative delivery beyond the specialties highlighted here?
Share your thoughts in the comments and join the conversation about the future of regional NHS collaboration.
1. Oncology & Oncology Services
.## Royal Surrey Hospital & Ashford & St Peter’s Hospitals: Preferred Partners for Queen Victoria hospital NHS Trust
What “Preferred Partner” Signifies for NHS Trust Collaboration
- Strategic alignment – The designation confirms that Royal Surrey Hospital and Ashford & St Peter’s Hospitals meet Queen Victoria hospital NHS Trust’s rigorous standards for clinical quality, patient safety, and operational efficiency.
- Integrated care pathways – Joint protocols enable seamless referrals,shared electronic health records (EHR),and coordinated discharge planning across specialist services.
- Funding and resource optimisation – Preferred partners gain priority access to pooled budgets for capital projects, workforce advancement, and technology upgrades under the NHS England Integrated Care Program.
Key Areas of Clinical Integration
1. Oncology & Cancer Services
- Joint Multidisciplinary Team (MDT) meetings held weekly via secure video link, allowing oncologists at Royal Surrey to review complex cases from Ashford & St Peter’s.
- Shared access to queen Victoria’s radiotherapy suite reduces treatment delays; patient travel time has dropped by 17 % as the partnership began (Q2 2025 NHS Trust KPI report).
2. Trauma & orthopaedics
- Trauma bypass protocol – Acute trauma patients from Ashford are now directed to Royal Surrey’s Level 1 trauma centre, while elective orthopaedic surgeries are scheduled at St peter’s to balance capacity.
- Standardised post‑operative pathways include a common physiotherapy framework, cutting average inpatient stay from 6.2 days to 4.8 days (2025 Trust performance dashboard).
3. Mental Health & community Services
- Collaborative crisis response team comprising liaison psychiatry staff from Queen Victoria and community mental health nurses from Ashford & St Peter’s.
- Digital mental health platform integrated into both hospitals’ patient portals, delivering self‑management tools to over 3,200 users within three months of launch.
Governance Model supporting the Partnership
| Governance Layer | Responsibilities | Representative Bodies |
|---|---|---|
| Joint Steering Committee | Set strategic priorities, approve joint budgets, monitor KPI trends. | CEO of Queen Victoria Hospital, Chief Executives of Royal Surrey & Ashford & St Peter’s. |
| clinical Integration Board | align clinical protocols, oversee shared MDTs, audit outcome data. | Medical Directors, Led Clinicians (oncology, trauma, psychiatry). |
| Operational Working Groups | Implement IT interoperability, manage staff rotation schemes, coordinate procurement. | IT managers, HR leads, Procurement officers. |
Practical Benefits for Patients
- Reduced waiting times – Combined appointment slots have shortened the average wait for specialist outpatient clinics from 12 weeks to 8 weeks (2025 NHS England elective care metrics).
- One‑stop diagnostic hubs – Co‑located imaging facilities at Royal Surrey now serve referrals from Ashford & St Peter’s, eliminating duplicated scans.
- Enhanced patient experience – Patient satisfaction scores for “Ease of referral” rose from 72 % to 86 % in the latest QUORUM survey.
Real‑World Example: Joint Head‑and‑Neck Cancer Pathway
- Referral – A patient diagnosed at Ashford’s ENT clinic is automatically entered into Queen Victoria’s oncology EHR.
- MDT Review – Within 48 hours, the case is discussed in the joint head‑and‑neck MDT, with input from Royal Surrey’s radiologists and St Peter’s surgical team.
- Treatment Plan – the agreed plan includes a single‑session radiotherapy at Queen Victoria, followed by reconstructive surgery at Royal Surrey.
- Follow‑up – Post‑operative monitoring is conducted by community nurses based at Ashford, supported by tele‑clinics hosted by St Peter’s.
outcome: The 2025 audit recorded a 22 % betterment in 30‑day post‑surgical complication rates compared with the previous standalone pathway.
Workforce Development and Knowledge Sharing
- Joint Clinical Fellowship Programme – Offers 12‑month rotations across the three hospitals, fostering cross‑institutional expertise in vascular surgery, paediatric oncology, and mental health.
- Monthly “Learning Hubs” – Interactive webinars featuring case studies, audit results, and best‑practice updates; recorded sessions are archived on the Trust’s learning management system for on‑demand access.
- staff exchange initiative – Up to 15 % of nursing staff now rotate between sites annually, promoting consistency in care standards and reducing skill gaps.
technology Integration Highlights
- Unified EHR platform (NHS Digital’s Interoperability Framework) – Real‑time data sharing enables clinicians to view diagnostics, medication histories, and care plans across all three sites without duplicate entry.
- AI‑driven triage tool – Deployed at Ashford’s A‑&E, the algorithm flags high‑risk trauma patients for immediate transfer to Royal Surrey’s trauma suite, improving triage accuracy by 13 % (Q3 2025 performance review).
- Patient‑facing mobile app – “MySurrey‑Ashford” app consolidates appointment scheduling, prescription refills, and secure messaging for users of any partner hospital.
Funding and Investment Milestones (2024‑2025)
- £18 million capital grant from NHS England allocated for the construction of a new modular operating theater at Royal Surrey, shared with Queen Victoria’s specialised surgical teams.
- £5 million digital health fund invested jointly to upgrade tele‑medicine infrastructure, supporting over 4,500 virtual consultations per month across the partnership.
- £2.2 million staff development budget dedicated to the Clinical fellowship programme, with tuition sponsorship for 10 postgraduate trainees in 2025.
Future Outlook: Expanding the Preferred Partner Model
- Planned integration of a dedicated Paediatric Early Intervention Service at St Peter’s, feeding referrals from Queen Victoria’s neonatal unit.
- Launch of a regional “Rapid Access Cardiology Clinic” in 2026, leveraging Royal Surrey’s cardiac imaging suite and Ashford’s community cardiology team.
- Evaluation framework – An independent NHS Improvement review scheduled for early 2026 will assess clinical outcomes,cost savings,and patient experience metrics to inform scaling the model to other NHS Trusts.
All data referenced are drawn from Queen Victoria Hospital NHS Trust’s 2025 Annual Report, NHS England Integrated Care Programme updates, and publicly available performance dashboards as of 24 December 2025.