NHS ProCure21 Framework, Leeds

Project name: NHS Procure21 Framework

Location: Leeds

Value: Projects ranged in value from £5k to £30m

Project Outline: We were appointed as Quantity Surveyors on the NHS ProCure21 Framework and were involved in the cost management of numerous projects, primarily spread across Leeds St James Hospital and Leeds General Infirmary.

ProCure21 was administered with strict governance, having prescribed framework processes and procedures, and using the NEC Contract. Significant emphasis was placed upon cost, time, and quality monitoring / compliance.

• Multiple Projects over a 6-year period
• Works delivered in acute ‘live’ environments
• Main hospital sites – St James and Leeds General Infirmary
• Combination of refurbishment, extension and infrastructure works
• Collaborative partnership working

Projects included:

• Major clinical services reconfiguration
• Ophthalmology
• General ward refurbishments
• Major trauma suites
• Children’s ward refurbishments
• Replacement of HV/LV electrical infrastructure

The key success factors identified by the client were as follows:

• Capital funding managed using “open-book” accounting, providing full transparency of all expenditure.
• Avoid / minimise disruption to existing services whilst works were being delivered.
• Success of the partnership working would be evidenced by team performance.

Services: Quantity Surveying

Roles and Achievements: Working in collaboration with Leeds Teaching Hospitals NHS FT for a 6-year period, delivering multiple projects, was a true demonstration of the commitment and ethos of all parties to work as one team, creating a long-term successful partnership.

St James Infrastructure Replacement: This £30m electrical infrastructure scheme involved replacing critical electrical equipment and infrastructure while staff continued to care for patients on site.

A one-team approach was essential in carrying out these works, and planning for all major stages of the programme involved the Trust’s designated clinical representatives. Clear lines of communication were established, regular progress meetings were held. Effective decision-making was essential, considering the critical nature of the activities being undertaken.

Technical solutions to problems of noise, vibration and traffic management were implemented without impacting on the care being provided to patients.

LGI Clinical Services Reconfiguration (CSR): This project involved the conversion of outdated, tired areas into bright and modern theatres and wards featuring the latest technology and updated mechanical and electrical installations, creating colourful, light spaces with a welcoming feel.

The relocation of clinical services created the second largest children’s hospital outside London.