Wates appointed to new Construction Works and Associated Services 2 / ProCure23 framework - Wates

Wates Construction, part of the UK’s leading family-owned construction, residential development and property services business, Wates Group, has been named as a supplier on the new Construction Works and Associated Services 2/ProCure23 framework launched in partnership with Crown Commercial Service (CCS) and NHS England and NHS Improvement.

  • Wates Construction awarded place on four of the regions in lot 1, lot 2 and lot 3 of ProCure23 lots and lot 5 of the CWAS2 lots
  •  The ProCure23 lots aim to drive innovation and sustainability within the NHS
  •  Sophia Lawrie to lead programme of work as Healthcare Framework Manager at Wates

CCS supports the public sector to achieve maximum commercial value when procuring common goods and services. In 2020/21, CCS helped the public sector to achieve commercial benefits equal to £2.04bn – supporting world-class public services that offer best value for taxpayers.

The ProCure23 lots is a procurement route for the design and construction of NHS capital projects and aims to bring the latest best practice in construction methods, modern methods of construction and digital infrastructure to the NHS. Wates has been appointed to all the ProCure23 lots, including the two higher value lots for healthcare facilities between £20 million and £70 million and over £70 million.

The new commercial agreement recognises the importance of public sector construction as a key driver of economic recovery, providing health bodies in England with a new route to market for construction works and associated services, and helping the UK to build back better. It adopts the principles of the Construction Playbook, rationalising frameworks in an innovative and collaborative partnership between CCS and NHS England and NHS Improvement.

The framework, which lasts for four years, combines the ProCure23 lots that are available to NHS England and has two national lots that are available to all other UK public sector bodies. The frameworks enable clients to buy construction services from businesses like Wates that have experience delivering highly complex structures, working in live operational environments, and understand how to implement the latest technology to improve quality and accelerate progress towards net zero.

This announcement follows the appointment of a new senior team focused on expanding Wates’ work in healthcare last summer, with Sophia Lawrie also joining the company in September as Healthcare Framework Manager.

In October, it launched the Decarbonising Health Estates Partnership (DHEP) alongside Arup and HKS Architects to support NHS Trusts in developing and implementing their decarbonisation strategies, focusing on existing NHS estates.

Wates recently completed the 72-bed York In-Patient Facility at Foss Park and is currently completing the Abbey Area Health centre in Camden, which includes a GP surgery, offices and new community centre. In 2020, it delivered a 176-bed intensive care unit for The Royal London Hospital to boost response to COVID-19.

Simon Kydd, Head of Healthcare at Wates Group, said:

Securing a strong position on the framework has been the result of 18 months of hard work, bringing together a team of experts with extensive experience in the sector and with previous iterations of ProCure frameworks.

The NHS faces many challenges in 2022, which will test the UK construction industry around net zero carbon, modern methods of construction, and incorporating smart and digital technologies. This framework, with its focus on collaboration, is the perfect opportunity for us to bring our innovative, flexible approach, drawing on our experience from other sectors, to deliver on these challenges.”

Simon Corben, Director of Estates and Facilities and Head of Profession at NHS England and NHS Improvement, said:

ProCure23 builds on almost two decades of success of ProCure as a route to market for NHS capital projects. The framework has been split into 3 lots to enable greater reach into all aspects of the NHS’s capital requirements including increasing our estate’s capacity through new builds, addressing backlog maintenance, or reconfiguring spaces to better meet the health and care needs of our local communities.”

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