P22 represents the third iteration of the DH framework, which provides design and construction services for NHS and Social Care organizations for a number of jobs and services. P22 continues to build on the principles of its predecessors to streamline the procurement process and create an environment in which customers, Principal Supply Chain Partners (PSCPs) and their supply chains develop stronger partnerships to improve efficiency and productivity while supporting improved clinical outcomes for patients and improving the employee and visitor environment. THE ABILITY TO CONTROL COSTS AND COST SECURITY BY AGREEMENT AT A GUARANTEED MAXIMUM PRICE. The National Framework ProCure21 is a framework agreement with six major supply chain partners (PSPs) and their supply chains, selected as part of the OJEU tendering process for investment projects. Any NHS client or joint venture can use the framework for investment work without having to go through the OJEU procedure itself. ProCure21 must build on the perceived success of ProCure21. This is therefore not a radical departure from the existing framework, although there are some differences. Most importantly, ProCure21 is a way for contractors to build to do urgent work in the public sector at a time when private projects are scarce and margins are limited. Competition for places on the new framework will undoubtedly be intense. He adds: “One thing is often forgotten in traditional purchases: the method of delivery of construction. NHS ProCure 21 is a six-year framework programme of the UK Department of Health for publicly funded capital programmes for the National Health Service (NHS) in England. Its predecessor, ProCure 21, has successfully provided more than 420 municipal hospitals, primary care centres, psychiatric units and other acute care services such as cardiac care and outpatient services. Each project is carried out by one of the main supply chain partners implemented by the NHS Trust responsible for NEC3 Option C .A.
Each partner has a number of specialized members of the primary supply chain who form an integrated team. The framework allows for rapid mobilization of projects and long-term relationships, and the ECC`s partner approach ensures greater time and cost security. Under Supply 21, which is based on NEC2 ECC, more than 90% of the systems were subject to deadlines, budgets and budgets, and customer satisfaction remained high. And although voluntary, the previous framework has become the most popular acquisition route for NHS capital systems with a total value of $4.3 billion. ProCure21 is an appropriate procurement approach for the following types of work: Customers benefit from a guaranteed maximum price under the framework, which will only change if the customer has accepted the need for the change and all risks have been identified and agreed before this agreement.  www.nao.org.uk/report/good-practice-contract-management-framework-2-2/ But one of the most successful of them was the ProCure framework of the Department of Health and Social Care (DHSC), which has strengthened since the advent of the original proCure21 framework for the provision of design and construction services to the NHS throughout England in 2003. “It`s a planned, PSP-led approach that puts the site lines in the early acquisition process to help shape the system from the start.” ProCure22 (P22) is a construction acquisition framework managed by the Department of Health (DH) for the development and implementation of NHS and social care capital systems in England.