INFRASTRUCTURE
that’s to help timing reductions or supplier constrictions for example. NHP’s 12 year partnership agreement
within the Hospital 2.0 alliance is a clear catalyst for supporting this drive. Initially, it may seem that the partnership period is particularly long in comparison to other examples of public sector procurement routes, even our own at Pagabo, and although there are reservations that could be formed on this 12 year period, there is no doubt that the benefits are numerous. Growing new relationships over this period goes hand in hand with having the opportunity to make these relationships as robust as possible. More so than this, the 12 year term allows for continuous growth and improvement of elements such as workflows for suppliers, all of which ties in with reducing complexities and bolstering the streamlined approach that the NHP looks to achieve.
Navigating the political landscape When referencing the NHP’s 12 year stretch, it would be hard to ignore the tumultuous nature of our political landscape, which could either be an enabler or a barrier to the NHP’s aims being achieved over the long term. With the overall time spanning more than two standard parliament lengths, we must cautiously consider the impact any possible change of government could have consistency and overall success that Hospital 2.0 is aiming for. There is no guarantee that central government will change or remain the same over the next decade – and in some ways that is the beauty of the UK’s political system. But regardless, being on the side of caution will be important for supply chains and NHS Trusts alike. Even without whole government changes or cabinet
shake ups, this doesn’t mean that political priorities won’t shift. Suppliers, NHS Trusts and the alliance will have focuses influenced, with time and funding dedications possibly changing with the wind. For those utilising the procurement route, awareness of long-term strategy vs short term politics will be incredibly important. It’s been
mentioned already that adaptability will be a core characteristic needed by suppliers especially and this is particularly prevalent here. With public funding use a continued hot topic,
the parameters of Hospital 2.0 funding must be fair, transparent and most importantly, assure value for money consistently – all in line with the aims of recent procurement reform. Any grey areas will negatively impact the growth of authority that both Hospital 2.0 and the NHP is looking to develop.
Procurement collaboration is key Connected, resilient and efficient procurement is central to the make-up of Hospital 2.0. It can be said that traditional procurement routes can be restrictive and lack the agility needed to be consistently successful for both suppliers, Trusts and end users, which is a problem that Hospital 2.0 is aiming to eradicate. This focus is being seen more and more across the
procurement arena and has been the case with us here at Pagabo for a long time already. Effective collaboration is an accelerator, where previously siloed project partners and stakeholders are no longer incorporated
The Hospital 2.0 principles are based on standardising design.
November 2025 Health Estate Journal 47
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76
