PROCUREMENT AND GOVERNANCE
fairly and that there’s no ambiguity about what was said, when or by whom. This is especially important in a sector
where public scrutiny is high, and the stakes are even higher.
Collaboration must become the default Across the public sector, we are seeing a shift away from adversarial procurement models toward more collaborative ways of working. This is long overdue. In healthcare especially, where the focus must always remain on patient care, a collaborative supply chain is essential. The NEC framework supports this by design, but it requires effort to embed. Trusts need to create space for dialogue, empower contractors to raise early warnings without fear and use data to drive decisions rather
Sypro supported the contract management of a £14.5 m cancer centre for The Christie in Macclesfield.
clear: NEC is the preferred model for most major NHS infrastructure work. When used properly, it delivers results. The NEC contract is designed to improve performance
Simon Hunt
Simon Hunt is co-founder of Sypro and the Pagabo Group, and strategic account director at Sypro, a B Corp–certified UK company specialising in construction contract management. He has overseen nearly 1,000 contracts for 200 NHS Trusts, supporting projects across construction, healthcare, energy, infrastructure and government. Simon promotes empathy and flexibility in client relationships, qualities that proved critical when Sypro’s software supported the rapid delivery of NHS Nightingale and COVID- ward projects. He is also committed to embedding sustainability in business practice, ensuring contract management not only delivers efficiency and clarity but also aligns with wider environmental and social goals.
by embedding accountability throughout the life of a project. Key features like early warning systems, programme submission cycles and defined communication processes help keep projects on track and encourage collaboration between Trusts and contractors. Yet NEC is also complex. Without the right training, NHS teams can struggle to understand its mechanisms – and when that happens, the contract becomes little more than an expensive piece of paper. The real value of NEC comes when it’s used as a live management tool, not a static document. That means ensuring all parties understand their roles and responsibilities, tracking compensation events in real time and using the contract to guide decision-making, not just to resolve disputes after the fact. In many large-scale hospital builds, it’s not unusual to
see hundreds of compensation events logged over the life of the project. Each of these represents a potential shift in scope, cost or delivery. Left unmanaged, they become a major administrative burden – especially when tracked manually.
Enter digital contract management platforms, which
have become an indispensable fire hose against that administrative burden and disjointed communication. They offer a single source of truth for all parties, flag early warnings automatically, and ensure decisions are recorded with time-stamped audit trails. These systems don’t just reduce admin; they de-risk the entire project. They’re also perfectly aligned with the aims of the NHS’s digital investment strategy – which is not just about patient care, but about making back-office systems smarter, faster and more accountable. Technology can’t fix culture, but it can enable better
behaviours. One of the most damaging dynamics in healthcare construction is the gap between contractors and clients. Contractors often have deep expertise in NEC contract management; Trusts often don’t. This creates imbalances, tensions and, at times, missed opportunities. Where digital systems are introduced alongside a commitment to training and collaboration, we see much stronger outcomes. Trusts become more confident decision-makers, contractors feel more supported and less exposed, and project governance improves across the board. It’s also worth noting that software isn’t just about ticking
boxes. The best systems act like referees, they ensure everyone is playing by the rules, that decisions are made
182 Health Estate Journal October 2025
than opinions. That’s where software tools offer true accuracy. They
provide transparency, remove ambiguity and help maintain focus on outcomes rather than blame. When everyone can see the same data, conversations become less about interpretation and more about action. This is a moment of opportunity for the NHS. With new funding, political support and a clear mandate for digital transformation, we have the chance to reset how we deliver capital projects. Yet we must be honest about the challenges. Scope
change, limited in-house expertise, inconsistent use of frameworks and reactive management have all held back progress in the past. If we’re to build better, we need to change not just our tools, but our mindset. So, there should be focus on investing in training, embedding digital systems and fostering a culture of collaboration. It means seeing contracts as live management tools, not just legal fallbacks. It means ensuring that every decision made on a project is transparent, auditable and aligned with the goals of the wider healthcare system.
A supporting role for digital tools Sypro’s platform has been developed in close collaboration with NHS Trusts, contractors and framework providers to meet the specific challenges of healthcare construction. From programme management and early warning tracking, to audit trails and performance dashboards, it enables contract teams to work efficiently, transparently and in alignment with requirements. It has already been used to support some of the
NHS’s projects, including The Christie and the creation of Nightingale hospitals during the pandemic. Tools like Sypro can support better delivery, but it is up to project teams to drive that culture forward. The NHS is entering a new phase of estate
development. With fresh investment and a national focus on infrastructure, there is a clear opportunity to improve how capital projects are delivered. Opportunity alone is not enough. If this investment is to have lasting impact, Trusts must prioritise robust contract management, invest in the tools and training that support it, and foster a culture where collaboration and transparency are not just encouraged but expected.
By combining the right frameworks, the right systems and
the right mindset, we can build an NHS estate that is fit for the future and deliver the healthcare environments that patients and staff deserve.
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