CONSTRUCTION PROCUREMENT Capture
Identify and capture the key project drivers that influence the selection of MMC options.
Identify
Identify MMC opportunities within each category.
Assess
Assess the MMC percentage for each building element and for the project as a whole.
Standardise
Standardise the way of converting MMC into % scores, to enable meaningful comparisons.
Articulate
Articulate MMC in a way that can be easily understood to support
decision making. Figure 2: How the benefits of an MMC approach are identified and realised on a construction project.
To this end, the MMC agenda is being promoted in all its innovative forms – including design, construction, value capture, digital, production, and into use within healthcare.
MMC toolkit Within the NHS, MMC is now a core policy. This promotion of MMC to assist in the delivery of healthcare infrastructure results in the need to set targets. An aspirational national NHS target has been set as for any scheme to strive for 70% MMC for new-builds, and 50% for refurbishments. Where there are exceptions, where targets cannot be achieved, a full justification must be provided, with a full narrative of the options explored. Targets are reviewed at the stage of business case approval. Historically, these targets vary as much as the interpretation of MMC, with statements such as ‘ranging from 50-70%’ being quoted, but without an established method of measurement. Even existing MMC metrics, such as pre-manufactured value (PMV), have multiple interpretations
and calculation methodologies, resulting in a lack of consistency of calculation and reporting.
A range of metrics used This lack of consistency has, in some cases, strayed away from the original aims for promoting MMC, and led to unintended consequences, with a range of metrics issued as part of business case submissions. To ensure a consistent approach across the NHS ProCure 23 framework, the ProCure23 team has developed and piloted its MMC ‘toolkit’ over a number of projects. This Toolkit, titled NHS Modern Methods of Construction Toolkit, (and the accompanying User Guide, both of which will be viewable on the NHSE website in the near future), provide a framework and key themes to create a coherent ‘MMC’ strategy. The Toolkit can be employed by NHS Trusts, consultant teams, and contractors, at any stage of a project, although it is proven to be most effective with early contractor and supply chain engagement. At the early stages of the project, the Toolkit can be used to set aspirations for
the future development, procurement, and construction of the project, and help articulate the client vision and set the direction of travel for the development. This is when it is most effective, sitting alongside other supporting tools such as the Construction Innovation Hub Value Toolkit, the Net Zero Carbon Building Standard, and Social Value scorecards.
Definitions used In 2019, the Ministry of Housing, Communities and Local Government (MHCLG) published a framework, categorising different forms of innovative construction techniques. It said at the time: “The intention is for this framework to regularise and refine the term ‘MMC’ by defining the broad spectrum of innovative construction techniques being applied in the residential market, both now and in the future.”
While the framework was originally defined to encourage MMC in the residential sector, the same principles are easily applied to the healthcare sector, as MMC relates predominantly to supply chain capacity and capabilities, rather than sector-specific elements. The categories
Consider
Consider the carbon implications of the proposed MMC.
Consider
Consider the social value implications of any MMC adopted.
Drive
Drive innovation and smarter buildings.
Dynamic
Be dynamic and change as industry and advancements are realised.
Table 1: The first section of the P23 Toolkit captures client priorities for the project based around principles of faster, better, sustainable legacy and economic value.
Table 2: The Constraints assessment form provided within the Toolkit, with a series of prompts, allows the project team to assess project constraints.
Table 3: A qualitative assessment of the Category 0 interventions for a project – including a range of predetermined metrics seen as ‘good practice’ by the P23 Contractor group.
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