CONSTRUCTION PROCUREMENT
data collection. The PMV calculation should be informed by the Category 0 and Category 7 assessments, with greater standardisation and on-site innovation aiming to drive better value.
The Executive Summary An Executive Summary at the start of the Toolkit (see Figure 4) provides details to the NHSE assurance team, offering a simple oversight on the development, the client prioritisation, MMC deployment, and a summary of the various assessments. The project scale and typology are also included to allow assessment across different typologies. A key part of this is the three project estimated percentages; the Cat 0, PMV, and Cat 7 values. The publication of these percentages enables NHSE teams to develop benchmarks and gain useful data insights into how the positive effects that standardisation, digitisation, and on-site innovations bring may aid the deployment of MMC. A key part of using these three metrics is to collate data that reinforces that MMC should help achieve cost-effective, predictable delivery of high-quality healthcare facilities, with the goal of improving outcomes for patients and staff.
Further ‘capture’ of innovations As the data gathering progresses, the MMC Toolkit will enable the further capture and assessment of innovations, and it will become clear how this realises the client outcomes. Through consistent measurement throughout delivery, we can draw insights into optimism and accuracy inherent within the figures. The Executive Summary also provides an estimated MMC score – a weighted assessment that combines a factored Cat 0 and Cat 7 percentage alongside the PMV percentage. The overall MMC percentage is designed to give a single figure encapsulating everything that could be described as MMC, as it combines the on-site and off-site elements. This provides a clear and concise report for business case approval. We have seen that PMV alone can result
in unintended consequences – leading to a focus on driving offsite costs in lieu of value for the project. The Toolkit is intended to shift behaviours, currently weighted towards PMV, with the aim of moving toward a greater emphasis on Cat 0 and Cat 7 opportunities. This will ensure that we not only enable the right forms of off-site and on-site construction, but also deliver value for the client. The MMC Toolkit provides a holistic overview, unlike previous assessments, that may have focused only on PMV or non-quantitative approaches.
When can this be adopted? The MMC Toolkit has been developed to be adopted at any business case or
34 Health Estate Journal June 2023
design stage. However, the intent of the Toolkit will vary with each stage. During the early stages of the project, RIBA stage 0-1 or Strategic Outline Case, it can be used to set project aspirations (utilising PMV benchmarks). This stage can help inform the briefing for future design stages – including the methodologies that may be best suited to the project.
During RIBA stage 2-3 or Outline Business Case, the Toolkit can capture how designs are evolving or performing, setting early stage PMV levels (based on estimated benchmark values or initial market engagement), and setting aspirations for construction innovation. At RIBA stage 4 and into 5, Full Business Case and delivery, the Toolkit
Andrew Rolf
Andrew Rolf, Healthcare Technical advisory lead, is part of the Mott MacDonald health sector leadership team, supporting healthcare sector clients with all aspects of strategy development and project delivery. With over 20 years’ construction and engineering experience, he has design and delivery experience across a range of multidisciplinary, award- winning, healthcare projects – including the delivery of off-site, industrialised construction forms. He supports the central NHS team across a range of subjects, including Modern Methods of Construction, delivery of Low-Carbon design, and specialist estates appraisal (including RAAC).
Helen Sturdy
Helen Sturdy CEng, MSc, BEng (Hons), FIHEEM, CIWFM, MCIBSE, MAPM, NEC4Reg, is National head of, and Procurement Framework and Construction lead, at ProCure23. She says: “As a highly experienced healthcare estates and facilities healthcare professional, I have been involved for many years in ensuring the delivery of safe, effective, and sustainable environments as part of a senior leadership team. I have a passion for driving excellence, and enjoy working on the NHSE ProCure23 framework (P23), which delivers NHS construction
projects. P23 is as a real asset to the NHS, with driving innovation and collaboration at its heart. P23 is heavily supported by a collaborative team of experienced NHS professionals, contractors, and their supply chain. In this role I am able to use all my skills to make a difference on a national scale for the NHS and its patients.”
Colin Hamilton
Colin Hamilton, Sector director – Health at ISG, has 35 years’ construction experience, working in operational environments, investments, and account management. He has worked across several sectors, predominantly in healthcare, driving improvements for better patient outcomes, and has been involved in the NHS ProCure framework since its inception in 2002. Since 2019 he has supported central NHS teams to deliver emergency projects, and develop areas such as training, reducing climate change, social value, and Modern Methods of Construction. He is a chartered Civil Engineer, and sits on University College Birmingham’s Employer Board.
Construction specialist, ISG, employs over 2,900 staff in the UK and internationally. Its healthcare experience ranges from community facilities to technical hospital fit-outs, new-build cancer centres, and pioneering research institutions.
will be informed by supply chain involvement, and will be used to track project progress. Finally, at project completion, a post-completion review can be used to assess how the initial design approaches had impacted on final PMV and similar scores.
Trialling and feedback The P23 MMC Toolkit is currently being trialled on a number of projects, and the initial feedback is being collated. It will be published on the NHS England website, allowing adoption across government. The Toolkit provides a consistent and well-supported approach for the greater good of the industry, driving cultural change and understanding of the opportunities.
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