Soft Landings User Group 26 April Chair: Gary Clark

Transcription

1 Soft Landings User Group 26 April 2012 Chair: Gary Clark

2 The built environment experts 2

3 The built environment experts 3

4 Soft Landings User Group Interdisciplinary user discussion Test the process Share the experiences Highlight the barriers Swop data Address contractual implications Create database of case studies Define real examples of benefits The built environment experts 4

5 User Group statement of commitment As a member of the Soft Landings User Group: We are committed to ensuring that Soft Landings principles are applied on our new build and refurbishment projects, that operational outcomes match the design intentions, and that the expectations of the building s end users are met The built environment experts 5

6 BSRIA User Group Member This is a Soft Landings project As JPG, TIF and EPS Also available in dark blue, and as a white-out-of-colour The built environment experts 6

7 Soft Landings Resource Share

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9 Government Soft Landings (the new title) Key Themes Soft Landings will be a key element of the construction process maintaining the golden thread of the building purpose through to delivery and operation. Ensuring that Soft Landings becomes standard for government projects. Early engagement during the design process with end users/client/fm Ownership post construction from design/construction team Contractual mechanism to ensure the above Appropriate handover process from construction to end user/fm Post Occupancy Evaluation/Monitoring and tie back to ownership and lessons learnt for future design

10 Objectives: Delivering alignment of design / construction with operation and asset management within government construction using the BSRIA Soft Landings Framework through: 1. Inception and briefing 2. Design Development 3. Pre-Handover 4. Initial Aftercare 5. Aftercare 1 5 years after handover Output: a policy document and guidance for Soft Landings in Government Construction by 30 th Sept 2012.

11 Our findings There are a number of areas were we need to refocus the programme Finding Action Workgroups struggling to provide resource to support programme To remove four sub-groups and become one steering group which will enable SL task members to feed in as appropriate according to their time/expertise/experience Communication needs improvement Perception that original intent has been lost We will provide an monthly update on progress to al SL members which we will seek active feedback on We will ensure that we clearly articulate our direction of travel and what the desired outcomes of the policy are We will rename the task group to Government Soft Landings We will ensure that we will identify where BSRIA works within the requirements for GSL policy and ensure we always refer back to our original objectives Improve engagement with trial SL projects Have a robust plan identifying the needs and stages of SL within each project and ensure that a clear process is in place and that the trials are monitored and lessons fed back

12 Focus areas for Government Soft Landings Through the work undertaken to date with various stakeholders in the group we have determined that the following four areas of focus for Government Soft Landings (GSL) and what will be required as measures within the policy document Environmental Performance Building Management Commissioning Training & Handover Performance Effectiveness & Efficiency Despite some confused messages we have not pulled away from the SL Framework and the following slides will identify what govt need to address and where this sits within the SL Framework. We have also mapped out what will be required for the data drops and at what stages in the BIM process.

13 Focus areas for Government Soft Landings Project Stages BIM data drops Inception / briefing Design development Pre Handover Initial Aftercare 1 5 years post completion Focus areas Environmental Performance Building Management Commissioning Training and Handover Performance Effectiveness & Efficiency

14 Outline for GSL Policy Document This will be a concise document aimed at Commercial Directors, Senior Responsible Officers and those who commission capital projects. The document will comprise of the following: Policy: - Explains in high level terms what is to be mandated into for GSL into capital projects, how this fits into BiM process - What compliance means roles, responsibilities. measures, checklist for GSL - Where to seek advice implementation group, contacts and the guidance documents Guidance documents: - Identify supporting information to policy, e.g., BSRIA guidance, BiM documentation, GSL checklists - Case studies- providing examples of where Soft Landings has been adopted, lessons learnt and ongoing monitoring of trial projects.

15 Proposed programme Key dates for work areas that will support development of guidance for policy Mid May: Complete draft focus for four areas of policy Mid June: Identify high level framework. Identify interfaces and mapping into BiM to understand data needs. End of June: Know activities needed on projects needed to support policy and associated KPIs for activities.

16 Proposed programme Key dates for case studies: End of May: Review of reference material End of June: Projects underway and actively trialling End of July: Review trials and feedback into policy End of August: Implementation group taking policy into action post September established Key dates for Policy Document: End of June: Draft contents completed End of August: Issue draft to for review End of September: GSL Policy Issued

17 Next Steps for GSL and its members As the task group is changing to becoming a steering group we are seeking; - knowledge, - specific information, or - experience in the activity items below. A. Environmental Performance i. Review the assessment approach that has been developed for energy. This will be sent out separately ii. What experience or guidance do you have in embedding the assessment of energy monitoring in the process commissioning, training and handover? iii. How assessment of energy is to be undertaken post occupancy, and what guidance may be used for this. Guidance will need to range from the very basic ones to the more complex, e.g., TM22

18 Next Steps: New areas for focus B. Building Management i. Please review the process map that has been completed provide comment. (attached separately) ii. Can you provide examples of how it works guides and training that have been developed for users and maintainers of facilities? C. Commissioning, Training and Handover i. Have you processes that have been developed for commissioning, training and handover that you consider best practice? ii. Examples of where these processes have been monitored and measures that have been used for them. D. Performance, Effectiveness and Efficiency i. Examples you have of processes of Post Occupancy Evaluation and Monitoring and clients that use them and how they use them. Please confirm your support to any of the above to by Friday 20 th April

19 Next Steps: What happens next? Action Who When Provide a draft policy outline for review Volunteer areas of support/evidence/ knowledge Send supporting information for review Provide evidence and/or comments Roy Evans GSL members Roy Evans/Nick Shaw Volunteered GSL members 13 th April 20 th April 27 th April Next GSL task group meeting ALL 5 th June Utilise information to develop draft policy document Nick Shaw 20 th April - 25 th May 20 th April 22 nd June Monthly progress report to group Roy Evans First working day of each month

20 Soft Landing Trial Projects Department Project Name Project Type Demonstration Partnership for Schools Campsmount School New Build Education POE / POM Partnership for Schools TBC New Build - Education Whole Process Medical Research Council Life Sciences Molecular Building New Build Laboratory Commissioning, Training & Handover DEFRA Building 265 New Build Laboratory Whole process DIO RAF Brize Norton New Build - Accommodation MoJ Bedford Prison Refurb Heating / Windows Whole process Whole process MoJ Frankland R&M Fire Detection Whole process Manchester City Council Town Hall Refurbishment Office and Public Commissioning, training and handover BSRIA Trial Projects Various Various Need to review what stages of SL being monitored and reported via TSB

21 Costing Soft Landings Some ideas from Roderic Bunn Gary Clark Tamsin Tweddell Alasdair Donn The built environment experts 21

22 Costing Soft Landings??? Does it need to be costed? How do you cost it? When do you cost it all at the start or halfway through, or what? What are the external costs? What s a reasonable commitment to aftercare availability? How much does a POE cost? What s done for free and by whom? How do we track it, using what process? The built environment experts 22

23 Does it need to be costed? Yes. SL needs to be budgeted by the client, to cover specific costs if nothing else such as feedback studies, the aftercare time, the POEs, and gathering of performance data where metrics are adopted We ve said that a reasonable, notional budget is about 0.1% of the total contract value 30K on a 30 million project buys a lot of aftercare labour, weighted to the initial 8 weeks and first year, and tailing off thereafter But clients don t seem to be doing this. Employers requirements are simply calling for Soft Landings and contractors/consortiums are saying yes without knowing what budget resource is available. If project team members then cost out their activities separately, costs will balloon If clients fund Soft Landings, with clear, agreed activities and deliverables, it is less likely to be ignored or paid lip service The built environment experts 23

24 So what s are the external costs? That which is best done by independents with no vested interests, and who are neutral to the client body and the supply chain Such as facilitation and pre-design feedback studies (say, of the existing building), setting up and running the reality-check workshops, and carrying out structured POE research at months 12 and 24 The costs of external facilitation are small beer, but nonetheless often difficult to justify on a tight budget Which is another reason for ring-fencing some budget for Soft Landings. The role of facilitating later meetings could pass to a project team member if they can be trained and trusted Energy analysis is still a specialist activity, particularly when it comes to troubleshooting the results You might need to buy in that expertise, if it s not available within the team. Same for carrying out, understanding, and interpreting the results of occupancy surveys The built environment experts 24

25 What can be done for free? The briefing and design stages of Soft Landings can be absorbed into existing professional fees Advice or involvement from specialists and FM people might have to be funded, but often this can also be got for free Attendance at reality checking workshops should be mostly absorbed within the project costs, but to be done well and to guarantee attendance, it might be wise to make meetings a separate fee item, The hire of a neutral venue and a facilitator is also a cost item, but the benefits will vastly outweigh the costs A design TM22 should be part of the consultant s standard offering Aftercare services might be offered pro bono by the architect and engineer but this might serve to unbalance the services from contractors who would otherwise not bother to remain involved (due to the lure of a new project). So it s best that all aftercare services are paid-for, perhaps on variable charge-out rates to keep costs reasonable and enable more to be done The built environment experts 25

26 How much does a POE cost? How long is a piece of string? It depends on the size and complexity of the building, the availability of data, and the depth you want to go However, in Soft Landings, the energy analysis at months 12 and 24 can be reduced to simpler QA process, if the Soft Landings team has created and maintained a TM22 model in the first year, and updated the hours of occupation and the regulated and unregulated loads as they went along Also, if a TM22 spreadsheet is created early on even to Stage C and maintained by the project team, then any external advice can simply be provide support when needed a small hours-run cost Furthermore, the TM22 energy analysis will then be a project cost, not a direct cost to the client The occupant survey is a fixed cost in terms of the licence and the labour but this is still modest really. What s important is creating time to interpret the results and use them to influence any improvement interventions The built environment experts 26

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29 COSTING SOFT LANDINGS TAMSIN TWEDDELL 26 th April 2012

30 Does Soft Landings require specialist skills? Or can anyone do it?

31 PROJECT TYPES Type 1: The client has requested Soft Landings in the brief 1A: The informed client 1B: The uninformed client Type 2: Soft Landings does not form part of the client brief

32 Example question from an ITT: The Authority expects its Consultants and Contractor to adopt a 'Soft Landings' philosophy in relation to the project, in order that the Client can that the initial operation of the building will be smooth and trouble free. Explain how you can fulfil this role?

33 Extracts from strategic brief: Delivery to include. post occupation evaluation with a 12 months soft landings period post occupancy. There will be a soft landings approach to handover employing a countdown and interface management with users and estates.

34 Extracts from appointment documents: Soft Landing means the process of easing the Users into the Premises to ensure that they obtain the best performance from it in support of their work. Each consultant is required to... Participate in Soft Landing meetings.

35 Riccarton Eco-village 35 Soft Landings Procurement May 2012

36 Riccarton Eco-village Lightweight 2016 Housing Hub Heavyweight 2016 Housing Hub Living Lab 36

37 37 Riccarton Eco-village

38 38 Riccarton Eco-village

39 Soft Landing Process Source: UBT and BSRIA

40 Soft Landings Procurement 40 Performance Objectives Objective REALL 2013 Specification Scottish Building Standards: Dwelling Emission Rating Scottish Building Standards: Robust Detailing Standard Scottish Building Standards: Sustainability Rating Code for Sustainable Homes: Rating Passivhaus 2no Dwellings DER 25% reduction from 2010 TER HUB 2016 Specification DER 100% reduction from 2010 TER + appliances and cooking Compliance Method SAP Gold Gold Building Standards Gold Platinum Building Standards Code 4 Code 6 Independent Code Assessor Pass Pass Independent Passivhaus Assessor Wall U-value (W/m 2 K) Service Engineer Confirmation Roof U-value(W/m 2 K) Service Engineer Confirmation Floor U-Value(W/m 2 K) Service Engineer Confirmation Windows U- Value(W/m 2 K) Service Engineer Confirmation Doors U-Value(W/m 2 K) Service Engineer Confirmation Average U- value(w/m 2 K) Service Engineer Confirmation Thermal Bridging Service Engineer Confirmation Fresh Air Supply (l/s/person) 8 8 Service Engineer Confirmation Air Permeability 4 2 Service Engineer Performance In Use Performance In Use (PIU) Method Stage Operational Energy Use (predicted) In-situ Air-permeability verification In-situ Thermal Bridging Operational Heat Loss Controls and Management system calibration Domestic TM22 (DOMEARM) and dynamic building simulation model (IES VE) will be used to create an estimate of energy consumption by end use breakdown. BS EN 13829: 2001 Thermal performance of buildings - determination of air permeability of buildings - fan pressurization method. Stage 1- at completion of external envelope Stage 2- prior to practical completion Thermographic imaging to BS EN13187:1999 Test 1- at completion of external envelope Test 2- prior to practical completion Whole House Heat Loss Test Method (Coheating) CEBE, Leeds University All controls and building management systems to calibrated. (BS EN ) Stage 2-3- Design and Prehandover Stage 3- Pre-handover Stage 3- Pre-handover Stage 3- Pre-handover Stage 3- Pre-handover In use acoustic performance (BS EN :2001) Stage 3- Pre-handover Operational Energy Use Operational Carbon Emissions In-situ U-value verification Domestic TM22 (DOMEARM) with a breakdown of energy consumption by end use. Use Domestic TM 22 in use data and apply current DEFRA carbon emissions conversion factors Insitu U-value testing (BS EN ISO 6946) Stage 4-5 Aftercare Stage 4-5 Aftercare Stage 4-5 Aftercare

41 Soft Landings Procurement Contract Clause The project shall be delivered as a Soft Landings project, where the five work stages in the Soft Landings Framework are adopted so that the operational outcomes align with the design intentions within the Employers Requirements. Heriot Watt University has carried out and completed Stage 1-Briefing of the SL Framework and has appointed a Soft Landings Client Champion to provide leadership for Stages 2-5 of the project. The Developer/Contractor shall ensure that the Soft Landings Framework and Core Principles are adopted and supported throughout the design, construction, handover and aftercare of the project. 41

42 Soft Landings Procurement Stage 4 and 5: Soft Landings Aftercare Agreement This section outlines the key activities of an Aftercare Agreement between the Developer/Contractor and the Client. Soft Landings is primarily a graduated handover of a building with an extended period of 36 months aftercare. The principal objectives during stages 4 and 5 of the SL Framework are: to create a graduated handover with better preparation for operational readiness beforehand, to carry out an extended period of aftercare planned for where the project team works alongside the client team and users to optimise the performance, energy efficiency and occupant satisfaction profile of the asset. In addition to normal duties related to an O&M manual, building handover and 12 months Defect period, the Contractor/Developer shall form an interdisciplinary team to fulfil the key activities below. 42

43 Soft Landings Procurement 43 Month 1-2 Post Practical Completion Appoint Independent Soft Landings Building Performance Consultant (BSRIA or similar provider) Interdisciplinary Contractor and Design team group to attend site at least 1 full day per week for a minimum of 8 weeks. Carry out Weekly walk-around inspection of dwellings to identify emerging issues Carry out weekly interdisciplinary project team and operational team meetings to discuss emerging issues. Carry out resident/focus group meeting at 6 weeks post occupation to discuss emerging issues Identify nature of emerging issues (whether defect, design specification, or aftercare fine-tuning opportunity) Interdisciplinary Project and Operations team to meet and recommend appropriate action whether through main contract as defect, or as a Soft Landings fine-tuning aftercare issue.

44 Soft Landings Procurement Month 3-9 Post Practical Completion Interdisciplinary Contractor and Design team to attend site at least 1 full day per month for next 9 months. Carry out monthly walk-around to review status of issues and identify emerging issues Carry out monthly joint project team and operational team meetings to discuss status of emerging issues. Identify nature of emerging issues (whether defect, design specification, or aftercare fine-tuning opportunity) Interdisciplinary Project and Operations team to recommend appropriate action whether through main contract as defect, or as a Soft Landings fine-tuning aftercare issue. 44

45 Soft Landings Procurement 45 Year 1-3 Post Practical Completion Appoint independent Building Performance Evaluator to carry out Post Occupancy Evaluation using domestic version of CIBSE TM22 energy assessment method and BUS Occupant Satisfaction Surveys at months 12, 24, 36 post practical completion. Interdisciplinary Contractor and Design team to attend site at least 1 full day every 3 months up to the point of optimisation, as agreed with Client representative. Carry out Quarterly walk-around review status of issues Carry out Quarterly interdisciplinary Project and Operational team meetings to discuss resolution of emerging issues. At beginning of month 36, hold an interdisciplinary Project and Operations team meeting to sign off performance in use objectives and close out issues that had emerged with client. At end of month 36, Contractor and Design Team to complete lessons learnt report of project including Domestic TM22 and BUS Post Occupancy Survey conclusions. Lessons Learnt and POE data to uploaded to Carbon Buzz and BSRIA Soft Landings websites.

46 Soft Landings Procurement Stage Activity Additional Cost Stage 1 Briefing and Targets nil Stage 2 Stage 3 Stage 4 (month 1-3) Stage 4 (month 4-9) Appoint Independent SL Consultant: Reality Checking (4 workshops) Peer Review (2 days) Peer Review (2 days) Testing Aftercare office Team attendance on site (8 days) Peer Review (1 day) Team attendance on site (9 days) Peer Review (1day) Inc in contract Inc in contract nil 500 nil 500 Stage 5 POE (TM22 and BUS minimum) 6 Meetings of Core Project Team (Contractor, Architect, Service Eng, Specialist Contractor) Lessons Learnt Report 8-15k 12k Inc in POE Total Additional Costs 32,000 46

47 TSB Rethinking Process Call 4m Funding 1 Bid at 1m 14 Bids at 215k Domestic Non-Domestic Deadline 13 th June

48 Soft Landings Developing the Cost Plan Alasdair Donn Willmott Dixon Energy Services

49 Soft Landings and the Cost Plan What s incremental? Stage 1» Consultant fees brief & target development Stage 2» Consultant fees design/design review» Contractor costs» Subcontract costs time & risk Stage 3» Contractor/subcontractor costs additional pre-pc input» Commissioning management Stage 4» Contractor/subcontractor costs additional aftercare input Stage 5» Contractor/subcontractor costs additional aftercare input» Consultant fees - POE

50 This image cannot currently be displayed. BCU Campus/BIAD Phase 1 Crouch Hill Community Park Islington Keynsham Regeneration BANES Council

51 Soft Landings and the Cost Plan» Difficulty of Base vs SL incremental costs» Hard costs Meetings/workshops Additional contract roles Aftercare/on-site time POE» Soft costs Design time Risk margins Offset on reduced post PC issues» Client drivers key» Current market realities