Soft Landings Mark Way & Bill Bordass Additions by Roderic - - PowerPoint PPT Presentation

Soft Landings

Mark Way

& Bill Bordass

Additions by Roderic Bunn

Why link design to facilities management?

• Informs design
• Reduces post-handover problems
• Eases transition to occupation
• Facilitates feedback
• Captures learning

Soft Landings is…

• …a fresh, additional service
• More certainty of building delivery
• A closer match between expectations and predictions
• Helping facilities managers to get the best out of their

building

• Longer term involvement after handover

What’s involved?

• Duties of the whole team are augmented during

particular key stages

• Involvement with users is increased before and after

handover

• Soft Landings team are resident during the users’

settling-in period

• Forecasting of building performance is closer
• Actual building performance monitored and reviewed for

3 years post-handover

Why learn from how buildings perform?

• Tuning into outcomes – a shortcut to improving building

performance

• The most effective way of achieving greater user satisfaction
• Brings customer focus into the construction industry culture
• Facilitates process of debugging, that rarely happens
• Facilitates sea-trials for new buildings in an industry that usually

treats buildings as production-line items

User issues (managing expectations,

explaining user controls and other systems)

Design trade-offs do not always equal occupant preferred trade-offs How many can you spot?

Designers weight these differently to

• ccupants – how do you know how

to rank them?

• Noise verses ventilation
• Ventilation verses draught
• Air temperature versus

radiation and downdraughts

• Draught verses control over

windows and blinds

• Natural light versus glare
• Glare control versus views out
• Clothing freedom verses

comfort set point

Who is in control here?

How to understand these variables

• Apply POE methodologies to obtain feedback
• Identify what needs extra attention and fine-tuning

(This needs more thought. How can choices be pit-stopped?)

• Tune the building to meet the expectations and needs of the users
• Use feedback to inform user guides and helpdesk response
• Use feedback to refine design practice
• Move from design-by-habit to designing for outcomes, and all that it

implies

Forces of darkness conspire…

• Regulations and other external influences (eg: the 20% Merton

Rule) can lead to increased complexity

• Sustained good performance becomes critically dependent on

expensive/complex/innovative components and controls

• High risk of a shortfall in performance
• Bedding-in rushed or absent; design team disband
• FM capacity to recover can be quickly eroded or lost
• Building defaults to a lower performance and occupiers just get
• n with their lives. Game over.

So - don’t procure what you can’t manage

What are the benefits of Soft Landings?

• Better and fuller communication during the briefing stage
• More effective building readiness
• Less re-work for the design team and constructor
• Better feedback to improve the product and management
• A natural route to post-occupancy evaluation
• Helps create the agenda for what we really need to do
• Promotes the products and services we need to have

The Soft Landings aftercare process

Degree of professional involvement in Soft Landings High Low

Needs all on board Needs funding outside of main contract (1% of contract value?) Effort needed during design to calibrate design expectation to

• utcomes in practice

Needs contract clauses

Benefits of better communication

• Knowing people are trying
• Regular updating of progress and changes
• Greater confidence in the product
• More involvement and ownership of the project
• Making the move a positive event rather than a scary prospect
• Manage expectations all the way through to prevent the

emergence of credibility gaps and fault-lines

• Builds and sustains relationships and retains clients

Moving can be positive

Soft Landings protocol defined

Duties of the team are augmented during particular key stages

• The briefing stage
• The pre-handover stage
• The post occupation stage
• Each stage has a Preamble and a Work Plan
• Demand as well as supply sides are incorporated
• Work plans can be edited to relate to specific projects
• Individual tasks, responsibilities, purpose and scope are clarified
• Guide notes are included

What about design?

Key slide Briefing preamble

B1 Definition of roles and responsibilities B2 Intermediate evaluation B3 Setting environmental performance targets B4 Sign off gateways B5 Review of past experience

Question How fit within/complement RIBA plan of work, ACE conditions, CIC construction contract, BSRIA Design Framework guidance?

Key slide Pre-handover preamble

Input: Protocol contents P3 Commissioning records check P4 Maintenance contract P5 Training P6 BMS interface demonstration P7 Migration planning P8 Aftercare team ‘home’ Outputs/cross references? BSRIA BSRIA, A N Others? ??? ??? ??? ???

Question How dock with RIBA plan of work, ACE conditions, CIC construction contract, CIBSE and BSRIA commissioning codes - for mutual support

Key slide Aftercare weeks 1-8

Input: Duties

A1 Resident on site attendance A3 Building usage guidance A4 Technical guidance A5 Helpline/Newsletter A6 Walkabouts

Output: Toolkit elements

Generic scope of duties? Proposed format? Proposed format? Contents template? How define, if at all?

Key slide Aftercare years 1-3

• Y1 Aftercare review meetings
• Y2 Logging environmental/energy performance
• Y3 Systems and energy review
• Y4 Fine-tune systems
• Y5 Record fine-tuning and changes of use
• Y6 Helpline/Newsletter
• Y8 Measure environmental/energy performance
• Y9 Year-end review

Soft Landings outputs

• Awareness-raising documents, leaflets, e-news, events
• Soft Landings Code of Practice
• Supplementary documents (how to do it)
• Case studies (what works, what doesn’t, what to look out for)
• Support services (user groups, training, mentoring, KPIs)
• Branding and accreditation

Task Group actions (chronological)

Project group

– Co-funding for work packages (BSRIA donating, other funds for specific outputs?) – Co-authoring for certain sections – Bench-testing of procedures (possible Heelis and new build used as analogues) – Adoption of Soft Landings in Task group’s organisations and within industry bodies

Wider involvement and ownership of draft Code

– Plan for involving CIC, RIBA, HVCA/ECA, UK-GBC, CIBSE, ACE etc. – Enabling mechanisms (Contract clauses, PI implications etc)

Launch of Soft Landings (Autumn 08?)

– Ownership/professional support of outputs/user groups etc – The usual who, when, and how?