Soft Landings User Group 26 April 2012 Chair: Gary Clark 2 The - - PowerPoint PPT Presentation

Soft Landings User Group

26 April 2012

Chair: Gary Clark

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The built environment experts

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The built environment experts

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The built environment experts

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Interdisciplinary user discussion

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Test the process

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Share the experiences

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Highlight the barriers

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Swop data

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Address contractual implications

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Create database of case studies

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Define real examples of benefits

Soft Landings User Group

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The built environment experts

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

• perational outcomes match the design intentions, and that

the expectations of the building’s end users are met”

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The built environment experts As JPG, TIF and EPS Also available in dark blue, and as a white-out-of-colour

BSRIA User Group Member

This is a Soft Landings project

Soft Landings Resource Share www.bsria.co.uk/resource-share/projects/soft-landings

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The built environment experts

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

Government Soft Landings

(the new title)

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 30th Sept 2012.

Our findings

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 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

• utcomes of the policy are

We will rename the task group to Government Soft Landings Perception that original intent has been lost We will ensure that we will identify where BSRIA works within the requirements for GSL policy and ensure we always refer back to our

• riginal 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

There are a number of areas were we need to refocus the programme

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.

Focus areas for Government Soft Landings

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

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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.

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.

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

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

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 Roy.evans@cabinet-office.gsi.gov.uk by Friday 20th April

Next Steps: What happens next?

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

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

Whole process MoJ Bedford Prison Refurb – Heating / Windows 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

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The built environment experts

Costing Soft Landings

Some ideas from Roderic Bunn Gary Clark Tamsin Tweddell Alasdair Donn

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The built environment experts

? ? ?

Costing Soft Landings

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

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The built environment experts

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

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The built environment experts

So what’s are the external costs?

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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

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The costs of external facilitation are small beer, but nonetheless

• ften 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

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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

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The built environment experts

What can be done for free?

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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

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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

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A design TM22 should be part of the consultant’s standard offering

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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

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The built environment experts

How much does a POE cost?

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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

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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

• ccupation and the regulated and unregulated loads as they went along

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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

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Furthermore, the TM22 energy analysis will then be a project cost, not a direct cost to the client

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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

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The built environment experts

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The built environment experts

COSTING SOFT LANDINGS

TAMSIN TWEDDELL 26th April 2012

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

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

Example question from an ITT: The Authority expects its Consultants and Contractor to adopt a 'Soft Landings' philosophy in relation to the project, in

• rder that the Client can that the initial
• peration of the building will be smooth

and trouble free. Explain how you can fulfil this role?

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.

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.”

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Riccarton Eco-village

Soft Landings Procurement May 2012

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Riccarton Eco-village

Living Lab Lightweight 2016 Housing Hub Heavyweight 2016 Housing Hub

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Riccarton Eco-village

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Riccarton Eco-village

Soft Landing Process

Source: UBT and BSRIA

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Soft Landings Procurement

Objective REALL 2013 Specification HUB 2016 Specification Compliance Method Scottish Building Standards: Dwelling Emission Rating 2013- DER 25% reduction from 2010 TER 2016- DER 100% reduction from 2010 TER + appliances and cooking SAP Scottish Building Standards: Robust Detailing Standard Gold Gold Building Standards Scottish Building Standards: Sustainability Rating Gold Platinum Building Standards Code for Sustainable Homes: Rating Code 4 Code 6 Independent Code Assessor Passivhaus 2no Dwellings Pass Pass Independent Passivhaus Assessor Wall U-value (W/m2K) 0.15 0.1 Service Engineer Confirmation Roof U-value(W/m2K) 0.15 0.05 Service Engineer Confirmation Floor U-Value(W/m2K) 0.15 0.1 Service Engineer Confirmation Windows U- Value(W/m2K) 1.4 0.8 Service Engineer Confirmation Doors U-Value(W/m2K) 1.4 0.8 Service Engineer Confirmation Average U- value(W/m2K) Service Engineer Confirmation Thermal Bridging 0.15 0.07 Service Engineer Confirmation Fresh Air Supply (l/s/person) 8 8 Service Engineer Confirmation Air Permeability 4 2 Service Engineer Performance In Use (PIU) Method Stage Operational Energy Use (predicted) Domestic TM22 (DOMEARM) and dynamic building simulation model (IES VE) will be used to create an estimate of energy consumption by end use breakdown. Stage 2-3- Design and Pre- handover In-situ Air-permeability verification BS EN 13829: 2001 – ‘Thermal performance of buildings - determination of air permeability

• f buildings - fan

pressurization method’. Stage 1- at completion of external envelope Stage 2- prior to practical completion Stage 3- Pre-handover In-situ Thermal Bridging Thermographic imaging to BS EN13187:1999 Test 1- at completion of external envelope Test 2- prior to practical completion Stage 3- Pre-handover Operational Heat Loss Whole House Heat Loss Test Method (Coheating) CEBE, Leeds University Stage 3- Pre-handover Controls and Management system calibration All controls and building management systems to

• calibrated. (BS EN 15232-2007)

Stage 3- Pre-handover In use acoustic performance (BS EN 60704-2-1:2001) Stage 3- Pre-handover Operational Energy Use Domestic TM22 (DOMEARM) with a breakdown of energy consumption by end use. Stage 4-5 Aftercare Operational Carbon Emissions Use Domestic TM 22 in use data and apply current DEFRA carbon emissions conversion factors Stage 4-5 Aftercare In-situ U-value verification Insitu U-value testing (BS EN ISO 6946) Stage 4-5 Aftercare

Performance Objectives Performance In Use

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.

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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

• perational 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.

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Soft Landings Procurement

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,
• r 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.

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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,
• r 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.

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Soft Landings Procurement

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.

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Soft Landings Procurement

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Soft Landings Procurement

Stage

Activity Additional Cost

Stage 1 Briefing and Targets nil Stage 2 Appoint Independent SL Consultant: Reality Checking (4 workshops) Peer Review (2 days) £2000 £1000 Stage 3 Peer Review (2 days) Testing £1000 Inc in contract Stage 4 (month 1-3) Aftercare office Team attendance on site (8 days) Peer Review (1 day) Inc in contract nil £500 Stage 4 (month 4-9) Team attendance on site (9 days) Peer Review (1day) 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

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TSB Rethinking Process Call

£4m Funding 1 Bid at £1m 14 Bids at £215k Domestic Non-Domestic Deadline 13th June 2012

Soft Landings

Developing the Cost Plan

Alasdair Donn Willmott Dixon Energy Services

Soft Landings and the Cost Plan

What’s incremental… … ?

Stage 1 » Consultant fees – brief & target developm ent Stage 2 » Consultant fees – design/ design review » Contractor costs » Subcontract costs – tim e & risk Stage 3 » Contractor/ subcontractor costs – additional pre-PC input » Com m issioning – m anagem ent Stage 4 » Contractor/ subcontractor costs – additional aftercare input Stage 5 » Contractor/ subcontractor costs – additional aftercare input » Consultant fees - POE

Keynsham Regeneration – BANES Council BCU Cam pus/ BI AD Phase 1 Crouch Hill Com m unity Park – I slington

Soft Landings and the Cost Plan

» Difficulty of ‘Base vs SL’ increm ental costs » ‘Hard’ costs

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Meetings/ workshops

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Additional contract roles

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Aftercare/ on-site time

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POE » ‘Soft’ costs

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Design time

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Risk margins

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Offset on reduced post PC issues » Client drivers key » Current m arket realities