Soft Landings - ECA Sites · Aim for Sept 2012 To create Soft Landings for UK Government BIM Procurement (Also likely to be referenced in Building Regulations) 8 ... Readiness TSB-BPE

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Design for buildability, usability and manageability

Soft Landings

Gary Clark [email protected]

School of Built Environment

mailto:[email protected]

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West Suffolk House

The energy consumption of West

Suffolk House equates to actual

emissions of 97 kgCO2/m2 per

annum, three times the design

estimate of

31.4 kgCO2/m2 per annum

Source- Carbon Trust Report

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Recurring Trends of Performance Risks

Source- Bill Bordass and Rod Bunn

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Soft Landings for Sustainable Buildings

Rod Bunn, BSRIA

Soft Landings is a process

for a graduated handover of

a new or refurbished

building, where a period of

professional aftercare by the

project team is a client

requirement, and planned

for and carried out from

project inception onwards

and for up to three years

post-completion.

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http://www.interserve.com/




http://www.awe.co.uk/index.html

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Soft Landing Process

Source- UBT and BSRIA

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Recent developments

March 2011 The Innovation and Growth Team

called for UK Government to promote Soft

Landings

May 2011 Adopted within the Government

Construction Strategy

October 17th 2011 Cabinet Office-led Soft

Landings working group established

Aim for Sept 2012 To create Soft Landings for

UK Government BIM Procurement

(Also likely to be referenced in Building

Regulations)

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0. Portfolio

Management 1. Briefing 2. Concept

3. Design

Development 4. Production 5. Installation

6. As-

constructed 7. In-use

Soft Landings

Activities

Project

Sponsor

Project

Manager

SL Champion

Architect

Engineer

BIM Data

Drop

Environment

Performance

Handover/

Training

Management

Outputs

OGC Gateway

1 2 3 4 n 5

Government Soft Landings: Core Principles Overlay

SL

Business

Case

SL Brief

SL Reality

Check 1

SL Reality

Check 2

SL Tender

Documents

SL On site

Reality

Checks

SL Building

Readiness

TSB-BPE

Completion

1.Adopt the

Entire

Process

9. Involve

the Building

Managers

7. Use

Feedback to

Inform

Design

4. Ensure

Continuity

5. Commit to

Aftercare

2.Provide

Leadership

11. Set

Performance

Objectives

8. Focus on

Operational

Outcomes

6. Share Risk

and

Responsibilit

y

3.Set Roles

and

Responsibilit

ies

12.

Communicat

e and Inform

10. Involve

the End

Users

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0. Portfolio

Management 1. Briefing 2. Concept

3. Design

Development 4. Production 5. Installation

6. As-

constructed 7. In-use

Soft Landings

Activities

Project

Sponsor

Project

Manager

SL Champion

Architect

Engineer

BIM Data

Drop

Environment

Performance

Handover/

Training

Management

Outputs

OGC Gateway

1 2 3 4 n 5

Government Soft Landings: Framework Overlay

Stage 1: Briefing B1: Define Roles and Responsibilities Appoint Integrated Design team with SL experience Create Collaborative and no blame team culture B2: Review Past Experience (Pre-Design) B3: Set an intermediate evaluation programme B4: Set environmental & energy performance metrics B5: Create sign-off gateways, including reality checks B6: Consider incentives for achieving performance B7: Identify critical characteristics (technical and social) Create Detailed Brief and Business Case of Requirements

Stage 2 Design and Construct D1: Review past experience (Design) Embody SL principles into design at RIBA stages C-E Carry out user consultation events at stages C-E Dynamically model design proposals at RIBA stages C-E D2: Reality Check of Design Proposals during Stages C-E Refine Design proposals itertivaly during Stages C-E

D3: Tender Documentation and Evaluation D4: Agree roles & responsibilities of contractor team Carry out Reality Checks of Contractor Design Elements Revise CD elements to align with performance targets

Carry out mock-up and insitu testing of key elements Create Control Philosphy Report with User input D5: Create commissioning Management Plan

Stage 3: Pre-Handover P1: Environmental/energy logging P2: Building Readiness Programme P3: Commissioning Records Check

P4: Maintenance Contract P5: Training and Familiarisation P6: BMS Interface Completion and Demonstration Carry out insitu envelope tests

P7: Migration Planning P8: Set up Aftercare Team Office P9: Compile Building Users Guide P10: Compile Building Technical Guide

P11: Review O&M manuals

Stage 4: Intial Aftercare

A1: Resident on-site attendance

A2: provide Workplace and data-comms links

A3: Issue and Refine Building Use Guide

A4: Issue and refine technical Guidance

A5: Produce regular newsletters and set up Helpline

A6: Walkabout building to spot emerging issues

Stage 5: Long term Aftercare

Y1: Aftercare Review Meetings (4-6 per year)

Y2: Log and Review energy Use

Y3: Review Engineering Systems and Energy use

Y4: Fine-tune systems

Y5: Record fine-tuning and changes of use

Y6: Extend Helpline and Newsletters

Y7: Continue periodic walkabouts

Y8: Measure Energy use and Occupant Satisfaction

Y9: Conduct End of Year Review

Contract incentives based on performance indicators

Dissemintate lessons learnt report through Web Portal

SL

Business

Case

SL Brief

SL Reality

Check 1

SL Reality

Check 2

SL Tender

Documents

SL On site

Reality

Checks

SL Building

Readiness

TSB-BPE

Completion

Stage 2 Design and Construct D1: Review past experience (Design) Embody SL principles into design at RIBA stages C-E Carry out user consultation events at stages C-E Dynamically model design proposals at RIBA stages C-E D2: Reality Check of Design Proposals during Stages C-E Refine Design proposals itertivaly during Stages C-E

Stage 1: Briefing

B1: Define Roles and Responsibilities

Appoint Integrated Design team with SL experience

Create Collaborative and no blame team culture

B2: Review Past Experience (Pre-Design)

B3: Set an intermediate evaluation programme

B4: Set environmental & energy performance metrics

B5: Create sign-off gateways, including reality checks

B6: Consider incentives for achieving performance

B7: Identify critical characteristics (technical and social)

Create Detailed Brief and Business Case of Requirements

Stage 1: Briefing

B1: Define Roles and Responsibilities

Appoint Integrated Design team with SL experience

Create Collaborative and no blame team culture

B2: Review Past Experience (Pre-Design)

B3: Set an intermediate evaluation programme

B4: Set environmental & energy performance metrics

B5: Create sign-off gateways, including reality checks

B6: Consider incentives for achieving performance

B7: Identify critical characteristics (technical and social)

Create Detailed Brief and Business Case of Requirements

Stage 2 Design and Construct

D1: Review past experience (Design)

Embody SL principles into design at RIBA stages C-E

Carry out user consultation events at stages C-E

Dynamically model design proposals at RIBA stages C-E

D2: Reality Check of Design Proposals during Stages C-E

Refine Design proposals itertivaly during Stages C-E

D3: Tender Documentation and Evaluation

D4: Agree roles & responsibilities of contractor team

Carry out Reality Checks of Contractor Design Elements

Revise CD elements to align with performance targets

Carry out mock-up and insitu testing of key elements

Create Control Philosphy Report with User input

D5: Create commissioning Management Plan

Stage 2 Design and Construct

D1: Review past experience (Design)

Embody SL principles into design at RIBA stages C-E

Carry out user consultation events at stages C-E

Dynamically model design proposals at RIBA stages C-E

D2: Reality Check of Design Proposals during Stages C-E

Refine Design proposals itertivaly during Stages C-E

D3: Tender Documentation and Evaluation

D4: Agree roles & responsibilities of contractor team

Carry out Reality Checks of Contractor Design Elements

Revise CD elements to align with performance targets

Carry out mock-up and insitu testing of key elements

Create Control Philosphy Report with User input

D5: Create commissioning Management Plan

Stage 3: Pre-Handover

P1: Environmental/energy logging

P2: Building Readiness Programme

P3: Commissioning Records Check

P4: Maintenance Contract

P5: Training and Familiarisation

P6: BMS Interface Completion and Demonstration

Carry out insitu envelope tests

P7: Migration Planning

P8: Set up Aftercare Team Office

P9: Compile Building Users Guide

P10: Compile Building Technical Guide


Stage 3: Pre-Handover

P1: Environmental/energy logging

P2: Building Readiness Programme

P3: Commissioning Records Check

P4: Maintenance Contract

P5: Training and Familiarisation

P6: BMS Interface Completion and Demonstration

Carry out insitu envelope tests

P7: Migration Planning

P8: Set up Aftercare Team Office

P9: Compile Building Users Guide

P10: Compile Building Technical Guide








































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Government Soft Landings: BIM Process Map

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Assets designed to meet operational outcomes and user needs

Smoother handover between Contractor and Operational Teams

Extended Aftercare service to optimise asset performance

=

Lower Energy Use and Costs

Lower Carbon Emissions

Lower Maintenance Requirements

Higher occupant satisfaction

Better perceived occupant productivity and health

Soft Landings Business Case

Source- GVA Grimley

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What is the Scottish Government position on BIM and Soft Landings?

Is this relevant to your sector?

Are you already doing some aspects of Soft Landings?

What are the benefits?

How much does it cost?

How do I implement it?

How can academia help me?

What does this mean to you?

Source- GVA Grimley

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Design for buildability, usability and manageability 13

Recurring Risk-Unresolved Defects

Soft Landings Mitigation: Fine-tuning aftercare service

2000 kWh/day, or £ 200 per day at 10 p/kWh, or £40,000 a year saving

Source- Buro Happold