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 ) • Noise verses ventilation • Ventilation verses draught Design trade-offs do not • Air temperature versus radiation and downdraughts always equal occupant • Draught verses control over preferred trade-offs windows and blinds • Natural light versus glare • Glare control versus views out How many can you spot? • Clothing freedom verses comfort set point Who is in control here? Designers weight these differently to occupants – how do you know how to rank them?
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 on 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 High Degree of professional involvement in Soft Landings Needs all on board Needs contract clauses Effort needed during design to calibrate design expectation to outcomes in practice Needs funding outside of main Low contract (1% of contract value?)
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 � What about design? 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 �
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 Outputs/cross references? � P3 Commissioning records check � BSRIA � P4 Maintenance contract � BSRIA, A N Others? � P5 Training � ??? � P6 BMS interface demonstration � ??? � P7 Migration planning � ??? � P8 Aftercare team ‘home’ � ???
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 Output: Toolkit elements Input: Duties � Generic scope of duties? � A1 Resident on site attendance � Proposed format? � A3 Building usage guidance � Proposed format? � A4 Technical guidance � Contents template? � A5 Helpline/Newsletter � How define, if at all? � A6 Walkabouts
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?
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