BSRIA Blue Book available as an App

Front coverBSRIA are pleased to announce the launch of an App version of our popular Blue Book.  The App is free to download from the App-store and is available in both iOS and Android formats.

BSRIA’s ever popular Blue Book is an annual databook which continues to provide you with hard-to-find facts about Building Services.  It contains tables of useful technical data, annual building running costs, legislation, key industry contacts, key BSRIA experts, list of BSRIA members, Maintenance KPIs, BSRIA training courses; building services industry statistics, BSRIA publications, services and financial data

As technology moves forward so does the way we work, we’re no longer an industry who is focused on paperwork instead we are now a mobile based industry using tablets, laptops, e-readers as well as the trusty mobile so why would you want a hardcopy Blue Book when you can have all of our information at the click of a button?

BSRIA’s Information and Knowledge Manager, Jayne Sunley, said “The Blue Book contains key industry and technical information to help professionals day to day therefore the App will be a welcome addition to the mobile of anybody working in the Built Environment”.

The Blue Book is available to download now from Apple and Android stores, simply search ‘BSRIA’. Alternatively you can download the interactive PDF here.

Disparate Calls For Disparate Measures

Mark Glitherow

Key Account Manager at Trend

I’m Mark Glitherow, Key Account Manager at Trend, and in this blog I’ll explain why devising and implementing an energy management strategy across a number of disparate buildings needn’t be as daunting as it first appears.

It is obvious that all organisations should be looking to optimise their energy use in order to reduce their carbon footprints and save money. Yet developing a cohesive strategy that will achieve this objective is usually considered easier said than done, especially when a number of disparate buildings are involved. It can be enough to strike fear into the hearts of those charged with such a task, but I’m convinced that by tackling the issue systematically, immediate savings can be made.

Healthcare estates and educational establishments are two prime examples of environments where it is necessary to monitor and manage energy use across buildings of different shapes, sizes and ages. However, the chances are that each building on an estate will have some kind of Building Energy Management System (BEMS) already installed and one of the best ways to review the way they are being used and identify ways to make improvements is through a comprehensive energy audit.

A thorough and professionally conducted audit should ask probing questions, drill down to the finer details and provide guidance about implementing an appropriate new technologies like variable speed drives (VSDs), for example. It is often the case that adjustments can be made to the BEMS during the audit visit itself that will deliver immediate savings, while component parts can be checked to make sure they are working correctly.

Where having an audit really comes into its own though is in its ability to help construct an energy management plan that features a prioritised summary of activities that should be carried out in the short, medium and long-terms. It will help break the project down into ‘bite sized chunks’ that initially focus on gathering utilities based data, identifying wastage, and then prioritising ways to reduce overall energy consumption.

An energy audit can lead to some outstanding results, such as those experienced by Sidmouth Hospital in Devon. During a Trend engineer’s time on-site, improvements to its BEMS settings were made which included altering heating times in intermittently occupied areas from 24 hours a day to only between 06:00 and 22:00, and reducing heating setpoints to 21°C. These relatively simple actions resulted in an estimated £7,000 of savings per annum and a reduction of over 43 tonnes of CO2.

The ability to control and monitor energy use from a central location makes life much easier and one way that this can be achieved is by using an existing IT network infrastructure. As all buildings on an estate will usually be able to ‘talk to each other’ via a campus area network, it should be possible to for the BEMS to operate over this medium.

Rather than putting it off, get the ball rolling by recognising the need for an energy management plan and configuring targets that are achievable. BEMS are at the forefront of the drive towards greater energy efficiency and the cost savings and environmental benefits that can be experienced as a result of investing in and optimising this technology are considerable. You might find that they are in easier reach than perhaps initially thought!

You can read more BSRIA blogs about BEMS here.  BSRIA’s WMI team also produce a BEMS market report –Building Energy Management Systems (BEMS) in Europe and the USA – which is available to buy from the BSRIA website. 

Are they ready yet? – Delivering the Level 2 BIM tools

TSB SBRI Competition – A digital tool for building information modelling

TSB SBRI Competition – A digital tool for building information modelling

As you will no doubt have seen the UK Government has refined its BIM Level 2 requirements over past months and now describes them in terms of compliance with a number of documents and tools (see earlier blog article on 7 pillars).  Most of these are already available and the last ones are currently being prepared.  In September 2014 RIBA Enterprises was awarded the contract by Innovate UK (formerly the Technology Strategy Board) to develop a digital plan of work (dPoW), an accompanying classification structure and a digital interface through which to access it all. The first phase is due for delivery in April this year, with further releases planned for later in the year.  The work is being carried out by NBS, a company wholely owned by RIBA Enterprises and which is best known for producing the NBS specification writing product.

This work is very important and the outcome has the potential to be of benefit to parties throughout the construction and operation markets.  The dPoW will provide assistance for clients in preparing their employer’s information requirements (EIR), and also for the supply chain in preparing BIM execution plans (BEP), their response to the EIRs.  It will also describe the data and information manufacturers need to include with their products to meet BIM requirements.

The classification system being provided needs to enable information and data to be labelled in a consistent manner, making it readily available for reuse. It must be as suitable for infrastructure as it is for buildings, and must be applicable for use throughout the life of the asset.  The solution is based on Uniclass2, a proposed development of the original Uniclass structure.  Uniclass2 was issued for consultation in 2013, and it is hoped that the comments received in response have been considered in developing the new solution.

A number of webinars have been presented by NBS recently, describing progress to date and more are scheduled for next month.  The recent webinars focused on demonstrating the overall arrangement of the tool and showing a little more detail of a number of selected aspects.  Unfortunately, classification wasn’t included in this round but more information on this was promised for future events.

A lot of progress has been made but it was clear that there is still a huge amount of work to be done before the April delivery date.  It is important that the output from RIBA Enterprises and NBS is informed by the need of the industry rather than their commercial links to their existing products,  so take the opportunity to visit the NBS website and look at the work they are doing.  Above all comment on what you see.  It might be the only chance you get.

Should Building Managers worry about scary movies?

threatsBuilding managers thinking of films to see this winter may give some thought to a previously little known comedy largely set in North Korea.

The successful cyber-attacks on Sony, one of the world’s best known corporations, and which lives and breathes digital technology, resulted in the release of reams of sensitive information, and led  Sony to delay the opening of the film. All this may on the face of it have little to do with the nuts and bolts of building automation, but it does fire another warning shot across the industry’s bows.

We have known for some time that buildings are vulnerable to cyber-attack. Not only can they be major targets in themselves, but they often offer an easy “back” door” into an organisation’s wider IT network. The successful attack on Target stores in the USA gained access via the company’s HVAC system which in turn allowed them into the more lucrative customer data records. BSRIA research shows that, in the USA for example, over 90% of all larger buildings (i.e. those with more than half a million square feet of space – or c. 50,000 m2) have some kind of building automation and control system (BACS), and many are to some degree at risk.

What is striking is that in so many successful attacks on buildings or infrastructure the problem had less to do with the cyber-protection systems in place than with the way in which they were being maintained and operated. At Target, alerts were generated but not acted on until after much of the damage was done. The earlier attack on Google’s Australian offices in Sydney were linked to the fact that an older version of the Tridium platform was still in use.

Many organisations lack effective processes and procedures, which in turn is linked to the fact that, even within the same organisation, building services and IT tend still to work in separate, parallel worlds.

All of this is compounded by the fact that BACS systems increasingly have at least one foot in the Cloud, and often several. Almost all major suppliers of BACS and Building Energy Management Systems (BEMS) offer at least the option of cloud based analytics, and the ability to access and manage multiple buildings remotely is seen as almost a “must-have” – outside of industries which have traditionally been hypersensitive about security. The cloud brings huge technical, social and financial benefits, but also greatly increases risk, as does the general spread of IT based functionality through buildings and devices, a process that the ‘internet of things’ is set to expand exponentially.

Major suppliers of BACS systems are talking publically about ways of addressing the challenge, and companies like Lynxspring are establishing a reputation in this area. In the UK the Institute of Engineering and Technology (IET) issued a Code of Practice for Cyber Security in the Built Environment in November 2014.

This blog was written by BSRIA's Henry Lawson

This blog was written by BSRIA’s Henry Lawson

Cyber-attacks tend to be motivated by political, ideological, or financial motives, or by a combination of mischief and malice. On all these scores, major buildings remain vulnerable especially when they are associated with prominent organisations, whether private or public.

In the latest edition of BSRIA’s market briefing Threats / Opportunities for Building Automation Systems, we look further at the cyber threat and what is being done to counter it. The study also looks at other major trends that are changing the profile and prospects of building automation. These include the development of more intelligent HVAC systems, (whether Direct Expansion or VRF based), the growth of ‘smart homes’ solution which are also snapping at the heels of the BACS market at the “lower end” of commercial buildings, the growing importance of building analytics and big data, and the rise of potential new global players, especially in countries like China and India.

We will be following these and other emerging trends through the course of 2015. It should be as exciting anything that Hollywood has to offer, for rest assured: The cyber threat (and much else) is coming to a building near you soon.

 

Additional Sources:

http://techcrunch.com/2014/08/05/smart-buildings-expose-companies-to-a-new-kind-of-cyber-attack/

The Institute of Engineering and Technology (IET) guidelines.

http://www.theiet.org/resources/standards/cyber-cop.cfm

BSRIA’s Information Centre – Delivering Knowledge for the Future.

image028The traditional view of libraries is somewhat staid but BSRIA hopes to buck the trend with a keen, energetic team who is constantly thinking ‘out of the box’ and looking for new ways to deliver information. Blogs, tweets, apps, newsletters, YouTube videos and webinars – you name it – are just some of our newer services.
Our mantra is “How can we deliver value to our members and customers?” How do we deliver what you want and need without information overload, and how can we continually make our services fresh and interesting?
image005

This is where you, as members and customers, are pivotal. This is your information service and you need to tell us what you’d like. Call us on 01344 465571, or email: information@bsria.co.uk.

WHO ARE WE AND WHAT DO WE DO?

Click on our mini video to find out more about us:

 

image009 HISTORY

In brief, we offer the largest dedicated building services library in Europe, with
over 80,000 items. Started in 1955, and originally part of the Heating Ventilating Research Association (HVRA), BSRIA’s information centre has grown from small beginnings and amassed stock from various other specialist libraries, along the way. This year we are proud to celebrate our 60th Anniversary.

Our current online library of books and journal abstracts was originally inherited from the
National College for Heating, Ventilating, Refrigeration and Fan Engineering in 1960 and has been maintained and updated by BSRIA ever since. During this time there have been some key
milestones such as computerising our catalogue in 1980; launching our ‘Statistics Bulletin’ (now Business Bulletin) in 1976; and moving to a new information centre, also in 1976.

image009 SO WHO IS RUNNING THE LIBRARY AND INFORMATION SERVICES NOW?


Who answers enquiry when you call or email? Meet the team: Jayne, Nevena, Jo and Maria.

Jayne Jo Maria Web

xxx

Welcome to Jayne Sunley, BSRIA’s new Information Manager.

Some of you will have spoken to Jayne on the phone or communicated on email, but have you wondered what she is really like?

Jayne, tell us a bit about yourself

Well, I was born and raised in Corby, Northamptonshire or as some people like to call it little Scotland. I graduated from university in 2012 with a BA (Hons) in History and found my way to BSRIA where I’ve been ever since. I started as Information Assistant but I’ve recently been fortunate enough to be given the opportunity to lead our Information Centre.

What is the best thing about working at BSRIA?

By far the best thing about BSRIA is the people, staff and members alike. As cheesy as it sounds it’s rather like joining a family, the support network is there throughout.

What plans do you have for BSRIA’s library?

There are a few plans in the making for the Information Centre in coming years both internally and externally. We’re intending to improve our e-delivery services as well as introduce a new legislation service for our members. Internally we will be amalgamating the library into one system as opposed to several organisation methods we have now. There is also an intranet development project in the making.
image005


What is your favourite food and
drink?

I have a real weakness for anything Italian. Drink wise I’d have to say Irn Bru but I think that’s due to being half-Scottish.

What do you enjoy doing in your free time?

I’m currently studying for my MSc in Library Science so a lot of my free time is spent on reading an awful lot. But for purely enjoyment purposes I like to swim and going to gigs.

Where will you be for Christmas?

For Christmas this year I’ll be heading back towards home which is Northamptonshire where I’ll be consuming too much chocolate.

What films/books/music do you like?

I’m a big fiction fan ranging from classics to science fiction but sadly don’t get as much time to indulge anymore. Music is a big part of my life but it tends to be more rock or indie orientated whatever that means!

 

 FIND YOUR WAY AROUND OUR INFORMATION SERVICES AT A GLANCE:- image007

flowchart3

Global BEMS Market set to Approach $7 billion by 2020

This blog was written by BSRIA's Henry Lawson

This blog was written by BSRIA’s Henry Lawson

If I could point to a market which is already worth some $3.5 billion, or 3 billion Euros, and which is growing globally at well over 10% per annum, at a time when growth in building automation is a fraction of that, I suspect that many investors and industrialists would bite my hand off. This is the industry that we explore in BSRIA’s newly updated report BEMS Opportunities.

Even Europe, which currently accounts for almost half the current Building Energy Management Systems (BEMS) market, is growing at around 10%, while North America has been growing faster, and the rest of the world substantially faster still.

BSRIA forecasts that the global BEMS market will almost double, to more than $6.8 billion by the year 2020. This impressive growth is set to occur in spite of numerous obstacles and uncertainties. This is partly because the factors driving this growth differ from one region to another.

In Western Europe, gas prices almost doubled between 2005 and 2013, while at the same time major economies like Germany became increasingly dependent on import of gas from politically sensitive countries like Russia and the Gulf states, raising the spectre of uncertain supplies.

While the rise in electricity prices has been less dramatic, Germany faces the huge task of fulfilling its commitment to

henry dec2shut down all nuclear power generation by 2022, and the UK faces similar challenges as its ageing, coal-consuming and CO2-spewing power stations reach the ends of their lives, with the ghost of Christmas back-outs rising like a Dickensian spectre to haunt the business and political worlds.

This, and increasingly aggressive environmental targets, at national and EU level, mean that even a Europe which has been in or near recession for more than five years continues to invest in energy efficiency. At the same time, there are signs that organisations at all levels are beginning to understand the full potential of BEMS to save money while meeting obligations and improving the brand.

In North America, the pressure of energy prices has been less relentless, especially since fracking of shale gas has got underway. The movement towards environmental regulation has also been patchier – often varying at local and state level, and has faced more opposition. At the same time, the proportion of energy consumed by office buildings has been rising inexorably at a time when energy used in such areas as transport, industry and homes has been either stable or falling, placing office buildings firmly in the sights of those wishing to make savings. North America also benefits from the plethora of firms developing innovative energy management solutions in both the USA and Canada.

In the rest of the world the picture is extremely varied, from developed countries like Japan and Australia with widespread adoption of BEMS, to major emerging economies like China, where energy has hitherto been seen as rather less of a problem but where the pollution associated with fossil fuels is becoming more pressing.

This growth presents huge business opportunities but also as many gauntlets thrown down. The mainstream building automation suppliers are all active, unsurprisingly, given that the two are so genetically interlinked that building automation was originally widely referred to as building energy management. They can offer the benefit of relatively easy integration of energy management into the building’s wider functioning.

Against this, as virtually every device, appliance and component of a building becomes capable of generating and communicating data, the advent of big building data has opened huge opportunities both to enterprise data and IT suppliers and to an army of smaller newer suppliers of advanced analytics, allowing building managers to predict and pre-empt problems that degrade a building’s energy performance.

Some of these new entrants will fall by the wayside, especially given the level of overlap between many of the offerings, others will be ripe for take-over, but a few are likely to emerge as major disruptive players. In our report we identify the leaders and challengers, along with the niche players and some of the most likely acquisitions. As always, there is an implicit conflict between the move towards integration on the one hand and the desire for innovation on the other, and we look at some of the standards that are emerging to address this.

The prize is most likely to go to companies that can combine innovation in new technologies, and understanding of how a building’s occupants interact with the building, with a deep-seated understanding of how buildings function. This report should help to shine a light on who will be left holding a torch for others to follow if and when the lights really do threaten to go out.

This is the industry that we explore in BSRIA’s newly updated report BEMS Opportunities.

“Building services maintenance contractors have a key role in reducing carbon emissions from our existing building stock”

This blog was written by Mitch Layng, M&G Real Estate, Associate Director : Portfolio Energy Management

This blog was written by Mitch Layng, M&G Real Estate, Associate Director : Portfolio Energy Management

The title of this blog may sound like an obvious statement, but this is one area that if not managed correctly will have a dramatic effect on energy consumption.

The UK has a target of an 80% reduction in greenhouse gas emissions by 2050, and this target cannot be achieved without reducing our energy consumption in our existing non domestic buildings. These 1.8 million buildings account for 18% of the UK’s total carbon emissions, with a consumption of 300TWh.

In addition to regulatory requirements that are in place to assist in the operational performance of buildings, such as building log books, metering strategy, air conditioning inspections, DECs for public buildings, ESOS, to name a few, there are many standards and good practice guides from recognised and respected bodies available to the industry to help in optimising energy performance.

However, even where these are put into practice properly, the actual performance really comes down to the operational staff in control of the building and the services, and at a more granular level, depends on the competence and performance of the maintenance engineers.

There are two key elements that need to be considered when agreeing maintenance contracts, understanding the design intent of the building services, and ensuring the clients’ needs and business operations are clearly understood and a suitable maintenance regime is put in place.

It is challenging enough to ensure even with a new building, that the design intent is transferred across to actual operation, let alone in a building that has services twenty plus years old with little or no information available, and that may have had scores of different tenants and many different maintenance contractors. Studies have shown the performance gap between design and operation exists due in part to a lack of understanding by the operational staff of how the building should operate, and the fact that the process involving the design, commissioning and handover does not involve the maintenance contractor. If the industry struggles to get a new building to operate as it should, even when processes such as TM54 and Soft Landings are included, what chance to we have with older buildings?

Operational responsibility for many commercial buildings is often outsourced to maintenance contractors through contracts that vary in detail from a simple proposal letter from a contractor, to complicated and detailed maintenance bespoke contracts. It is therefore common to find that standards vary, and client requirements are often not met, even with the most basic contracts and uncomplicated buildings.

There are a few important elements that should be considered and implemented. In order to understand how a building should operate, information is crucial, and it is important to gather all relevant information related to the operation, such as O&Ms, log books, asset lists. It is unlikely that the original design information will be available, and so, depending on the size and complexity of the building it is worth considering using a specialist to survey and report on the design. However this can be cost restrictive and many clients rely on the maintenance contractor’s advice and expertise.

CIBSECareful consideration should be given to the maintenance strategy and the standards employed. The industry has carried out a lot of good work around maintenance management and standards, the recently launched CIBSE Maintenance guide M is an essential read, and the SFG20 specification provides useful information when considering a planned preventative maintenance regime.

The importance of good maintenance cannot be underestimated when it comes to ensuring energy consumption is optimised, and so implementing a standard such as this is an important first step. However, using SFG20 alone can lead to vital areas of good housekeeping being missed.

This area often falls between two stalls, and ends up being forgotten. For example, although annual checks are included in SFG20, more regular checks of time clocks and settings is good practice. It is so easy to change a time setting for operation over a particular weekend, and then to forget to change back. This can, and does, result in significant energy consumption which could have been avoided.

Maintenance contracts that include an incentive to improve energy performance are becoming more popular, and I believe will become even more so in the future. These can include condition based monitoring and maintenance, and can be structured to ensure both client and contractor benefit. However, many maintenance contracts are fairly short term, which does not allow enough time for a return on investment. In general longer term contracts, with elements built in to ensure value for money on a periodic basis, are more suited to ensure optimum energy performance. In the private sector three year contracts are very typical, this is something that needs to be addressed if we want to make a significant impact.

How do you ensure the planned activities are being undertaken? This can be difficult, particularly in a large and complicated building. Even where a process exists that includes detailed SLA’s and KPI’s, it is not unusual to find deficiencies in the maintenance. There are various reasons for this, some client driven, and some related to contractor management issues. Very often maintenance activities are reactive, and not planned to reduce reactive call outs, and the number of call outs can sometimes result in planned tasks being put back or not undertaken at all. Maintenance audits can often pay for themselves through identification of deficiencies, through energy savings and possible refunds in the short term, and equipment life in the longer term.

Mitch Laing blogAlthough lack of maintenance on most of the services in a building have can have an effect on energy efficiency, (examples such as poor water quality, scale build up, bacteria, blocked filters etc., will all have a significant effect), the brains of most buildings is the building management system, and it is the lack of understanding and continual checking of this system that can cause a majority of problems, not only from an energy efficiency perspective, but also occupant satisfaction.

It is common for the BMS maintenance to be sub contracted to a specialist provider, which adds another layer of management and complexity to the management of the system. Over complicated systems, lack of proper commissioning and regular building changes often lead to BMS systems that are not understood by the operational staff, and result in inefficient operation. The consequences can be dramatic, even a simple BMS strategy error or a set point that is not correct can result in major plant and equipment being brought on at times when not required, without anyone knowing. Even if the BMS is showing on screen that an item of equipment is not running twenty four hours when not required, a programming error can lead to the equipment actually running, and without physically checking (or separately sub metering), it is difficult to establish actual operation.

So, despite well-meaning regulations, standards and good practice guides, I believe one of the biggest challenges is to ensure the correct maintenance regime is put in place to suit the needs of the end user, that the correct level of service is actually provided and maintenance tasks are undertaken. Regular reviews and checks should be carried out to ensure not only the maintenance regime is appropriate, but also all time settings and set points are accurate to match the needs of the occupants and building.

Both client and maintenance contractor have a responsibility to ensure the above happens, a good working relationship is essential, and longer term contracts with incentives built in will definitely assist in achieving significant savings at no or low cost. Savings of 10% should easily be achievable in most typical non-domestic buildings, with savings of 20% being in reach for some buildings. These are instant savings, and if applied across all non-domestic buildings, would potentially save 45TWh, a significant proportion of the UK’s targeted carbon emission reduction.

Author bio

Mitch has a fairly unique experience of building services design and operation, stretching over 35 years, in both public and private sectors. He joined M&G Real Estate (previously PRUPIM) in 1999 as Managing Engineer, responsible for operation, maintenance and refurbishment of the portfolio of managed properties across the UK. Following a business re-structure, he took up his current role as Portfolio Energy Manager in 2011.

Mitch is responsible for setting the energy performance strategy across the managed portfolio of properties, and for overseeing the strategy to achieve the energy reduction targets. He provides technical advice on energy related issues, and ensures the business is kept abreast of new technology and good industry practice, including renewable energy. He is a Fellow of CIBSE, has been a member of the BSRIA Council for over three years, and was an inaugural member of the BSRIA’s Operation and Maintenance Benchmarking Network. He is also on the BSRIA publications panel and contributes to various technical publications. 

Government Soft Landings

This is a blog by Peter Corbett, Principal Quality Inspector at Essex County Council

This is a blog by Peter Corbett, Principal Quality Inspector at Essex County Council

As a Local Authority employee I am well aware of the push for both savings and value for money, it is therefore reassuring to see the importance the Government is affording their version of ‘Soft Landings’.

The Cabinet Office sees soft landings as the ‘golden thread’ of BIM, rather than a delivery tool, and is looking for three key benefits from its implementation, those being; Improved Environmental Performance, Improved Financial Performance and Improved Functionality and Effectiveness.

The Government’s Soft Landings policy drawn up in September 2012 recognised that ‘The ongoing maintenance and operational cost of a building during its lifecycle far outweighs the original capital cost of construction, and GSL identifies the need for this to be recognised through early engagement in the design process.

To help the development of GSL a stewardship group was formed to which all government departments and agencies were invited. This group generally meets quarterly with around twenty department and agencies represented. It seeks to update the GSL implementation progress across departments, develop training ideas and determine ways of measuring the benefits that could be gained from the process.

GSL has been the archetypal snowball, steadily gathering pace as it moves toward 2016 when the Cabinet Office has asked for its adoption by all central government departments and agencies, and gradually increasing in size, as with each stewardship meeting more departments and agencies are in attendance.

I was fortunate enough to receive an invite to the last GSL stewardship meeting through my links with the BSRIA Soft Landings User Group and as a Local Authority representative, and was encouraged to see the enthusiastic approach to soft landings from some of the more engaged departments, they like ourselves see the advantages soft landings could offer (albeit from an FM focussed approach that more considers the ‘In Use’ benefits) and are eager for the evidence of this that case studies and their like could provide. Of course as with most matters concerning Central & indeed Local Government the journey is never straight-forward, and as could probably be expected the speed of soft landings adoption varies greatly both in levels of commitment and of development between each Government department and agency.

So what next for GSL? On Friday 7th November there was a GSL supply chain engagement day, to which all Government departments and agencies were invited and encouraged to extend invites to their design, construction and facilities management partners. Attendees were treated to seminars on what Government Soft Landings actually are, why they should be used and how they should be implemented, as well as what training and ongoing support could be provided.

Soft_Landings_logo-highIt was fairly evident from the nature of the questions from Government department representatives that there remains a lot of work to do to obtain both a participative and consistent approach across all departments, as well as the difficulty in impressing on the supply chain providers that success on a project is not merely about building to budget and programme. As pointed out by one contractors’ representative ‘We know of Soft Landings, but that’s where our knowledge ends’, a better description of what GSL actually is was requested with examples of what ‘success’ actually looks like, and also recognition that there is a clear shift from Capex to Opex in the governments construction expectations. All evidence that there is still much to do to achieve wider engagement in soft landings throughout the industry.

But there remains a high level of commitment to soft landings from the Government as evidenced by this event, and this is likely to soon have an impact on those of us in Local Government. In my own Authority we have been using the principles of soft landings in order to help improve the delivery of our projects in areas that have proved problematic; this has predominantly centred on the handover and defects resolution stages, and also end-user training on their new building. For us the ethos of soft landings has been extremely beneficial, but we have been fortunate enough to get the buy-in from our framework of contractors, again some contractors are more engaged with the practice than others, however with the Governments push for the use of soft landings it should encourage everyone’s participation in the process, and hopefully to the benefit of all involved; commissioner, client and contractor.

 

Blogger profile

My working career began early 1980’s in civil engineering, after taking various qualifications I moved into construction after an acquaintance encouraged me to become a clerk of works at the age of 21.  I joined Essex County Council initially as an assistant clerk of works and have remained with the authority for almost thirty years, latterly as the authorities Principal Quality Inspector. I have more recently acted as the construction performance manager on Essex County Council’s Contractors Framework, for which I am undertaking the role of Soft Landings champion. I am a Fellow of the Institute of Clerks of Works and the Construction Inspectorate having first joined the organisation in the 1990’s.

Emerging themes from Innovate UK’s BPE programme

This blog was written by Peter Tse, Principal Design Consultant for BSRIA's Sustainable Construction Group

This blog was written by Peter Tse, Principal Design Consultant for BSRIA’s Sustainable Construction Group

Back in May 2010, Innovate UK (formally TSB) embarked on four year programme, providing £8m funding to support case study investigations of domestic new build and non-domestic new build and major refurbishment projects.  In total the programme has supported 100 successful projects to provide a significant body of work, that provide insights on the performance of various design strategies, building fabric, target performances, construction methods and occupancy patterns, handover and operational practices.  This work will be shared across the industry providing evidence based information, increasing industry understanding to support closing the loop between theory and practice, ensuring the delivery of zero carbon new buildings is more readily and widely achievable.

Currently project teams are concluding their investigations and collating their findings, and dissemination of the results of the programme will begin in earnest in the first half of 2015.  However, as the programme has progressed, there are some consistent themes that are emerging.  Focussing on the non-domestic projects, I will address a couple of these emerging themes.

The first is around adopting innovative building systems to deliver low energy consumption and comfortable conditions, and unintended consequences associated with these technologies.  This covers a broad spectrum of building technologies including solar thermal, heat pumps, biomass boilers, earth tubes, rainwater harvesting, controls and natural ventilation strategies.  Innovation in its essence will have some inherent teething problems, which is often overlooked in the charge towards reaching our carbon reduction targets.  The obvious default stance is to specify proven and reliable technologies which are delivered by a team that is familiar with the technology, but our journey towards delivering true low carbon building in operation would inevitably be prolonged.

An additional level of complexity can be added with innovative systems; one healthcare facility introduced solar thermal and a combined heat and power (chp) unit, to supplement natural gas fired boilers for heating and hot water requirements. With several sources of heat complexity is added to the control strategy, trying to strike a balance between changing heat demands of the building and optimisation of the system.  This complexity, coupled with a requirement for increased operator understanding often leads to system underperformance.

The practicalities, maintenance and associated costs of innovative systems is seldom fully realised by clients.  An office reported success of the rainwater harvesting system, but were surprised at the frequency of filter changes to mitigate the system being blocked.  Another office had to regulate a fan associated with earth tube ventilation system, as running at a higher speed caused too much noise for occupants.  A school had ingress of water to an underground wood chip store rendering the biomass boiler idle for significant periods.  A hotel employed automatic external blinds which retracted in windy conditions to avoid damage, thus offering no shade to occupants during sunny, windy days.

DC-Innovative-Construction-Services-Building-Maintenance1It is clear a reality checking process is required for design decisions to mitigate such matters.  BSRIA’s Pitstopping guide, which resides within the Soft Landings framework describes a process that allows construction teams to periodically reconsider critical design issues by focusing on the perspective of the end user.  This also provides an opportunity for the client to understand the full ramifications of implementing innovative building systems for a more informed decision, and to align client expectations.

The second theme involves the process in delivering innovative technologies, with a particular a focus on commissioning and handover.  The commissioning period residing at the end of the build process is often susceptible to being squeezed.  When the decision has been taken to adopt an innovative building system, there is increased pressure during commissioning to ensure the system is operating as intended.  With the additional complexity associated with innovative technologies, it is vital the commissioning time is adequate to complete comprehensive scenario based testing; how is hot water delivered if the solar thermal does not provide a contribution, how is the building operator alerted the status of the system, how can the operator diagnose the problem, how long can the system operate without the solar thermal contribution without major detrimental effects etc.  To ease the burden on the commissioning period, it is clear commissioning should not be afterthought, but an integral part of the build process.

The commissioning period also signals a time where many of the stakeholders with tacit knowledge of the innovative building systems have changing responsibilities. It is vital this knowledge is captured for users before the opportunity is lost.  Building manuals, user guides and logbooks need to be completed so users can relate to their building environment, understand control of the environment and capture major alterations.

Figure 1 - South façade showing café, street and incubator office blockMany projects reported that guidance for both users and operators was often lacking, with several BPE teams developing guidance as part of their projects to support users.  Commonly BPE teams have also struggled to find initial design intent and operational strategy associated with innovative technologies, highlighting the importance of handover documentation.  Training of users is another key element to knowledge continuity, but several projects reported changes in staff being a core reason for innovative systems underperforming, as documentation was not kept up to date.  The value of clear concise user guidance is evident; BSRIA’s Building Manual and Building User Guides helps individuals responsible for creating building logbook and user guides.

In this blog, I’ve only addressed a couple of areas in regards to emerging themes, to hear more about findings from the programme, come hear me speak at the Energy Management Exhibition (EMEX), at Excel, London on the 20th November, 2014.  Additionally, join the BPE community at connect.innovateuk.org, and search for Building Performance Evaluation.

The BIM Level 2 jigsaw – nearly complete?

The Level 2 programme was defined in the BIM Strategy which is available at  www.bimtaskgroup.org

The Level 2 programme was defined in the BIM Strategy which is available at
http://www.bimtaskgroup.org

In my blog article back in June  I discussed how the UK Government had refined its Level 2 BIM requirement and express it in the form of compliance with seven components:

  1.  PAS 1192-2:2013 Specification for information management for the capital/delivery phase of construction projects using building information modelling
  2. PAS 1192-3:2014 Specification for information management for the operational phase of assets using building information modelling
  3. BS 1192-4:2014 Collaborative production of information. Part 4: Fulfilling employers information exchange requirements using COBie – Code of practice
  4. Building Information Model (BIM) Protocol
  5. GSL (Government Soft Landings)
  6. Digital Plan of Work
  7. Classification

Since then BS 1192-4 has been published, leaving just the Digital Plan of Work and Classification elements to be completed.  As reported previously, these were the subject of a TSB-funded competition and I thought it would be useful to give an overview of how the competition went and where it is now.  This is a fundamental piece of work that is set to have a huge impact on BIM in the UK and it is vital that as much of the industry as possible has an awareness of what is happening, and get involved wherever possible to help make it a success.

The competition brief was developed, with industry consultation, and has been administered via the Innovate UK (formerly TSB) SBRI programme under the title “A digital tool for building information modelling”.

The competition process involved two phases – Phase 1was a feasibility study, with organisations or consortia invited to submit proposals with funding of up to £50k (including VAT) available to each.  Three teams were awarded these phase one contracts:

  • RIBA Enterprises Limited, together with BIM Academy, BDP, Laing O’Rourke, Microsoft and Newcastle University
  • BRE Global Limited, with buildingSMART UKI
  • CIBSE on behalf of a group of industry professional bodies known as C8, consisting Association for Project Management (APM), British Institute of Facilities Management (BIFM), Chartered Institution of Building Services Engineers (CIBSE), Chartered Institute of Building (CIOB), Institution of Civil Engineers (ICE), Institution of Structural Engineers (IStructE), Royal Institute of British Architects (RIBA) and Royal Institution of Chartered Surveyors.

The results of the Phase 1 stage can be seen here.

On completion of Phase one, two of these submitted bids for Phase 2 – RIBA Enterprises Limited and BRE Global Limited, and RIBA Enterprises Limited was awarded the single Phase two contract.

At the time of writing, the results of the Phase two competition had not been posted on the Innovate UK website so it has not been possible to compare what RIBA Enterprises has said it will deliver with the functional specification.

As RIBA Enterprises has developed Uniclass2, which it uses for some of its other software tools, it is probably safe to assume that the classification solution delivered as part of this competition will be based on that format.  That being the case it will be interesting to see how Uniclass2 is developed to cover all necessary instances, and not just those which may occur within the 3D model.  The classification system needs to be capable of capturing everything which may be held within the common data environment (CDE) in order to make the objectives of the standards such as PAS 1192-2 and PAS 1192-3 a reality – the PIM during construction and AIM during operation being the sole sources of information for further use, having been verified and validated against the EIRs and OIRs.

Many experienced BIM practitioners recognise the need for a comprehensive classification system to make information available throughout the life of an asset, letting it be used time and again rather than having to recreate it, and this project could make this a reality.  However, careful thought needs to go into it to make sure that everything that needs to be classified can be, and in a way that can be understood.

Follow

Get every new post delivered to your Inbox.

Join 63 other followers

%d bloggers like this: