Published on March 6, 2014
Getting Technical Installations, Operations and Maintenance Right Ian Orme 01344 465620
Getting Technical Installations, Operations and Maintenance Right • Design Intent – Energy Strategy • Innovative Systems – Complexity • Controls – Usability • Commissioning and handover • Recommendations – Soft Landings principles Making buildings better 2
Design Intent • Energy Strategy – Planning requirements; CSH standards inform targets – Should inform construction methods; materials and systems selected – Design process should integrate fabric performance; building services and operation – Controls for heating, hot water and ventilation systems should be part of the detailed design process – Strategy should be documented to enable communication Making buildings better 3
Innovative Systems • Energy assessment can be complex and limited by assessment processes • Challenging energy targets can drive complexity of systems • Procurement processes may not fully establish capability of supply chain – Limited way to demonstrate expertise and experience • Expectation of performance based on component testing rather than system performance • Documentation of design and integration of systems Making buildings better 4
System Controls • Accessibility • Usability – Clarity of purpose – Intuitive switching – Usefulness of labelling and annotation – Ease of use – Indication of system response – Degree of fine control • Check lists for design Making buildings better 5
Commissioning • Procedures – Integration of operation of systems • Limited experience in domestic sector, but much greater experience in the non-domestic sector – Installer experience • Documentation of processes and results – Requirements for Building Control and As-built SAP calculations • TSB Building Performance Evaluation findings highlight difficulties particularly around innovative systems Making buildings better 6
Handover • Provide specific instructions, not manufacturers installation guidance • Guidance provided often too technical and complex • Focus on illustrations and ‘plain English’ • Face-to-face demonstrations with follow up visit – Occupant demonstration of controls use – Training of advisors • Include guidance on maintenance and energy efficient operation – MVHR filters Making buildings better 7
Soft Landings Framework Five stage Process: • Stage 1: Inception and briefing Clarify operational outcomes in the client’s requirements Stage 2: Design development & construction Review past experience, agree performance metrics, agree design targets, regularly reality-check Stage 3: Pre-handover Prepare for occupation, train FM staff, demonstrate control systems, review monitoring strategy of occupants and energy use Making buildings better 8
Soft Landings Framework Stage 4: Initial aftercare Support staff in first few weeks of occupation, be resident on site to respond to queries and react to emerging issues Stage 5: Long term aftercare Monitor, review, fine-tune, and perform periodic feedback studies for up to three years to reach performance targets Making buildings better 9
Moving Forward • Develop an energy strategy to meet agreed energy targets • Establish who is responsible for the energy performance • Consider utilising a Soft Landings approach • Integration of fabric and building services design • Commission systems and document the findings Making buildings better 10
Moving Forward • Prepare for handover – Prepare early draft of guidance, review with building users – Work with occupants, face-to-face plus follow up visits • Feedback experience Making buildings better 11
Getting Technical Installations, Operations and Maintenance Right firstname.lastname@example.org 01344 465620
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