BREEAM 2011 & Soft Landings

8/10/2019 BREEAM 2011 & Soft Landings

1/4

BSRIA BG 28/2011

BREEAM 2011

an interpretation note for clients and designers

www.softlandings.org.uk

www.bsria.co.uk

Soft Landings


2/4

Requirements 1&2: Roles and Responsibilities

From RIBA Stage B or equivalent, the client, building occupier, designteam and contractor are required by BREEAM 2011 to contribute to the

projects decision-making process. This includes identifying and defining

their roles, responsibilities and contributions

Soft Landings requires that all roles and responsibilities are clear from the outset.Shared risk and responsibility is at the core of Soft Landings. Roles andresponsibilities should be shared among the project sponsor, client advisors, theproject manager, and the design professionals. However, job titles are less importantthan an individuals ability and temperament. Always choose the right people.

Roles and responsibilities should also be set aside for key contractors yet to be

appointed, and expressed in tender documentation to which contractors canrespond. In order to foster collaborative working, the contractors Soft Landingsactivities should be made contractually binding only where absolutely necessary.

The facilities manager should be involved to ensure the design reflects operationalneeds and realities. Where premises staff have not been appointed, the client shouldseek an independent specialist to provide early observations and advice.

Requirement 3: Training schedule and handover information(maintenance, training and end-user documentation)

BREEAM 2011 requires a schedule of training identified for relevantbuilding occupiers and the premises manager (based on the handover

and occupation plans)

Training and handover support needs to be planned from project inception.Training should include demonstration of the building management system and itsinterfaces. Occupiers need to be made familiar with all allied controls systems,know that they are operating correctly, and understand how to use and fine-tunethem.

Close attention should be given to the usability and manageability of designelements such as moving parts, electrical components and their controls. Whereappointed, facilities managers and user representatives should be involved inreviewing the proposals. They should be able to comment on the design intent andthe details of the management and user interfaces. Where premises staff have notbeen appointed, the client should seek out companies or individuals who are willingto offer their insights and wisdom to the project design team.

Specific Soft Landings worksteps

Stage 1 B1: Define roles and responsibilitiesClarity is essential in the chain of command and in

agreeing the decision-making procedures

Stage 1 B4: Set environmental and otherperformance targetsTargets need to be stretching but realistic. Design is fluid

and goalposts can move. It can be risky to make early

(notional) targets contractually binding. Its better to have

incentives to improve on targets rather than penalities for

non-achievement. Contractual wrangling will compromise

teamwork and willingness to share risk

Stage 1 B6: Incentives related to

performance outcomesDecide on the methods and metrics for measuringperformance in-use. Measures of energy efficiency and

occupant satisfaction are fundamental to Soft

Landings. Incentives to achieve targets may be appropriate

Key Soft Landings worksheet stagesStage 1: B1, B4, B6, B8

Stage 3 P6: Building management systeminterface completion and demonstrationEnsure building operators are familiar with the BMS and

allied controls. Staff will need to know how to adjust and

fine-tune settings and have the appropriate level of access

Stage 3 P9: Compile a guide for occupantsA simple well-illustrated and annotated guide for

occupants will help users to understand the design

intention and to use the building effectively

BREEAM 2011/Soft Landings Interpretation NoteBG 28/2011

BREEAM New Construction, the updated environmental assessment and certification scheme for new non-

domestic buildings (BREEAM 2011), now rewards Soft Landings activities. Clients and their design teams are

now able to demonstrate they are achieving key aspects of the criteria of Section 4 Management, specifically

Management 01 Sustainable Procurement, by adoption of the worksteps in the Soft Landings Framework. This

BSRIA document provides explanatory notes where the Soft Landings Framework is referenced in BREEAM

requirements, and assists in meeting a number of BREEAM credits. Additional information is provided to enable

quick identification of the detailed activities in the Soft Landings process that are most appropriate to BREEAM


Stage 2 D1: Design developmentDesigners must consider the budgets and technical

expertise available to the occupier for maintaining thebuildings systems and in resourcing its facilities

management.

Stage 3 P5: TrainingEnsure operation and maintenance staff are familiar with

the building and trained in the use of its systems. This

must be done in good time and not at the last minute

MANAGEMENT 01 SUSTAINABLE PROCUREMENTProject brief and design Credit Requirements 1-3


3/4

Soft Landings representatives must make themselves visible to the buildingsoccupants. They should also revise the technical and user guidance in the light ofoperational experience, and record any changes to system setpoints or operatingcharacteristics.

Project teams should also consider multiple forms of user communication, such asexplanatory picture boards placed near to innovative or interesting systems, as wellas printed user guides. User controls may need more descriptive labelling.

Requirements 4-6: BREEAM Accredited Professional

A BREEAM Accredited Professional (AP) can be appointed to facilitate

the setting of BREEAM-related performance targets

Soft Landings calls for Soft Landings champions one on the client side and a

matching person on the supply side. Ideally, both champions should be peopleinvolved for the full duration of the project. Where a BREEAM AccreditedProfessional (AP) is being appointed for the life of the project, the AP could act asthe clients Soft Landings champion.

Requirement 18: Commissioning

BREEAM 2011 requires project team member(s) to be appointed to

monitor and programme the pre-commissioning, commissioning and

re-commissioning activities

The Soft Landings Framework requires the early appointment of a commissioningmanager, and the setting of a building readiness programme prepared before thestart of commissioning. Where a commissioning manager cannot be formallyappointed early on, the client or design team should consider hiring acommissioning specialist to provide early input during design briefing.

There should be a programme for post-completion commissioning and fine-tuningof static elements, such as checks of airtightness details, checks of window openingdevices and linkages, and envelope pressure tests. Commissioning should not beconfined to main plant, but also cover any movable devices in the occupied space.

Requirement 19-21: BREEAM 2011 requires commissioning to be

carried out in line with current Building Regulations, and BSRIA and

CIBSE guidelines

BREEAM 2011 and the Soft Landings Framework intepret commissioning slightlydifferently. BREEAM 2011 expresses its commissioning requirements in terms ofBSRIA and CIBSE guidelines. The Soft Landings Framework refers to commissioningrequirements in terms of preparation, training and witnessing.

While the two approaches complement each other, the Soft Landings Frameworkfocuses on performance outcomes how the building is supposed to benefit itsoccupants rather than the strict technical requirements of commissioning. For

example, it is not enough for energy meters to be installed and commissioned, theymust also be recording correctly. Their readings should be reconciled against the

main meters and any faults corrected before data is collected for analysis.

Data recording software run on a BMS also needs to be checked to ensure thatdata collection is accurate and reliable. Special energy monitoring software may berequired to ensure that the BMS will record all the pulses from the meters.

Stage 3 P10: Compile a technical guideA technical guide should provide the facilities team with a

succinct introduction to the building and its systems. It

should have been developed during the design and

construction phases as information becomes available

Key Soft Landings worksheet stagesStage 3: P1, P2, P5, P6, P9, P10


Stage 1 B1: Define roles and responsibilitiesProject teams should identify Soft Landings champions for

the full duration of the project. It is equally important that

the roles and responsibilities of the demand-side client

team are well defined, and preferably matched in the

supply chain


Stage 3 P2: Building readiness programmeThe building readiness programme needs to be prepared

well in advance of the move-in. Commissioning and

training needs to be co-ordinated, and all energy meters

checked, calibrated and zeroed at handover

Stage 3 P5: Training

Adequately-trained operation and maintenance staff mustbe in place before handover.

Stage 3 P11: O&M manual reviewThe project team should review the content of the O&M

manuals with the facilities manager, who should sign it off

when it is complete and acceptable

Key Soft Landings worksheet stagesStage 3: P3, P11


Stage 3 P3: Commissioning records checkCommissioning records should include energy data where

available, such as true power consumed by motors, not just

currents

Stage 3 P4: Maintenance contractEnsure that the contract is appropriate and that the

service is in place immediately after handover

Key Soft Landings worksheet stagesStage 3: P3, P10

MANAGEMENT 01 SUSTAINABLE PROCUREMENTConstruction and handover Credit Requirements 18-21


4/4


Stage 4 A1: Resident on-site attendanceConfirm who will be there, where, and when

Stage 4 A3: Introductory guidance

Informal end-user meetings for the aftercare team topresent key information on how the building operates

Stage 4 A5: CommunicationsInform users on progress via newletters, websites andhelplines

Stage 5 Y3: Systems and energy reviewA written review of overall energy and systems

performance at six-month intervals

Stage 5 Y4: Fine-tune systemsSeasonal changes and results of monitoring may requirefine-tuning of systems and setpoints

Key Soft Landings worksheet stagesStage 4: Steps A1 to A6 inclusive


Stage 5 Y1: Aftercare review meetingsAftercare team members should meet with user

representatives and the premises team to review progress.

This can be initially quarterly but can decrease to every six

months after year one

Stage 5 Y2: Energy logging

The premises team should take the lead on monitoringenergy consumption

Stage 5 Y3: Systems and energy reviewA written review of overall energy and systems

performance at six-month intervals

Stage 5 Y4: Fine-tune systemsSeasonal changes and results of monitoring may require

fine-tuning of systems and setpoints

Stage 5 Y5: Record fine-tuningFine tuning should be recorded for comparison with

earlier readings, and against forecast performance. The

O&M manuals, building logbook and any user guidance willalso need to be updated

Stage 5 Y8: Energy performanceCompare recorded performance with design targets

Stage 5 Y6: CommunicationsMaintain newletters, websites and helplines

Key Soft Landings worksheet stagesStage 5: Steps Y1 to Y9 inclusive

Requirement 22: Seasonal commissioning

BREEAM 2011 requires seasonal commissioning responsibilities to be

completed over a minimum 12-month period

The Soft Landings Framework encourages a programme of follow-through, with fine-

tuning and seasonal re-commissioning. The Framework distinguishes between aninitial period of aftercare (the first eight weeks) and extended aftercare which maylast up to three years.

Initial aftercare should focus upon helping the occupiers understand their newbuilding and to assist the premises managers to operate the systems. In year one,the primary focus should be on settling everything down, ensuring the design intentis understood, identifying any problems, and logging usage and changes. There maybe a need to fine-tune some systems.

An occupant survey after 3-6 months can collect valuable reactions from theoccupants and help to target early action. However, this can be premature,

particularly with phased occupation or where initial teething problems are still freshin the memory. Focus groups are an alternative, but they need careful facilitation.This is also relevant to Requirements 23-25 described below.

Requirement 23: If the seasonal commissioning credit is achieved a

separate BREEAM credit is available for gathering energy and water

consumption data, and for understanding any discrepancies

Requirement 24-25 requires a contract or commitment to provide

aftercare support to all the building occupiers. An extra credit is

available for continuing the aftercare support for three years

Long-term aftercare consists of periodic reviews of the buildings performance inorder to understand and deal with any gaps between design expectation and actualperformance. Primarily this should focus on energy use and occupant satisfaction. Itis vital that responsibility for providing information, and reviewing it, lies with thebuilding owner and the management team not the original project team.

The Soft Landings Framework calls for an extended aftercare and post-occupancyevaluation to provide insights, review performance, and help the users andoperators get the best out of their building. In years two and three, reviews shouldconcentrate on recording the operation of the building and reviewing itsperformance against (reality-checked) targets.

The aftercare period should include a number of independent post-occupancysurveys. The type, coverage, method and timing of these surveys will depend on theproject, but in general both energy and occupant satisfaction surveys are bestconducted once the building and its systems have settled down, and for any initialproblems to have been resolved.

Ideally, the occupants should be able to draw upon a relatively long experience ofthe building. The ideal time for a first survey is after 12 months full occupation,which should dovetail with the end of the defects period. The survey will help toinform any interventions to improve system performance. A second survey, at least12 months later, can be used to check whether changes have led to improvements.

Old Bracknell Lane West

Bracknell

Berkshire

RG12 7AH, UK

For more information

on Soft Landings, go to

www.softlandings.org.uk

This interpretative document was produced by BSRIA in collaboration with

the BSRIA Soft Landings User Group. It was authored by Julie Godefroy of

Hoare Lea & Partners, and BSRIAs James Parker and Roderic Bunn

BSRIA BG 28/2011 May 2011 ISBN 978 86022 695-6 Printed by ImageData Ltd

MANAGEMENT 01 SUSTAINABLE PROCUREMENTAftercare Credit Requirements 22-25

BREEAM 2011 & Soft Landings

Documents

Transcript of BREEAM 2011 & Soft Landings