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Government Soft Landings & the benefits of BIM to FM Deborah Rowland Head of Facilities Management, Government Property Unit ThinkBIM 11th July 2012

Government Soft Landings

Delivering alignment of design & construction with operation and asset management within government construction using the BSRIA Soft Landings Framework through:

1. Inception and briefing 2. Design Development 3. Pre-Handover 4. Initial Aftercare 5. Aftercare 1 – 5 years after

handover

Output: a policy document and guidance for Soft Landings in Government Construction by 30th Sept 2012.

Soft Landings will be a key element of the construction process maintaining the ‘golden thread’ of the building purpose through to delivery and operation.

• Ensuring that Soft Landings becomes

standard for government projects.

• Early engagement during the design process with end users/client/FM

• Ownership post construction from design/construction team

• Appropriate handover process from construction to end user/FM

• Post Occupancy Evaluation/Monitoring and tie back to ownership and lessons learnt for future design

Government Construction Programme – Governance Structure

UNCLASSIFIED

Minister for the Cabinet Office

Government Construction Board (Chair Paul Morrell)

Joint programme

actions

Construction Advisory

forum

Construction Strategy programme team

(CO – ERG)

GCS Steering Committee (Chair Andrew Wolstenholme)

Procurement/Lean Client (Chair Nick

Pollard)

Standards/Lean Supply

(Chair Tim Eaton)

FM/Soft Landings

(Chair Deborah Rowland)

Data & Benchmarkin

g (Chair

Michael Coleman

BIM Strategy (Chair Mark Brew/David

Philp)

Performance Management

(Chair Bill Yardley)

Infrastructure Client/Procur

ement (Chair Simon

Kirby)

Infrastructure Data

(Chair Professor

Brian Collins)

Infrastructure Industry

(Chair Steve Fox)

Infrastructure Steering Committee

(Chair Peter Hansford)

Infrastructure programme team (IUK)

Wider stakeholder groups (e.g. Strategic Forum for Construction, Green Construction Board, HMEP etc

Government Soft Landings (GSL) Timeline

•Ongoing monitoring and feedback of trial projects

• Stewardship via BIM operational group and FM Board

Post September 2012 Implementation

•Policy endorsed by Government Construction Board

•Policy launched to industry

September 2012 GSL Policy

•Trial projects identified & feedback mechanism to test early policy development

• Four areas of focus and measurements developed

•BIM mapping developed

July 2012 Draft Policy

•40+ industry members •4 subgroups •Alignment to BIM and Procurement Construction task groups

October 2011 GSL Task Group Set up

Focus areas for Govt Soft Landings

Environmental Performance

Facilities Management

Commissioning Training and

Handover

Functionality & Effectiveness

Inception / briefing

Design development

Pre Handover Initial Aftercare

1 – 5 years post completion

Project Stages BIM data

drops

Focus areas

Post Occupancy Evaluation - Aftercare Perception of contractors by operators was one where they walk away from completed projects and leave client and building management teams to guess how buildings work or review reams of manuals.

Designers have not been incentivised to identify if the design has met the business needs.

Because of the above GSL will also focus on:

- Aftercare: Through the handover and initial occupancy phases as part of fully developed and resourced plan.

- Post Occupancy Evaluation: To establish success in delivering the objectives, performance of those who worked on the project, lessons learnt and provision of feedback.

- Standardised measurement key – TM22/BUS being explored

- Defects Liability – can this be extended up to 3 or 5 years? Will this provide the accountability or just increase cost? – Would require statement of requirements in works information that are measurable

The role of the GSL Champion Critical to ensuring that a project meets client needs and is maintainable.

Is not an additional cost or contractual role to the project, skills required already exist within Estates/ FM teams

- Role identified within project team

- It is to act as a pro-active voice for end users and FM

- Support on delivering four areas of focus and embed measurements

- Identify and prevent traditional problems from being realised on government projects

- Ensure BIM data feeds into CAFM systems with fully populated asset register

- Maintain continuity of involvement with the project from concept to operation

- Ensure post occupancy evaluation and monitoring undertaken and lessons learnt feedback for future projects via BIM

Environmental Performance Each project will have an Environmental performance plan at the core of the design brief.

Areas for focus:

- Target setting and benchmarks

- Consideration of user actions

- Commissioning and calibration

- Post construction monitoring and evaluation

Facilities Management There will be a clear, cost efficient vision and strategy for managing the facilities.

Areas for focus:

- Operational management part of original vision/brief

- Focus on operational budget early

- Test and model design proposals

- Develop Operational & Sourcing Strategies

- Commissioning, training & handover into mobilisation and user guides

Commissioning, Training and Handover The building will be delivered and handed over through a plan specifically designed to meet the needs of the Client, Facilities Managers and Occupiers.

Areas for focus:

- Roles and responsibilities

- Testing and commissioning

- Engagement of operations staff

Functionality & Effectiveness Facilities that are designed to meet the needs of the Project Sponsor and Occupiers and provide an effective, productive working environment.

Areas for focus:

- Establish needs and measures

- Post Occupancy Evaluation/Monitoring

- TM 22 – Energy

- Building in Use Study

- Feedback/lessons learnt

- Defects Liability

BIM Benefits to FM

• BIM propagates efficiencies at all stages of the project life cycle through virtual rehearsal, modelling and simulating the asset to be built and operated virtually

• BIM provides a fully populated asset data set into CAFM systems • Reduced time wasted in obtaining information about assets, cost of

maintaining or replacing items • 3D modelling to assist with planning modifications to building use • FM sector needs to fully embrace the benefits of BIM and increase

their knowledge in this area • Must be kept up to date by FMs e.g. change in use • Key to its success are the CAFM suppliers Further information available www.bimtaskgroup.org

Questions

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