43-design briefing manual (hvac application guide)
TRANSCRIPT
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A DESIGN BRIEFING MANUAL
December 1990
This document contains 3 pages
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publishers.
ISBN 0 86022 266 7 © BSRIA November 1990
The Building Services Research and Information Association Old Bracknell Lane West Bracknell, Berkshire RG1 2 4AH Tel: (0344) 426511 Fax: (0344) 487575 Telex: 848288
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A DESIGN BRIEFING MANUAL
December 1990
BSRIA PUBLICATIONS
This publication is one of many new titles continually being produced by BSRIA. These provide comprehensive technical and market information on subjects relating to building services.
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ABSTRACT
The guide contains an outline procedure for the preparation of design briefs for the building services components of buildings. The procedure is intended for use by building services designers, but will be of interest to client organisations. The procedure is divided into four distinct stages - inception, feasibility, outline proposals and scheme design. For each stage the guide identifies the key activities involved in briefing and highlights the main considerations the designer should take into account. The procedure incorporates report stages which are used to provide documentation of the decisions made and the conclusions of design studies. Aids to some of the main data gathering activities are provided in the fonn of check-lists which are included as appendices to the guide.
ACKNOWLEDGEMENTS
This guide was jointly funded by BSRIA and the Department of the Environment under the Sponsorship Research Contract.
Additional advice and contributions were provided by:
C Izzard R W Gregory
J Kew Wimpey Construction Management Ltd
J Wild Wimpey construction Management Ltd
J Murray Reading University
R Wilkins Building Services Co-Partnership
D Styles QED Consultants
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PREFACE
Design briefing is the process by which the designer gathers together all the information which will form the basis for detailed design. It involves extracting mformation from the client regarding his requirements and expectations, and liaising with other members of the design team in order to co-ordinate design activities and determine the best possible design solutions.
The consequences of an inadequate brief for building services can be expensive. If the building environment cannot be maintained at a level compatible with the purpose for which it was intended, the remedial work needed to resolve the problem could involve considerable extra costs, and possibly have a detrimental affect on the overall operating efficiency of the building throughout its life. It is therefore essential that the client's requirements are clearly stated and interpreted during the briefing procedure.
Briefmg problems involving building services have increased as building services complexity has increased. The problems which have been identified demonstrate that faults can be attributed to both client organisations, and building services designers.
On the clients' side, the problems are due to lack of preparation and inexperience. Clients may be unable to state in advance the functions and activities to be performed in their buildings, the types of equipment to be housed in them, and their patterns of usage. They may also change their minds about such details, as the briefing progresses. A fundamental mistake made by clients, is to underestimate the level of input that is required on their part during the briefing process. There may be no provision for an active input to briefing from client representatives, strategic planners, and end users of the building. In addition, the client may not fully understand the implications of his requirements for the building services installation, and may therefore overlook to mention details which could have a significant impact on the design.
The building services designer, on the other hand, will be at fault if he allows these circumstances to perpetuate. In the designer's eagerness to comply with the client's method of working, this can be an obvious trap to fall into. Without the appropriate level of input on both sides, the designer may have difficulty in understanding the objectives and priorities of the client. He may also overlook important details, or may misinterpret the information he is given.
The key to successful design briefing is to define clear objectives for the process and establish a clear plan for achieving those objectives. The aim of this guide is to provide an example of just such an approach for the building services element of buildings. It makes the assumption that the party with responsibility for bnefmg is the designer, and that it is the designer who will take the lead role in the briefing process.
CONTENTS PAGE NO
DESIGN BRIEFING PROCEDURES 1
1.1 INTRODUCTION 1
1.2 OBJECTIVES 1
1.3 BRIEFING PROCEDURE 1
1.4 AIDS TO BRIEFING 2
FIGURE 1. INCEPTION STAGE ACTIVITIES 4
2. INCEPTION STAGE 5 2.1 CLIENT BRIEF 5 2.2 CLIENT/DESIGN TEAM MEETINGS 5 2.3 ANALYSIS OF DESIGN SERVICE REQUIRED 6 2.4 OUTLINE PROGRAMME 6 2.5 DESIGN CONTRACT AGREEMENT 6 2.6 SET UP PROJECT ADMINISTRATION 6 2.7 REVIEW CLIENT BRIEF 7 2.8 ENGINEERING REPORT 7 2.9 INFORMATION COLLECTION 7 2.10 CLIENT/END USER MEETINGS 8 2.11 IDENTIFY CLIENT NEEDS AND ATTITUDES 8 2.12 SERVICES COST ASSESSMENT 8 2.13 APPRAISALOFSCHEME 9 2.14 INCEPTION STAGE REPORT 9
FIGURE 2. FEASIBILITY STAGE ACTIVITIES 10
3. FEASIBILITY STAGE 11
3.1 AGREE SCOPE OF STUDIES 11
3.2 INITIAL CLIENT/DESIGN TEAM MEETINGS 11
3.3 DATA ANALYSIS 11
3.4 GENERAL FEASIBILITY STUDY 11
3.5 SPECIAL FEASIBILITY STUDY 11
3.6 APPRAISAL OF SCHEME 12 3.7 FINAL CLIENT/DESIGN TEAM MEETING 12 3.8 REVIEW OUTLINE PROGRAMME 12 3.9 FEASIBILITY STAGE REPORT 12
FIGURE 3. OUTLINE PROPOSALS STAGE ACTIVITIES 14
4. OUTLINE PROPOSALS STAGE 15 4.1 SELECTION AND ANALYSIS OF OUTLINE SOLUTIONS 15 4.2 DESIGN TEAM MEETINGS 15 4.3 APPRAISAL OF SCHEME 15 4.4 OUTLINE PROPOSALS REPORT 15
FIGURE 4. SCHEME DESIGN STAGE ACTIVITIES 16
5. SCHEME DESIGN STAGE 17 5.1 SCHEME DESIGN 17 5.2 INFORMATION COLLECTION 17 5.3 SPECIFICATION 17 5.4 CLIENT/DESIGN TEAM MEETINGS 17 5.5 APPRAISAL OF SCHEME DESIGN 17
APPENDICES A CLIENT BRIEF 18 B ENGINEERING REPORT 20 C DESIGN PARAMETERS 21 0 SELECTION OF SYSTEMS 25
BIBLIOGRAPHY 30
V
DESIGN BRIEFING PROCEDURES
1.1 INTRODUCTION
Although applicable to the majority of designer and client relationships, the information given in this guide is based on two presuppositions:
1. That the guide will be used in the main by building services designers, to assist in their planning for and preparation of design information.
The view is taken that it is the designer who will in most cases take the lead role in briefmg.
It is recognised that clients who regularly commission building work are able to maintain in-house expertise of building services and the workings of the building industry. Such clients may wish to take a more prominent role in the briefing procedure. However, most client organisations only occasionally have a need for building work, and therefore have little experience on which to draw. These companies must rely on the skill and expertise of their appointed professional experts to correctly assess their requirements, and guide them through the process.
2. That the client must be well organised and prepared if the briefmg procedure is to be successful, and that if this is not the case, then the designer must advise him accordingly.
Client dissatisfaction is often due to their own failure to acknowledge the importance of the briefmg process and their role within it. Clients are often reluctant to assume a major role in
briefing, preferring to delegate it to the other participants. Such transference of control can diminish the client's authority and may be interpreted as evidence of client weakness and vacillation. The client must therefore be made aware of his role in briefmg and the need for him to allocate sufficient resources to the process if it is to be successful.
1.2 OBJECTIVES
The briefing procedure described has the following objectives:
to provide a structured procedure by which the building services designer can monitor and control the briefmg process;
to provide a structured communication path between the client and the designer by which information and decisions may be passed;
to provide a means of stimulating discussion by drawing attention to the relevant issues pertaining to the design of building services systems;
to identify specific report stages which will form a record of the information exchanged and decisions made.
To help the user through the different stages in the briefmg procedure, the guide contains advice to help clarify the key issues and problems associated with each of the main activities.
1.3 BRIEFING PROCEDURE
Design briefmg is an exercise in human communication, and as such is prone to the vagaries and psychological factors which can influence peoples' perceptions of conversations and agreements. The particular context in which the communication is taking place is one of client and expert adviser. It is therefore of paramount importance that a relationship of mutual trust and co-
operation exists between the two. In this respect, a standard procedure for design briefmg could be obtrusive to the relationship. In developing the procedure described, the aim has been to achieve a degree of flexibility by defming key stages in the process, but leaving the path to achieve those stages open to interpretation.
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The approach taken by this guide is that there is no single document which could be termed "the brief'. Instead the guide describes a briefmg procedure with staged reports containing details of information collected, decisions made, and the justifying arguments underlying them. The reports may be used to ensure continuity throughout the project, and may be used as reference documents when the building is in use.
The framework for the procedure described is based on the stages for design briefing which are defined by the Royal Institute of British Architects (RIBA) in their publication "Plan of Work for Design Team Operation". Although the RIBA publication is written for application to the building as a whole, the stages defined are equally applicable to the building services element of the design.
The stages which encompass the briefing procedure are defmed by RIBA as follows:
Inception To prepare general outline of requirements and plan future action.
Feasibility To provide the client with an appraisal and recommendation in order that he may determine the form in which the project is to proceed, ensuring that it is feasible, - functionally, technically and financially.
Outline Proposals To determine a general approach to layout, design and construction in order to obtain authoritative approval of the client on the outline proposals and accompanying report.
Scheme Design To complete the brief and decide on particular proposals, including planning arrangement appearance, constructional method, outline specification, and cost, and to obtain all approvals.
For each stage, the guide identifies specific activities which are applicable within the full and abridged engineering duties as defmed in the Association of Consulting Engineers Conditions of Engagement. These activities are linked to meetings and report stages which are the principal mechanisms for obtaining and recording briefing information.
1.4 AIDS TO BRIEFING
Reports
Reports detailing the information exchanged and agreed between the client and designer are an essential part of the briefing procedure. There are a number of report stages identified within this guide, which are applicable to most projects.
Meetings
The building services designer should have regular meetings with the client and with the other members of the design team.
The meetings must be carefully managed in order to avoid wasting time on irrelevant topics, or problems which cannot be resolved because of inadequate information.
The purpose of each meeting should be clearly identified at the outset. For each stage in the briefmg procedure, the guide gives suggested topics appropriate for discussion at meetings. These topics can be used to prepare the agendas for meetings and to arrange in advance for the attendance of specialist users when a particular service is being discussed.
All significant decisions should be carefully documented and a record kept of who made the decision, what the decision was, why it was taken, and on what information or prevailing circumstances the decision was based. With this in mind minutes of meetings need only concentrate on the background leading to a decision, and on the decisions themselves. The minutes may then be referred to, or form part of the next briefing report.
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Check-Lists
Check-lists such as those given in the appendices to this guide are not intended to provide a comprehensive list of all the information required by the designer at each stage. Nor is it always appropriate to use the check-list as a questionnaire, answering each point in turn. Instead the check-lists are better used by the building services designer as an aide memoir by which he can ensure that he has covered most of the important points relating to a particular service. There is no reason why the list cannot be departed from, new items added or omitted depending on the nature of the project and the applicability of the information in the list.
Room Data Sheets
Room data sheets should be considered as an option but are by no means the best solution for all projects. It is often more likely that the client himself will offer these rather than at the designer's suggestion. Hospital clients are typical users of room data sheets, since they are a useful means of describing the varying requirements of each area in a standard format. The complexity and variety of services in such buildings makes room data sheets a particularly useful way of dealing with the special requirements. For less densely serviced buildings, they might not be as effective.
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FIGURE 1. INCEPTION STAGE ACTIViTIES
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2. INCEPTION STAGE
Figure 1 shows a flow diagram representing the activities to be carried out at the inception stage of the briefing procedure. The following guidance notes apply:
2.1 CLIENT BRIEF
The preparation or presentation of a client brief is the principal means by which the client will
express his ideas about the project. Development of the client brief should be carried out by the client with input or advice from the building services designer. The client brief will contain a detailed description of the client's perceived requirements. The brief may have been prepared before the building services designer was appointed, and will not necessarily focus on any part of the building services installation at all. Instead it may concentrate on the information needed to establish the general architectural requirements of the building, and the information needed to make application for whatever local authority approval may be required.
It may well be the case that some briefing meetings will have been held between the client and the architect prior to the appointment of the building services designer. It is important that the building services designer determines the background to these discussions, and the nature of agreements made in advance of their involvement.
The client may have already taken decisions based on inadequate information and advice. These can be a major hindrance to the briefing procedure. The building services designer should aim to assess the validity of such decisions early on.
An example check-list of information appropriate for the client brief is given in Appendix A.
Experienced Clients
More experienced clients may address the building services aspects by including within the client brief a form of performance specification giving details of the basic requirements of the building in terms of temperatures, lighting levels, noise levels, electrical power loads etc.
They may also wish to establish their own more detailed list of requirements based on their experience of the problems that have arisen with earlier buildings. When this is the case, the client brief may be far more detailed, covering all aspects of the building, its structure and services.
Experienced clients may even have firm ideas about the type of building services they require, including specific design details and preferred manufacturers.
Dealing with experienced clients does not diminish the relevance of the inception stage client brief, although a detailed report of the kind described does represent an overlap into the later activities of data collection and analysis.
2.2 CLIENT/DESIGN TEAM MEETINGS
Early meetings with the client should be informal concentrating on the general aims of the project.
The following activities are likely to be the most appropriate for discussion:
• Review the client brief, and highlight any omissions.
• Establish clear project intent, with description of the building form and its intended use.
• Specify cost limits, and programme details for the project.
• Discuss terms of appointment for the building services designer, and the extent of their duties.
• Identify any need for specialist assistance to the design process.
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• Agree key dates by which decisions should be made and briefing reports submitted.
• Establish programme and staffing requirements for the design.
2.3 ANALYSIS OF DESIGN SERVICE REQUIRED
The building services designer must identify the terms of engagement which are best suited to achieving the client's objectives. The choice will usually be between the five different types of appointment described in the Association of Consulting Engineers Conditions of Engagement.
When the standard Conditions of Engagement are not used, it is important to clearly define the duties to be performed by the designer, and the terms of payment.
2.4 OUTLINE PROGRAMME
The client will be keen to establish a programme for achieving key dates with regard to the construction of the building. These dates are likely to include, pre-planning, planning approval, building regulations approval, client's approval on cost, deadlines for when money should be available, and deadlines for when the building is available. The building services design work must be planned, and sufficient time allowed so that these deadlines and those relating to the construction period, can be set to a realistic timescale.
2.5 DESIGN CONTRACT AGREEMENT
Before entering into a contract agreement with the client, the building services designer must be satisfied of the following points:
that there is sufficient technical knowledge within the design organisation to deal with the particular technical implications for the building services systems;
that the constraints of cost and programme are acceptable;
that there are sufficient resources within the design organisation to meet the design programme;
that the relationship with the client and other members of the design team are acceptable.
From this basis the exact terms of engagement can be negotiated.
2.6 SET UP PROJECT ADMINISTRATION
Design team
The building services designer must set up a project team responsible for the co-ordination, management and production ofmformation throughout the briefing procedure. The lead member of the team should ideally be involved in briefing discussions with the client. However, it is important that the person chosen for briefmg duties has the proper experience and skill to conduct negotiations effectively. The following attributes are essential:
a thorough technical knowledge of building services and the design and installation
process;
experience working on projects of a similar type;
an ability to communicate, good inter-personal skills, and able to make the client feel at ease.
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Because briefmg may be an activity carried out on a fairly irregular basis, care should be taken to ensure that the person appointed responsible for the briefing is adequately prepared before hand and is made aware of the important aspects discussed in this guide.
Client organisation
It is important that some form of client representative body be formed at an early stage in the project in order to liaise with the design team and make decisions on behalf of the client. The design team leader should stress the importance of this to the client and ensure that appropriate lines of communication are set up with a suitable building services client representative and, if necessary, end users of the building or facilities in question.
Clients will need to consider their organisation under three broad headings.
internal organisation of the client itself;
organisation of information;
organisaiton of communication channels.
It is important that the client representative has detailed knowledge of the client's requirements and the authority to make decisions on the client's behalf.
It must be expected that the client will wish to re-consider certain aspects of the project and change his mind on some points. Whilst this is acceptable during the early stages of briefing, the client should be warned at the outset of the possible consequences of repeatedly changing his mind on major issues affecting the building services during the later stages. Too many alterations of this kind will cause abortive work and considerable disruption to the briefmg process.
2.7 REVIEW CLIENT BRIEF
The client brief should contain sufficient information to allow the building services designer to assess the nature of the building and the level of building services required.
A review of the client brief at this stage is essential preparation for the subsequent activities. The client brief will provide the basis for preparation of an engineering report, as described in Section 2.8. It will also enable the development of detailed checklists for information collection, as described in Section 2.9.
The review will enable the designer to identify the client's priorities and any pie-conceived ideas and attitudes. It should also indicate areas where the client lacks experience or expertise.
2.8 ENGINEERING REPORT
On projects where the building services designer is appointed at an early enough stage, the building design will benefit from the preparation of a building services engineering report. The engineering report will focus on those aspects of the building architectural and structural design which will affect the design and performance of the building services systems. A list of topics relevant to the engineering report are given in Appendix B.
2.9 INFORMATION COLLECTION
The building services designer must gain access to the client representative as early as possible. Obtaining information via the architect or structural engineer is not usually a satisfactory alternative. If this access is not obtained the designer must decide whether or not he is able to perform his duties properly under the working arrangement, and if not he should advise the client accordingly.
The client brief will contain sufficient information to enable the building services designer to compile a check-list of the information and data which will be required to assess the nature of the
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building services and the environmental loads which will be imposed. Typical information required will be design parameters such as internal temperatures, lighting levels and noise levels. It will also involve carrying out detailed studies of user requirements, possibly using questionnaires or room data sheets. An example check-list of appropriate information, together with questions highlighting specific areas is given in Appendix C.
2.10 CLIENT/END USER MEETINGS
The following activities are likely to occur during meetings aimed at establishing detailed client requirements.
• Issue questionnaires or submit requests for information to the client and other members of the design team.
• Identify relevant laws, standards, regulations or codes which apply to the proposed project.
• Agree in principle a list of the services systems which will be installed in the building.
• Identify any problems that can be foreseen in the installation of the systems listed.
• Of the different systems listed, identify the priorities amongst them, ie highlight those systems without which the building cannot function for its purpose.
2.11 IDENTIFY CLIENT NEEDS AND ATTITUDES
Having established the design parameters and basic requirements of the building, it should be possible for the client and building services designer together, to list the system types which will be required. Appendix D contains a check-list of the various system types which might be considered. The list is based on the work section headings defined by "The Common Arrangement of Work Sections for Building Works", produced by the Building Project Information Committee.
If the designer finds that the systems asked for by the client are outside his range of experience, then appropriate steps must be taken to bring in specialist advice in those areas. The specialist advice may be in the form of an expert who understands the requirements of the client through direct involvement in the process with which he or she deals, or it could even be a briefing consultant ie an outside engineer familiar with the particular problems.
It may be appropriate to suggest that a member of the design team spends some time working with the client organisation in order to observe the type of activities the client is involved with and get a feel for how the client organisation operates.
It is important to obtain an awareness of the a client's attitude towards their buildings and how they wishes to operate them. Energy conservation, maintainability and environmental friendliness may all be considerations the client would like taken into account during the design. Even if the client has not expressed an interest in running costs, they should be made aware of the long term cost commitments so that these factors can be properly assessed and prioritised.
2.12 SERVICES COST ASSESSMENT
There should be enough information at this stage to prepare a budget cost assessment on a square metre floor area basis.
The biggest single influence on the selection of building services systems and options is the cost. However, giving a fixed cost to a client can be dangerous if it is used as the basis for future cost planning. Clients are obviously keen to establish cost figures as early as possible. Most consultants will derive their budget costs on a rule of thumb technique for establishing approximate project costs based on experience of costs on other projects. These can be reasonably accurate, although there is always a danger that a cost per square metre area value will vary
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enormously depending on the density and complexity of the services. The building services designer should point out the difficulties in giving cost estimates at such an early stage.
2.13 APPRAISAL OF SCHEME
The building services designer should carry out their own appraisal of the project at this stage to confirm the clients stated requirements and objectives. In particular, the information collected so far must be assessed to ensure:
compatibility of data ie that there is no conflict between different parts of the client's stated requirements;
that the stated requirements conform to recognised standards and regulations;
that the client's targets for cost and programme are realistic and achievable.
The building services designer needs to make a critical judgement of the client's performance at specific appraisal stages in the briefmg procedure. If the client is not fulfilling his duties with regard to briefmg, then the designer needs to report this and decide how best to continue with the briefmg procedure, and whether the client can be given some assistance to overcome the problems.
2.14 INCEPTION STAGE REPORT
The inception stage report should contain details of agreements and decisions made so fat The report will be based mainly on minutes from meetings, and feedback from check-lists and questionnaires. The report should identify who made the decisions and on what information the decision is based.
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FIGURE 2. FEASIBILITY STAGE ACTIVITIES
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3. FEASIBILITY STAGE
Figure 2 shows a flow diagram representing the activities to be carried out at the feasibility stage of the briefmg procedure. The following guidance notes apply.
3.1 AGREE SCOPE OF STUDIES
The purpose for carrying out feasibility studies is to ensure that the client's objectives are technically viable, and can be achieved within the specified limits of cost and programme. If feasibility studies are to form part of the building services designer's responsibilities, the designer should establish the extent of these duties and agree an additional fee for payment.
3.2 INITIAL CLIENT/DESIGN TEAM MEETINGS
The early feasibility stage meetings should aim to focus attention on those aspects of the client's proposals which might cause problems in design. Consideration should be given to the following aspects:
• Identify estimated building loads and assess impact on the selection of building services sytems.
• Discuss likely space requirements for equipment and options for location of plantrooms and service routes.
• Identify major cost items likely to be incurred in the building services installation.
3.3 DATA ANALYSIS
The design information collected during the inception stage can be used to calculate approximate plant loads for the building. These calculations may only be preliminary estimates, especially if building layouts are still to be decided.
3.4 GENERAL FEASIBILITY STUDY
The general feasibility study will aim to examine the client's stated requirements, as defmed during the inception stage, and assess whether there are any parts of the work which may be impractical or impossible to achieve.
The feasibility studies must be conducted with input from other members of the design team. Plant room space, false ceiling allowances, and services routes must be agreed in principle in order to avoid spending time examining options which are not practical due to other building constraints.
In practice, space allowances are always difficult to assess at an early stage because details of building layouts and plant loads may not yet have been established. Rules of thumb allowances for plant areas are often over-estimated since a healthy safety margin is usually built in.
3.5 SPECIAL FEASIBILITY STUDY
It is not cost effective to carry out a feasibility study for every building services system option. However, there are a number of special situations which are more likely to warrant a feasibility study if the client wishes to be assured that he is getting the best possible solution. Typical situations where a special feasibility study might be carried out include selection of air conditioning systems, selection of plant room locations, methods of heat rejection (wet or dry cooling towers) etc.
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The special feasibility studies should offer comparison of the different design options in terms of technical feasibility, capital cost, running cost, space requirements, effects on programme, and to what extent the solution meets the client's specific requirements.
There may be situations where the designer finds himself dealing with a subject he knows very little about, and is therefore in a poor position to advise the client. It is then the building services
designer's duty to seek expert advice from outside his own organisation on those specific matters.
Although the designer has responsibility for guiding the client when selecting the best solutions for the buildings, the question "do you have a preference" is a legitimate one. The client may have very firm ideas based on his own experience and knowledge of previous buildings he has commissioned and the particular building's function.
3.6 APPRAISAL OF SCHEME
After all of the feasibility reports have been compiled, the fmdings and recommendations must be discussed and assessed with the client and other members of the design team. The aim will be to reach agreement on a design solution which as closely as possible meets the client's requirements and is compatible with the other design restrictions imposed by the architect and structural engineer. It may be that some details of the proposed solutions may have to be changed or reviewed if the client finds that the proposals are not acceptable. The designer must ensure that the client is happy with all of the proposed design solutions before progressing to the next stage. To help the client understand the reasons for selecting one system over another, it is worthwhile listing the key considerations pertaining to the system in question, and how these are best met by the recommended solution.
3.7 FINAL CLIENT/DESIGN TEAM MEETING
• The findings and recommendations of the feasibility reports should be discussed at length with the client. The meetings will involve the following activities:
• Report on the fmdings of any feasibility studies. Examine the different design options considered, and discuss the benefits and disadvantages of each, and the effects each alternative has on architectural or structural layouts.
• Examine overall capital and running cost estimates based on the fmdings of the feasibility reports, and the effects on programme.
• Identify whether further studies are required.
3.8 REVIEW OUTLINE PROGRAMME
The design programme should now be reviewed in light of the work done so far. It should be pointed out to the client that changes of mind on the major issues agreed on would be disruptive to the briefing procedure.
3.9 FEASIBILITY STAGE REPORT
The feasibility stage report should provide a summarised record of the agreed system solutions for the project. A statement justifying that selection should be included within the report. The
justification might comprise a list of factors which make the system particularly suitable, for example capital cost, floor area, running costs, flexibility etc.
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FIGURE 3. OUTLINE PROPOSALS STAGE ACTIVITIES
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4. OUTLINE PROPOSALS STAGE
Figure 3 shows a flow diagram representing the activities to be carried out at the outline proposals stage of the briefing procedure. The following guidance notes apply.
4.1 SELECTION AND ANALYSIS OF OUTLINE SOLUTIONS
The design solutions accepted in principle at the feasibility stage now form the basis of a more detailed examination of the selected systems, and how they will fit into the building. The basis for earlier plant sizing exercises should be examined to ensure that the data used as the basis of those calculations is still valid. It may be that specified room temperatures or room dimensions have changed thereby invalidating the earlier load assessments. At this stage detailed discussions should be taking place with the other members of the design team to ensure that the systems proposed are properly co-ordinated with other building elements. The designer should now produce sketch plans showing in schematic form the intended routes of services and plant locations.
4.2 DESIGN TEAM MEETINGS
Although the client should either be present at design meetings, or at the least informed of decisions made, it is not essential that he gives input at this stage. However, any alterations to agreements made at the inception or feasibility stage should be immediately referred back to the client.
The aim of design team meetings will be to agree in principle the important features of the services layout which affect the building such as,
plant room locations and sizes,
plant loads and positions,
slab holes for services routes,
scheme layouts for services routes.
4.3 APPRAISAL OF SCHEME
The appraisal of the outline proposals stage involves presenting the planned layouts and schemes for the client's fmal approval. Attention should be given to those aspects which have been modified during the preparation of outline proposals and which may have an impact on cost or programme.
4.4 OUTLINE PROPOSALS REPORT
The outline proposals report should contain a description of each system to be installed in the building together with details of its intended method of operation, and general design parameters. The report is essentially a confirmation of the decisions agreed during the inception and feasibility stages, and will form the basis of the detailed design specification. If the designer's usual specification format is that based on The Common Arrangement (see Reference 7), then the outline proposals report should be structured in the same way.
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FIGURE 4. SCHEME DESIGN STAGE ACTIVITIES
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5. SCHEME DESIGN
Figure 4 shows a flow diagram representing the activities to be carned out at the scheme design stage of the briefmg procedure. The following guidance notes apply.
5.1 SCHEME DESIGN
Scheme design involves preparation of design drawings and specification suitable for obtaining tenders for the works. Depending on the designer's terms of engagement, the level of co- ordination shown on the drawings in terms of dimensions etc will vary. However, the drawings should at least give a feasible solution without the need for major re-routing to make the components fit. There will therefore be a need to confirm all design details with other members of the design team.
5.2 INFORMATION COLLECTION
Scheme design will involve placing in position manufacturers equipment or specialist suppliers installation arrangements. This information is essential if space allowances are to be made and design details allowed for. The use of one particular manufacturer's plant should not prohibit the competitive tendering for equipment later in the contract. However, for large items it will be beneficial to obtain quotes at the scheme design stage, so that plant selection can be made then and allowed for in the design. The appointed supplier would then become a nominated supplier.
5.3 SPECIFICATION
The design specification should be based on the agreed details given in the outline proposals report. The same level of information is appropriate although it should now be possible for the designer to define the requirements with regard to a specific manufacturer's product.
5.4 CLIENT/DESIGN TEAM MEETINGS
The scheme design stage meetings should provide the client with progress reports on the development of the design, and also be used to obtain client approval regarding specific aspects much as plant selection and cost. The following matters might be discussed.
• Review the agreements made at the outline proposals stage, and record any changes to the original proposals and the reasons for those changes.
• Report on selection of major plant items, choice of manufacturers and whether there is a need to invite manufacturers to tender in advance.
• Report on any consultations held and agreements reached with local and other authorities.
• Confirm all relevant details passed to architect and structural engineer regarding plant weights, space requirement, structural openings etc.
• Provide itemised list of installation costs for all building services equipment and systems.
• Agree tender date and confirm contract programme.
5.5 APPRAISAL OF SCHEME DESIGN
Following discussions with the client and design team, the building services designer can assess the adequacy of the fmal design in terms of its technical quality and costs. There should now be enough cost information available to provide a detailed break-down of the expected costs against which tenders for the work can be assessed.
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APPENDIX A
CLIENT BRIEF
The following is a check-list of information which the designer will require at the inception stage of the briefing procedure. In the absence of a brief from the client, it is suggested that the following information is the minimum likely to be needed by the building services designer at the start of the project.
Project Title
Client name
Project location
The Project Team
Name, address, telephone number and fax number of the following participants and their representatives:
client
client representative
architect
structural engineer
specialist consultants
briefmg consultant
main contractor/managing contractor
Other related groups:
local government
planning authorities
quantity surveyor
electric supply authority
gas supply authority
water supply authority
public health department
fire officer
nominated suppliers of equipment and machinery
intended building occupier/user
The Project
Project description
e.g. new building or refurbishment, offices, factory space, residential etc.
Total floor area
Description of activities in building
Description of special facilities required
e.g. canteen areas, computer rooms, conference facilities, special process areas etc.
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Background to the Project
Description of the client organisation and its method of working
Reason for having works done
client goals outline of concerns which they seek to resolve by building
Any relevant history to the project
significant issues related to the proposed works
Future pians for the building/site
Building Details
Plans, elevations and sections detailing
building and room dimensions
window heights
glazing-single or double
building orientation
layout of structure i.e. columns and beams
method and materials of construction
depth of false ceilings and false floors
anticipated plant room positions
anticipated services riser positions room names and function
fire zones
anticipated HW/CW points
anticipated positions of sanitary fittings
position of incoming gas, electricity, telecommunications and water
position of drain runs and manholes with invert levels
U-values of surfaces, where known
positions of electrical supply points for client machinery
Cost
Anticipated budget for building services component of the building
Programme
Dates for main elements of the programme:
demolition
start on site
occupation
Future Work
Details of future extensions
Details of possible changes of use
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APPENDIX B
ENGINEERING REPORT
The following topics should be considered in preparing the building services engineering report.
The site
Existing local authority facilities
Incoming utilities - gas, water, electricity, telephone
Water table level
Foul/surface water drains
Underground obstructions e.g. tunnels
Microclimate
Weather conditions
seasonal temperatures
rainfall
prevailing wind
Solar
effect of building orientation
degree of external shading
external noise levels
radio interference
from rail lines, power cables, radio transmitters etc.
Building fabric
Thermal transmittance values
Peak internal temperatures
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APPENDIX C
DESIGN PARAMETERS
The following information should be agreed between the client and designer. In the absence of a detailed brief from the client, it is likely that the designer will take the lead role in advising the client on appropriate values for many of the information items asked for.
Building Occupancy Details
Taking into account future requirements of the building, give details of the following:
anticipated maximum number of building occupants
approximate numbers of occupants in each part of the building
proportion of male to female occupants
typical patterns of occupancy in each part of the building e.g. office hours, continuous, intermittent or with a specified usage diversity.
Will any part of the building be used for social or recreational events taking place outside office hours?
Building Plant Loads
Does the client have a preference for any particular fuel?
Taking into account future requirements of the building give details of the following:
list of gas burning equipment including kW loads: e.g. process machinery, kitchen equipment etc.
list of electrical equipment including voltages and kW loads:e.g. permanent plant items and portable equipment such as computers, printers etc.
typical patterns of usage for equipment e.g. continuous, intermittent, or with a specified usage diversity
Is there any machinery or equipment which requires supply from other building services systems, e.g. water supply, compressed air, vacuum, oxygen, nitrogen, steam, softened water etc?
Is there any machinery, equipment or process which necessitates the incorporation of special equipment, e.g. fume extract, dust extract etc?
What noise levels are generated by the plant items?
Give details of any trade effluent from the plant or building as a whole, and any requirements for treatment.
Are there any activities within the building which require special security arrangements?
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Environmental Performance Criteria
Give a room by room list of acceptable values for:
dry bulb temperature
humidity
lighting level
noise rating
minimum fresh air requirement
Defme summer and winter peak conditions
Do you anticipate installing shading blinds to windows?
Building Structure
Do U-values comply with Building Regulations?
Do you anticipate need for flexibility in room partitions?
Will floors be carpeted?
Will there be a need to move desks and computer terminals at regular intervals?
Is there a need for flexibility in the positioning of desk positions?
Environmental control
Are there areas of the building which require close control, and if so within what limits?
Are there areas of the building which require direct control by the occupants?
Will there be plants in the building which require particular temperature control?
Domestic water supplies
Is there a particular requirement for mains water supplies other than for drinking water purposes?
Is a chilled drinking water service required?
Is there a need for water supplies to gardens for watering points, fountains, car washing points etc.?
Is there to be a vehicle washing point?
Is it proposed to install a drinks vending machine?
Drainage
Will floor gullies be required in each toilet area to facilitate floor washing?
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Electrical Services
Does the client have any preference in light fitting selection?
Which items of equipment require a three phase supply?
Will each work place require its own power point?
Will each work place need a telephone?
Is there a need for external lighting in car parks, access roads, security areas, etc?
Are clocks to be installed?
Is there a requirement for a public address system?
Are there any special requirements for socket outlets?
Are there any illuminated signs?
Are there any electrically operated doors?
Are there areas requiring flame proof electrical services?
Data cabling
Taking into account future requirements, details are required for the extent of data cabling to each work place, and the space allowances necessary for trunking and cable management.
Stand-by Power
Items of equipment which are essential to the operation of the building will require stand-by power, eg lifts, part lighting, etc. However, are there any other particular areas which require 24 hour stand-by power?
Fire Services
Fire prevention services will be in accordance with local authority requirements. Are details of the requirements available?
Where should the fire alarm control panel be installed?
Maintenance
Would the cliefl prefer the selection of low maintenance equipment wherever possible?
Does the client wish to consider automated condition monitoring?
What level of disruption to working areas is the client prepared to accept for maintenance purposes?
Does the client want the installing contractor to be responsible for maintenance during the defects liability period?
Would the client like to standardise component selection for main items of equipment, eg light fittings, radiators, pumps, etc?
Would the client like a labelling system for equipment and plant?
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Special areas
Will there be any of the following special areas:
kitchens
conference facilities
computer rooms
clean rooms
Miscellaneous
Are there any special design standards to conform to?
Is there a limit on the maximum chimney height for boiler flues?
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APPENDIX D
SELECTION OF SYSTEMS
The majority of systems which come within the general category of building services are listed below. The list can be used as a "menu" from which to select the systems appropriate to the building under consideration. Some system headings have additional request for information, which the designer will need in order to commence the design for those systems.
Disposal Systems
Drainage rainwater pipework/gutters
foul drainage above ground
drainage below ground
land drainage
laboratory/industrial waste drainage
Sewerage sewage pumping
sewage treatment/sterilisation
Refuse disposal centralised vacuum cleaning
refuse chutes
compactors/macerators
incineration plant
Piped Supply System
Water supply cold water
hot water
hot and cold water (small scale)
pressurised water
irrigation
fountains/water features
Treated water supply treated/deionised/distilled water
swimming pool water treatment
Gas supply compressed air
instmment air
natural gas
liquid petroleum gas
medical/laboratory gas
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Petrol/Oil storage petrol/oil - lubrication
fuel oil storage/distribution
Other supply systems vacuum
steam
Fire fighting - water fire hose reels
dry risers
wet risers
sprinklers
deluge
fire hydrants
Fire fighting - gas/foam gas fire fighting
foam fire fighting
Mechanical Heating/Cooling/Refrigeration Systems
Heat source gas/oil fired boilers
coal fired boilers
electrode/direct electric boilers
packaged steam generators
heat pumps
solar collectors
alternative fuel boilers
Primary heat distribution
heating
cooling
Heat distribution/ medium temperature hot water heating/low
utilisation - air temperature hot water heating/steam heating
Heat distribution! warm air heating
utilisation - air warm air heating (small scale) local heating units
Heat recovery
Central refrigeration! central refrigeration plant
Distribution primary/secondary cooling distribution
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Local cooling! local cooling units
Refrigeration cold rooms
ice pads
Ventilation/Air Conditioning Systems
Ventilation/Fume extract general supply/extract
toilet extract
kitchen extract
car parking extract
smoke extract/smoke control
safety cabinet/fume cupboard extract
fume extract
anaesthetic gas extract
Industrial extract dust collection
Air conditioning - all air low velocity air conditioning
VAV air conditioning
dual-duct air conditioning
multi-zone air conditioning
Air conditioning - induction air conditioning
air/water fan-coil air conditioning
terminal re-heat air conditioning
terminal heat pump air conditioning
Air conditioning - hybrid hybrid system air conditioning
Air conditioning - local free standing air conditioning units
window/wall air conditioning units
Other air systems air curtains
Electrical SupplyfPowerlLighting Systems
Generation/Supply/HV electricity generation plant distribution HV supply/distribution/public utility supply
LV supply/public utility supply
General LV distribution! LV distribution
Lighting/Power general lighting
general LV power
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Special types of supply! extra low voltage supply
distribution DC supply
uninterrupted power supply
Special lighting emergency lighting
street/area/flood lighting
studio/auditorium/arena lighting
Electric heating electric underfloor heating
local electric heating units
General/Other electrical general lighting and power (small scale) work
Communications/Security/Contro' Systems
Communications - telecommunications
speech/audio staff paging/location
public address/sound amplification
centralized dictation
Communications - radio/TV/CCTV
audio-visual projection
advertising display clocks
Communications - data data transmission
Security access control
security detection and alarm
Protection fire detection and alarm
earthing and bonding
lightning protection
electromagnetic screening
Control monitoring
central control
building automation
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Transport Systems
People/Goods lifts
escalators
moving pavements
Goods/maintenance hoists
cranes
travelling cradles
goods distribution/mechanised warehousing
Documents mechanical document conveying
pneumatic document conveying
automatic document filing and retrieval
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BIBLIOGRAPHY
1. Plan of Work for Design Team Operation. Royal Institute of British Architects (RIBA). MBA Publications Ltd (1973).
2. A.C.E. Conditions of Engagement 1981. The Association of Consulting Engineers. (Reprint 1988).
3. Better Briefmg means Better Building. J.J.N. O'Reilly Building Research Station (1987).
4. Briefmg and Design - A case study. J.J.N. O'Reilly Building Research Station. Current Paper CP34/69 (1969).
5. Before you Build. National Economic Development Office HMSO (1974)
6. Manual of the BPF System. British Property Federation Limited 1983.
7. Common Arrangement of Work Sections for Building Works. Building Project Information Committee (1987).
8. The Public Client and the Construction Industries. National Economic Development Office. HMSO (1975).
Further Reading
1. Draft International Standard 1 50/DIS 9699 Performance Standard in Building - Checklist for Briefmg - Contents of Brief for Building Design.
2. A Client's Energy and Environment briefing guide. Royal Incorporation of Architects in Scotland.
3. A Guide to Client Briefing. F. Salisbury. Butterworth (1990).
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Other relevant BSRIA publications selected from our list:
AG 2/76 Estimators guide to labour times — hevac installation work.
TN 3/77 Coordination of building services.
TN 4/77 Features of site work control systems.
TN 1/82 Coordination of building services — design stage methods.
AG 1/89 Flushing and cleaning of water systems.
LB 109/83 Coordination of building services.
Reading Guide No 1 Volumes 1 and 2 — Building services maintenance.
Directory Building services legislation.
For details of these and all BSRIA publications ask Publication Sales for a free catalogue.
The BuUn Services Researth and Information Association Old Bracknell Lane West Bracknell, Berkshire RG1 2 4AH Tel: (0344) 426511 Fax: (0344) 487575 Telex: 848288