1) The Passivhaus method sets a clear set of requirements in terms of information, coordination and skills through all the stages of project procurement and delivery, homes built to this standard however represent a relatively small proportion of the total built in the UK.
2) BSRIA’s Soft Landings provides a framework to ensure project targets aren’t compromised by taking into account any pitfalls through project delivery, but this has been applied predominantly in non-domestic buildings so far.
3) Government Soft Landings (GSL) is similar to Soft Landings but differs in the use of metrics to demonstrate project outcomes. In GSL, targets related to the Social, Economic and Environmental outcomes are set.
The project is being tackled over five work packages (WP).
The first, ‘preparation’ stage included a literature review of the common issues contributing to the performance gap.
This review identified a number of issues and themes occurring at all project stages, which are potentially contributing to the performance gap. Many of these issues were linked to quality – both in the delivery and occupied stages.
This led onto the thinking of whether these key themes and issues could be addressed using a framework that includes gateways at key stages; general and/or success criteria, project specific metrics and KPIs; and activities or a procedure. Could metrics be used as a way introducing points in the project where there is an assessment to check the project is in line with the expectations? This helped formulate the draft outline ‘framework’.
Consultation is a key part of this project and allows the project team to capture feedback and views on an ‘outline’ framework and the mechanisms by which this may be incorporated by the industry to ensure the study findings are robust and representative of the housing industry. Thus far there have been two workshops. At these sessions the implementation, incentives, use of project specific metrics and KPIs were all open for discussion. The feedback from these have been very useful for trying to understand the implementation issues associated with the adoption of a ‘framework’.
It is important to remember this is a feasibility study and aims to inform the development of a ‘framework’. To enable this, in the next stage of the project, case studies will be reviewed and the outline ‘framework’ will be evaluated against them in a retrospective manner. This evaluation will help identify how the outline ‘framework’ could be implemented and how it could be revised and developed further. A possible finding from this project may well be that a ‘framework’ is only suitable to certain types of projects, development and/or procurement types.
BSRIA and the other project partners are currently in the process of gathering case studies and undertaking the reviews. The final stage of the project will be a workshop in September/October 2016, where the findings from the project will be presented. We are interested to hear about what your views on the project and what features a ‘framework’ like this should incorporate? Please contact Sarah Birchall at BSRIA using email@example.com if you have any comments, if you can offer a case study or would like to be involved in further consultation for this project.