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A BSRIA Guide www.bsria.co.uk

Building Services Reports

By Richard Tudor

BG 71/2017
 ACKNOWLEDGEMENTS

This guide was authored by Richard Tudor of WSP | Parsons Brinckerhoff

with input from industry representatives.

Particular thanks are due to:

David Bleicher BSRIA
John Sands BSRIA
Nick Cullen Hoare Lea
Daren Bezants Royal Holloway University of London
Bob Swayne The Hampden Consultancy

Every opportunity was taken to incorporate the views of the contributors,

but final editorial control of this document rested with BSRIA.

This guide was designed and produced by Joanna Smith of BSRIA.

The guidance given in this publication is correct to the best of BSRIA’s knowledge. However
BSRIA cannot guarantee that it is free of errors. Material in this publication does not constitute
any warranty, endorsement or guarantee by BSRIA. Risk associated with the use of material from
this publication is assumed entirely by the user.
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 or mechanical including photocopying,
recording or otherwise without prior written permission of the publisher.

© BSRIA May 2017 ISBN 978-0-86022-759-5 Printed by Bishops

BUILDING SERVICES REPORTS

© BSRIA BG 71/2017

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 CONTENTS

1 INTRODUCTION 1

2 REPORT STRUCTURE 2
2.1 Planning 2
2.2 Report key components 3
2.3 Comparisons 6

3 FEASIBILITY REPORTS 8

4 STRATEGY REPORTS 9

5 DESIGN STAGE REPORTS 10

5.1 Concept design reports 10
5.2 Developed design reports 11

6 THERMAL MODELLING REPORTS 13

7 TENDER ASSESSMENT REPORTS 14

8 TECHNICAL DUE DILIGENCE REPORTS 15

9 EXPERT REPORTS 17
9.1 Expert adviser reports 17
9.2 Expert witness reports 17

APPENDICES

APPENDIX A CONCEPT DESIGN REPORTS 20

APPENDIX B DEVELOPED DESIGN REPORTS 23

APPENDIX C EXPERT WITNESS REPORTS 27

REFERENCES

REFERENCES AND BIBLIOGRAPHY 30

BUILDING SERVICES REPORTS

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 INTRODUCTION 1

1 INTRODUCTION

To be effective, an engineer must develop skills in the preparation of all

types of communication and the ability to write clear, concise reports is
an asset to any designer. For example, a designer must be able to translate
engineering solutions and design intent into an understandable written
form in such a way that the reader, often non-technical or with little
building services knowledge, can understand. The need to communicate
with clients and other professionals effectively is essential.

A report is a form of communication that is written for a specific purpose

and aimed at a particular audience. There are various types of reports
utilised in the industry that are used for different purposes, ranging from
communicating design to expert witness reporting.

Every company has a different style but the ability to plan and prepare
reports in an efficient manner can often save time and avoid unnecessarily
lengthy documents.

The primary aim of this guide is to serve as good practice and to provide
guidance in promoting consistency in the industry through common report
definition and standard report frameworks. It does not aim to address report
grammar, writing style or composition but will make reference to other
publications to assist in this need.

For each type of report covered, this guide aims to outline what that report
should achieve, in addition to highlighting key points and guidance to
assist the reader in developing their own particular report structure. The
common components of a typical report are also explained together with
report preparation success factors.

The appendices outline considerations, levels of information and typical

headings for some of the report types, with the aim of providing an aide-
mémoire to further assist the reader. The considerations are not exhaustive
and the final content of reports, together with headings, will vary according
to the type of project and its particular requirements.

This guide refers to the numbered work stages used in the RIBA Plan of
Work 2013 but it is recognised that some projects still use the lettered work
stages from pre-2013 editions.

BUILDING SERVICES REPORTS 1

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A BSRIA Guide www.bsria.co.uk

Model Format for Building

Services Specifications

By John Sands

A joint venture with:

BG 56/2015
 CONTENTS

1 INTRODUCTION 1

2 Specifications - traditional practices 2

2.1 What is a specification? 2
2.2 What is its purpose? 3
2.3 How is it used? 3
2.4 What are the component parts? 3
2.5 When is it assembled? 4
2.6 How is it arranged? 4

3 PREPARING EFFECTIVE SPECIFICATIONS 8

3.1 Basic principles 8

4 THE MODEL SPECIFICATION FORMAT 10

4.1 The principles of the model specification format 10

4.2 Classification in specifications 10
4.3 The model specification format index 11

APPENDICES

APPENDIX A: CAWS WORK SCENARIOS (1998 VERSION) 18

APPENDIX B: EXAMPLE OF CONTENTS FOR PART A 22
APPENDIX C: EXAMPLE OF CONTENTS FOR PART D 24
APPENDIX D: EXAMPLE OF THE MODEL SPECIFICATION 26
FORMAT IN USE

REFERENCES 31

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 INTRODUCTION 1

1 INTRODUCTION

In this age of BIM and information management it is easy to forget

that a key part of the information used during construction projects is
the specification. It is the mechanism for the designers to impart their
technical detailed requirements for the engineering services and systems
to the installers, and in turn the installers will use it as their scope of work.
Specifications which are inaccurate or inconsistent with other project
documentation can lead to confusion, errors in pricing and can exacerbate
difficulties in the commercial and contractual process.

It is vital, therefore, that specifications are written in such a way as

to be readily understandable by the user. They should clearly and
unambiguously describe not only what systems are to be provided and
how they are intended to operate once installed.

The objective of this publication is to provide a model format for building

services specifications which aids efficiency and understanding for all
parties involved in preparing and using specifications through a common
and consistent arrangement.

This guide does not include detailed technical content, but rather provides
the layout and general arrangement of sections and clauses. It gives a
general framework within which the specification author can use their in
house content and format with the least amount of change.

Section 2 of this guide describes ‘traditional’ specification practices.

Section 3 gives key points on preparing more effective specifications and
section 4 details the model specification format, together with an example
in the appendices.

Classification has also been included along with the standard numbering to
aid comparison with some existing specification preparation tools available,
and a full list of Common Arrangement of Work Sections (CAWS) work
sections has been included in appendix A. This will also be helpful when
aligning the specification to BIM activities, particularly as the final pieces
of the Government’s Level 2 BIM strategy fall into place.

The format is recommended as a guide, but it is not all-encompassing

for every project option and does not remove the engineer’s discretion in
setting out the project requirements.

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 3 PREPARING EFFECTIVE SPECIFICATIONS

3 PREPARING EFFECTIVE SPECIFICATIONS

3.1 BASIC In order to prepare a comprehensive and effective specification, a number

PRINCIPLES
of basic principles should be followed. Mostly these are common sense
but basic errors can cause difficulties for the recipient in understanding the
requirements of the specification.

The watchpoints included in Table 3 capture these basic principles and, if

followed, should result in a clear and effective specification.

Table 3: Watchpoints for writing specifications

Use plain language Be clear and unambiguous in the language you use. Do not use unnecessary technical
terms.

Know what you want Make sure you clearly understand what you require the reader to do. If you are not sure,
how can you explain it to the reader? Know where the boundaries are between activities
and/or who is doing what to ensure everything is covered.

Be specific State clearly what you require the reader to do, or what their responsibilities are. Do not
use generalities or vague descriptions.

‘Cut and paste’ with care ‘Cut and paste’ text from an earlier specification for a similar project with care. It is easy
to introduce inaccuracies as no two projects are absolutely identical. If you start each
specification afresh (using an office or company ‘master’) it forces you to think about the
project in hand rather than using one from ‘a similar project’ and then trying to think of
the differences and changing them. If you see text in front of you it is natural to focus on
what is there. It can be harder to think of what isn’t there but should be. So start with
the standard specification each time and then cut and paste relevant clauses from your
reference project specification into that. This discipline results in greater accuracy.

Use the correct level of Provide a sufficient level of detail to enable the reader to understand the concepts and
detail requirements you are including. Don’t assume that they will know how something is
meant to be configured if you don’t tell them. Conversely, don’t include information that is
either too detailed for the application, or simply not needed at all.

Put information in the right Put the correct information in the correct place. If you want the capability to read gas
place consumption at the BMS then make sure that this requirement is spelt out in the gas
meter clauses and also in the BMS clauses.

Ensure compliance Make sure that any requirements you ask for are compliant with regulations and standards,
such as Building Regulations.
Ensure consistency Make sure that, if you reference another document, you are consistent with its
requirements. Be compatible with the documents you reference and don’t contradict
them. Be consistent throughout the specification. This includes terminology, abbreviations,
level of detail and the style of language used.

Look from the user’s Once you have written the specification, or the section you have been working on, read it
viewpoint through but from the user’s perspective. Is it clear what you want the reader to do? Can
the reader understand what it is they are required to do? Are the extent of the systems
clearly defined, including the operational and control methodologies?

Make sure it makes sense Read what you have written – does it make sense? Have you included everything you need
to make the complete project? Is the grammar accurate and clear?

Use the imperative tense Rather than say “The system shall be installed…” be clearer by using the imperative tense
and saying “Install the system…”. This takes away any doubts or ambiguity over who is
doing the installing.

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 4 MODEL SPECIFICATION FORMAT

4 MODEL SPECIFICATION FORMAT

4.1 THE PRINCIPLES A consistent format or layout should be the starting point for all
OF THE MODEL
SPECIFICATION
specifications. The users will then always receive information in the same
FORMAT arrangement and so will be able to quickly find the information they need.

The key considerations to achieve a suitable arrangement are:

• As few parts as possible
• Parts and their contents arranged in the right order

In determining the number of parts, the main technical elements of the

specification fall into four main areas, as described in section 2.4. The
order in which these are arranged can vary, but the following has been
determined to best represent the needs of the specification users in the
construction team. The project specific elements are towards the front
with the more generic content towards the back.

In addition to the parts discussed previously, the model specification

format includes a further part (Part E, below), containing all the
specification-related information which the tenderer is required to submit
as part of their tender return.
A. Preliminaries
B. Project specific requirements
C. Project specific materials and equipment
D. Common workmanship and materials requirements
E. Tender deliverables

The use of letters to label the parts gives a clear identity to this
arrangement and distinguishes it from other specification formats currently
in use. It also offers greater flexibility in numbering subsequent sections
and clauses within each part by providing a clear identifier for each part
which is easy to identify before the numerical clause numbers, saving the
need for a separate layer of numbering.

4.2 CLASSIFICATION IN With the arrival of BIM and increasing adoption of digital technologies
SPECIFICATIONS
throughout construction and operation, classification is becoming more
important. The increasing amounts of data and information being
generated are only of use if they can be adequately captured and made
available for future use and that requires a consistent naming strategy or
classification.

A number of classification systems exist currently, and have been used in

construction for many years. Amongst the building services disciplines,
CAWS and later Uniclass have been widely used, identifiable by the
characteristic three digits to denote a particular engineering system, for
example T31 “Low temperature hot water heating” in CAWS. A full list of
the CAWS work sections is given in Appendix A.

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 BIM Training
One day courses at our Bracknell office
or available as in-company training

Introduction to BIM
This course will provide a basic understanding of BIM and an appreciation of the
benefits of adopting the BIM process. www.bsria.co.uk/goto/bimtc

Implementing BIM
Delegates will gain a solid grounding in BIM and understand how to improve
their business operations through an effective BIM implementation plan.
www.bsria.co.uk/goto/implementbim

Contact BSRIA Training

T: 01344 465589
E: [email protected]
W: www.bsria.co.uk/training

Commissioning training Ad2.indd 1 11/02/2015 14:54:11

 Design Framework
4th Edition

Licensed Versions
Licensed versions of Design Framework contain
an unlocked PDF and editable version of all the
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for the use of one office and multi-site versions
are designed for companies with many offices.

The benefits of licensed versions include:

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BG 6 -14 Design Framework_D3-2010 Legislation cover.qxd 31/01/2014 13:43 Page 1

A BSRIA Guide www.bsria.co.uk

of ed on

13
or ith
n ign iti

20
W w
Pla n al h Ed

A Design Framework for

k
B A e rt
RI be ou
e has is f

Building Services
th Th

Design activities and drawing and model definitions

by David Churcher and John Sands

BG 6/2014
 1
Acknowledgements

In addition to those involved in the preparation of the first three editions

of A Design Framework for Building Services, BSRIA would like to thank the
following organisations and individuals for participating in the project:

Graham Cossons Hoare Lea

Daniel Goodreid Arup
Paul Hancock Crown House Technologies (representing B&ES)
David Healy Crown House Technologies
Dave Hymas Mott MacDonald
Paul Marsland NG Bailey
Will Pitt NG Bailey
Ben Roberts Hoare Lea
Andy Sneyd Laing O’Rourke (representing CIBSE)
Richard Tudor WSP
James Warne Boom Collective

In addition, BSRIA would like to thank Ben Roberts and Paul Marsland for
creating exemplar 3d models for this publication.

The guide’s technical authors were David Churcher and John Sands, and it was
designed and produced by Joanna Smith. Every opportunity has been taken to
incorporate the views of the working group, but final editorial control of this
document rested with BSRIA.

Licensed versions
This publication is available as a set of editable files, including:
• An unlocked pdf
• An editable Word version of the guide
• An Excel workbook of all the pro-formas
• An unlocked pdf of the third edition (BG 6/2012)
• An Excel workbook of all the pro-formas from the third edition.

These are licensed to a single site or multiple sites.

For more information visit www.bsria.co.uk/bookshop

The guidance given in this publication is correct to the best of BSRIA’s knowledge. However BSRIA
cannot guarantee that it is free of errors. Material in this publication does not constitute any warranty,
endorsement or guarantee by BSRIA. Risk associated with the use of material from this publication is
assumed entirely by the user.

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 or mechanical including photocopying, recording or
otherwise without prior written permission of the publisher.
© BSRIA February 2014 ISBN 978-0-86022-727-4 Printed by Charlesworth Press

A design framework (4TH Edition)

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Design Framework 1.indd 4 30/01/2014 16:14:33
 contents

1 INTRODUCTION 1

2 USING THE TECHNICAL GUIDE 5

2.1 Introduction to the appendices 5
2.2 Checklist of design activities (appendix A) 5
2.3 Model definitions (appendix A) 5
2.4 Drawing definitions (appendix A) 7
2.5 Checklist of model and drawing deliverables (appendix B) 8
2.6 Completing the pro-formas 8
2.7 Using the pro-formas 10
2.8 Non-building services specialist design 11
2.9 Effect of procurement route 11
2.10 Commissioning specification 12
2.11 Precision in design 13
2.12 Design reviews 14

3 INTRODUCTION TO BIM
(BUILDING INFORMATION MODELLING) 15
3.1 What is BIM? 15
3.2 BIM levels of maturity 15
3.3 BIM and the RIBA Plan of Work 17
3.4 The BIM process 18
3.5 COBie as a means of accessing data 20
3.6 Capacity and capability 21
3.7 Effect of procurement route 21
3.8 British Standards and guides supporting
BIM implementation 22

APPENDICES

APPENDIX A : ALLOCATING DESIGN ACTIVITY 24

Pro-forma 0: Strategic activities and design activities
Covering the whole project 25
Pro-forma 1: Preparation and brief (RIBA Stage 1) 26
Pro-forma 2: Concept (RIBA Stage 2) 28
Model and drawing definitions and examples 31

Pro-forma 3A: Developed design part 1 (RIBA Stage 3) 40

Pro-forma 3B: Developed design part 2 (RIBA Stage 3) 42
Model and drawing definitions and examples 45

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 appendices

Pro-forma 4A: Technical design part 1 (RIBA Stage 4) 54

Model and drawing definitions and examples 57

Pro-forma 4B: Technical design part 2 (RIBA Stage 4) 65

Model and drawing definitions and examples 66

Pro-forma 4C: Technical design part 3 (RIBA Stage 4) 71

Model and drawing definitions and examples 73
Pro-forma 5: Construction (RIBA Stage 5) 74
Model and drawing definitions and examples 77

Pro-forma 6: Handover and close out (RIBA Stage 6) 88

Pro-forma 7: In use (RIBA Stage 7) 89

APPENDIX B : ALLOCATING MODEL AND DRAWING

PRODUCTION 90

APPENDIX C: CROSS REFERENCE OF TERMINOLOGY 94

REFERENCES AND BIBLIOGRAPHY 95

LIST OF FIGURES
Figure 1: Handover points 2
Figure 2: Progressive detail in models and arrangement/schematic
drawings (related to the BSRIA pro-formas). 9
Figure 3: BIM maturity model 16
Figure 4: Extract from the RIBA Plan of Work 2013
overview document 17
Figure 5 : Structure of COBie standard 20

LIST OF TABLES
Table 1 : Alignment of design activity stages, drawings/models,
and other design deliverables. 6
Table 2 : COBie Information Exchanges 21

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 INTRODUCTION 1

1 INTRODUCTION

This fourth edition of BSRIA Guide BG 6 A Design Framework for

Building Services takes account of the latest edition of the RIBA Plan of
Work[1] published in May 2013. It also updates the design activities related
to Building Information Modelling (BIM), especially the production of
building information models at different stages of design and the exchange
of structured information with a project client.

The section introducing BIM has been rewritten to reflect the current
state of development of BIM, but does not attempt to provide a
comprehensive text on this subject. For information management
processes, readers are directed to PAS 1192-2[4], which was published in
February 2013.

The pro-formas, drawing/model definitions and exemplars in Appendix

A have been restructured to match the RIBA Plan of Work 2013, and also
align with the draft digital Plan of Work[9] that has been developed by the
BIM Task Group (www.bimtaskgroup.org). There are significant changes
in the new Stage 3 which incorporates all the design activities from the
previous Stage D and many design activities from the previous Stage E.
BSRIA has split the pro-forma for this stage into two parts, pro-formas
3a and 3b. This has provided an additional opportunity for design review
during a stage when a lot of design development is taking place.

Although RIBA has not split its Stage 4 in the same way that the old
Stage F was split into F1 and F2, BSRIA has retained its split of this stage
into three sub-stages. The previous pro-formas F1a and F1b are now pro-
formas 4a and 4b respectively. The remainder of the previous Stage E that
is not in Stage 3 is also incorporated into pro-forma 4a. The previous pro-
forma 5c now becomes new pro-forma 4c.

The old RIBA Stages J and K which were covered in the previous pro-
forma 6 have now been replaced with new RIBA Stages 5 and 6 although
the split between these pairs of Stages has changed significantly. These
stages can now be found in the new pro-formas 5 and 6. The new Stage 6
deals with project handover at the end of construction and the first year of
aftercare. Stage 7 deals with the remainder of the Soft Landings activities
and other feedback and evaluation activities.

With the range of procurement routes and project supply chain structures
now available, it is important for clients using BG 6 to remember that their
project may not need all the drawing types or models defined in Appendix
A to be provided. Even where a particular drawing or model deliverable is
not required, the design activities from the relevant pro-forma in Appendix
A may still be required and should be indicated as such.

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 2 USING THE TECHNICAL GUIDE

Note that Appendix A includes some very specific items of design activity
which are often overlooked in the design, manufacture and construction
of mechanical, electrical and public health services. However, the absence
of a design activity from Appendix A does not imply that such activity
will not be required for a building project. Similarly, there will probably be
design activities listed in the standard pro-formas that are not required for
a given project. In this case, these activities should be struck through, so
that everyone reading the pro-forma for that project knows they are not
required.

To complete Appendix B, first tailor the list of building services systems

by deleting those not included in the project and adding specialist systems
that have not been listed. Second, put the appropriate reference in each cell
of the matrix to indicate who is going to produce each appropriate type
of drawing and type of builders’ work information associated with each
system.

2.7 Using the The pro-formas in Appendices A and B are intended to encourage
proformas
discussion between those procuring design services and those supplying
design services. Agreement should be reached on who will provide which
design services.

Pro-formas can be used as the basis for a series of bilateral agreements

between the client and each consultant regarding which design activities
are being covered by that consultant’s terms of appointment and fee. In
this case it is the client’s responsibility to make sure that all necessary
design activities are properly allocated to a consultant, or clearly identified
as being part of the installer’s contract. This use can arise in any form of
procurement, but is more likely under traditional forms of contract.

Contractors can also use the pro-formas in this way when specifying
the design activities to be carried out by specialist sub-contractors, or by
consultants in design and build projects.

Pro-formas can also be used as the basis for agreement between members
of the project team (consultants, contractors, and manufacturers) on which
design activities are to be carried out by each team member, bearing
in mind that one party cannot unilaterally make decisions about what
activities other parties will take on. This use is most likely on projects
where integrated team working is being used, and when the pro-formas
are the basis of early collaborative discussions between all members of the
team to identify who is best placed to carry out each design activity. The
conclusions of these discussions will need to be reflected in fee discussions
and terms of engagement.

Pro-formas can also be used to flag up activities which have not yet been
allocated to any project team member. Here, the pro-formas are a part of
the project risk management process.

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 INTRODUCTION TO BIM (BUILDING INFORMATION MODELLING) 3

3.3 BIM and the As part of the effort to improve project delivery, new information has
RIBA plan of been required to help the industry understand BIM and then to be able
work
to implement it within their working environment. The RIBA Plan of
Work[1] has been updated to reflect BIM roles. It now consists of eight
stages defined by the numbers 0-7, and by eight task bars. The use of
numbers for the stages replaces the letters used in previous versions.

Figure 4: Extract from the RIBA Plan of Work 2013 Overview document[1]

8 stages

The RIBA Plan of Work 2013 organises the process of briefing, designing, constructing, maintaining, operating and using building projects
into a number of key stages. The content of stages may vary or overlap to suit specific project requirements. The RIBA Plan of Work 2013 www.ribaplanofwork.com
should be used solely as guidance for the preparation of detailed professional services contracts and building contracts.

0 1 2 3 4 5 6 7
Stages

Strategic Preparation Concept Developed Technical Handover

Definition and Brief Design Design Design Construction and Close Out In Use
Tasks
Identify client’s Business Develop Project Objectives , Prepare Concept Design , Prepare Developed Design , Prepare Technical Design Offsite manufacturing and Handover of building and Undertake In Use services
Core Case and Strategic Brief including Quality Objectives including outline proposals including coordinated and in accordance with Design onsite Construction in conclusion of Building in accordance with
Objectives and other core project and Project Outcomes , for structural design, building updated proposals for Responsibility Matrix and accordance with Construction Contract . Schedule of Services .
requirements. Sustainability Aspirations , services systems, outline structural design, building Project Strategies to include Programme and resolution of
Project Budget , other specifications and preliminary services systems, outline all architectural, structural and Design Queries from site as
parameters or constraints and Cost Information along with specifications, Cost building services information, they arise.
develop Initial Project Brief . relevant Project Strategies Information and Project specialist subcontractor
Undertake Feasibility Studies in accordance with Design Strategies in accordance with design and specifications,
and review of Site Information . Programme . Agree Design Programme . in accordance with Design
alterations to brief and issue Programme .
Final Project Brief .

Initial considerations for Prepare Project Roles Table The procurement strategy does not fundamentally alter the progression Administration of Building Conclude administration of
Procurement assembling the project team. and Contractual Tree and of the design or the level of detail prepared at a given stage. However, Contract , including regular Building Contract .
*Variable task bar continue assembling the Information Exchanges will vary depending on the selected procurement site inspections and review
project team. route and Building Contract . A bespoke RIBA Plan of Work 2013 will set of progress.
out the specific tendering and procurement activities that will occur at each
stage in relation to the chosen procurement route.

Establish Project Programme . Review Project Programme . Review Project Programme . The procurement route may dictate the Project Programme and may result in certain
Programme stages overlapping or being undertaken concurrently. A bespoke RIBA Plan of Work
*Variable task bar 2013 will clarify the stage overlaps. The Project Programme will set out
the specific stage dates and detailed programme durations.

(Town) Planning Pre-application discussions. Pre-application discussions. Planning applications are typically made using the Stage 3 output.
A bespoke RIBA Plan of Work 2013 will identify when the planning
*Variable task bar application is to be made.
8 Suggested Review Feedback from Prepare Handover Strategy Prepare Sustainability Review and update Review and update Review and update Carry out activities listed in Conclude activities listed

task Key Support

Tasks
previous projects. and Risk Assessments .
Agree Schedule of Services ,
Strategy , Maintenance and
Operational Strategy and
review Handover Strategy
Sustainability , Maintenance
and Operational and
Handover Strategies and
Sustainability , Maintenance
and Operational and
Handover Strategies and
Sustainability Strategy
and implement Handover
Strategy , including agreement
Handover Strategy including
Feedback for use during the
future life of the building or on
in Handover Strategy
including Post-occupancy
Evaluation , review of Project
bars Design Responsibility
Matrix and Information
Exchanges and prepare
and Risk Assessments
Undertake third party
. Risk Assessments
Undertake third party
. Risk Assessments .
Prepare and submit Building
of information required for
commissioning, training,
future projects. Performance , Project
Outcomes and Research
handover, asset management, Updating of Project and Development aspects.
Project Execution Plan consultations as required consultations as required Regulations submission and
future monitoring and Information as required.
including Technology and and any Research and and conclude Research and any other third party
maintenance and ongoing Updating of Project
Communication Strategies Development aspects. Development aspects. submissions requiring consent.
compilation of ‘As- Information , as required, in
and consideration of Common Review and update Project Review and update Project
Review and update Project constructed’ Information . response to ongoing client
Standards to be used. Execution Plan . Execution Plan .
Execution Plan , including Feedback until the end of the
Change Control Procedures . Update Construction and building’s life.
Consider Construction Review Construction
Strategy , including offsite Health and Safety Strategies .
Review and update Strategy , including
fabrication, and develop Health Construction and Health and sequencing, and update
and Safety Strategy . Safety Strategies . Health and Safety Strategy .

Sustainability Sustainability Sustainability Sustainability Sustainability Sustainability Sustainability Sustainability

Sustainability Checkpoint — 0 Checkpoint — 1 Checkpoint — 2 Checkpoint — 3 Checkpoint — 4 Checkpoint — 5 Checkpoint — 6 Checkpoint — 7
Checkpoints
Strategic Brief . Initial Project Brief . Concept Design including Developed Design , including Completed Technical Design ‘As-constructed’ Updated ‘As-constructed’ ‘As-constructed’
Information outline structural and building the coordinated architectural, of the project. Information . Information . Information updated
Exchanges services design, associated structural and building in response to ongoing
(at stage completion) Project Strategies , services design and updated client Feedback and
preliminary Cost Information Cost Information . maintenance or operational
and Final Project Brief . developments.

Not required. Required. Required. Required. Not required. Not required. Required. As required.
UK Government
Information
Exchanges
*Variable task bar – in creating a bespoke project or practice specific RIBA Plan of Work 2013 via www.ribaplanofwork.com a specific bar is selected from a number of options. © RIBA

Activities related to BIM are covered in task bar 5: Suggested Key Support
Tasks.

A design framework (4TH Edition) 17

© BSRIA BG 6/2014

Design Framework 3.indd 17 29/01/2014 11:15:45

Design Framework 4.indd 32
Heating plant
24313L x 9145W x 2500H
Gas boilers, pumps, headers,
pipework and ancillaries, access space Cooling plant
30882L x 5645W x 3000H
Chillers, pumps, headers, pipework &
ancillaries , space for access and airflow.
Louvred walls required
Ventilation plant area
9353L x 23792W x 3000H
AHUs, ductwork and access space
Electrical switchgear
18755L x 5645W x 2500H
2No rooms for essential and
no-essential supplies

Ventilation plant area

9017L x 9582W x 3000H
Electrical distribution zone
AHUs, ductwork and access space
4500L x 24186W x3000H
Ventilation plant area Main distribution boards and
7984L x 24186W x 3000H primary cabling
AHUs, ductwork and access space

SIZE DRAWING NAME FIG No : REV

Design Framework for Building Services A4 Concept design model 1 origin
SCALE : DRAWN : CHECKED : DATE : DEC 2013 SHEET : 1 of 1

30/01/2014 16:49:45
 ALLOCATING
ALLOCATING DESIGN
DESIGNACTIVITY
ACTIVITY A
Note that neither the grouping of design activities within each design stage nor the order in which they are listed are
intended to convey a sequence of design activity. Activities which are not required must be struck through.

Pro-forma 7 covers any remaining soft landings or other post-occupancy activities in the second and
third years after occupation.

PRO-FORMA 7: IN USE (RIBA STAGE 7)

Ref Design activity in connection with building services Allocated to … Comments
(one party only)
General obligations, external liaison (statutory bodies, and utilities) A B C D E Z

Client liaison (briefing, handover, and surveys)

7.2.1 Carry out Post Occupancy Evaluation. Specify extent and tools
to be used
7.2.2 Hold regular meetings with user representatives during Years 2 to 3 of Specify frequency, e.g.
occupation. every 6 months in Years 2
and 3
Team liaison (builders’ work, spatial coordination, energy targeting)

Selection of plant and specialist designers

Mechanical design

Electrical design

Public health design

Commissioning

Deliverables – including drawings, specifications, reports

7.9.1 Provide written reviews of energy use and system performance (as defined in Define frequency of
the Soft Landings framework). reviews
7.9.2 Provide updated as-built model incorporating any changes resulting from Years 2
and 3 aftercare.
7.9.3 Provide updated record drawings incorporating any changes resulting from
Years 2 and 3 aftercare.

A design framework (4TH Edition) 89

© BSRIA BG 6/2014

Design Framework 4.indd 89 30/01/2014 16:51:26

 Design Framework
4th Edition

Licensed Versions
Licensed versions of Design Framework contain
an unlocked pdf and editable version of all the
proformas and tables that can be used by your
whole company. Single site versions are available
for the use of one office and multi-site versions
are designed for companies with many offices.

The benefits of licensed versions include:

• Free updates for a 2 year period
“BSRIA’s licensed guides will save us time • Copy text, tables and proformas into
when putting together internal documents,
internal documents
will help our staff work to the same set of
standards and will ultimately result in cost
• Your whole company can follow the
savings” same set of guidelines
Mark Skelly, Skelly and Couch • Risk of errors is reduced
• Greater efficiencies can
result in cost savings

More information
visit www.bsria.co.uk/goto/licences
or telephone bookshop
on 01344 465 529

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