APPLJL\TJ( )N (U11)[

A DESIGN BRIEFING MANUAL

December 1990

This document contains 3 pages

All rightsreserved.Nopart ofthis publicationmaybe reproduced, storedin a retrievalsystem, or transmitted in anyform or by anymeans, electronic, mechanical, photocopying, recording, orotherwise, withouttheprior writtenpermissionofthepublishers. ISBN0 86022 266 7

BSRIANovember1990

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A DESIGN BRIEFING MANUAL

December 1990

The Building Services Research and Information Association Old Bracknell Lane West

Bracknell, Berkshire RG12 4AH Tel: (0344) 426511 Fax: (0344) 487575 Telex: 848288

BSRIA PUBLICATIONS
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11

ABSTRACT
The guidecontainsan outlineprocedure forthe preparation ofdesignbriefsfor the building services components ofbuildings. The procedureis intended foruse by buildingservices designers, but will be ofinterestto client organisations. The procedure is dividedinto four distinctstages - inception, feasibility, outline proposals and scheme design. For each stage the guide identifies the key activities involved in briefingand highlights the mainconsiderations the designer shouldtake into account. Theprocedureincorporates report stages whichare used to providedocumentation ofthe decisions madeand the conclusions ofdesignstudies. Aids to some of the main data gathering activities areprovidedin thefonn ofcheck-lists whichare includedas appendices to the guide.

ACKNOWLEDGEMENTS
This guidewasjointly fundedby BSRIAand the Department of the Environment underthe Sponsorship Research Contract. Additional advice and contributions were provided by:

C Izzard

RW Gregory
Wimpey Construction Management Ltd Wimpey construction Management Ltd

J Kew J Wild

J Murray
R Wilkins
D Styles

ReadingUniversity BuildingServices Co-Partnership QED Consultants

9.,

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PREFACE
Designbriefingis the process by whichthe designer gathers together all the information which will form the basis for detaileddesign.It involves extracting mformation from the client regarding his requirements andexpectations, and liaisingwith othermembers ofthe design team in order to co-ordinate design activitiesanddeterminethe best possible design solutions.

The consequences ofan inadequate brief forbuildingservices can be expensive. Ifthe building environment cannotbe maintained at a level compatible with the purposefor which it was intended, the remedial work neededto resolve the problem could involve considerable extra costs, and possibly have a detrimental affect on the overalloperating efficiency ofthe building throughout its life. It is therefore essentialthat the client'srequirements are clearly stated and interpreted duringthe briefingprocedure. Briefmgproblems involving building services haveincreased as buildingservices complexity has increased. The problemswhich havebeenidentified demonstrate that faults can be attributed to both client organisations, and buildingservices designers.

Onthe clients' side, the problems are due to lack ofpreparation and inexperience. Clientsmay be unableto state in advance the functions and activities to be performed in their buildings, the types ofequipment to be housedin them,and theirpatternsofusage. They may alsochangetheir minds about such details,as the briefingprogresses. A fundamental mistake madeby clients, is to underestimate the level ofinput that is required on their part duringthe briefingprocess. There may be no provision for an activeinput to briefingfrom client representatives, strategic planners, and endusers ofthe building. In addition, the clientmay not fullyunderstand the implications of his requirements forthe building services installation, and maytherefore overlookto mention
details whichcould havea significant impacton the design.

The building services designer, on the other hand, will be at fault ifhe allows these circumstances to perpetuate. In thedesigner'seagerness to comply with the client'smethod ofworking, this can be an obvious trap to fall into. Without the appropriate level ofinput on both sides, thedesigner may havedifficulty in understanding the objectives and priorities ofthe client. He mayalso overlookimportant details,or maymisinterpret the information he is given. The key to successful design briefing is to defineclear objectives forthe process and establish a clear planforachieving those objectives. The aim ofthis guide is to provide an example ofjust such an approach for the buildingservices elementof buildings. It makesthe assumption that the party with responsibility forbnefmg is the designer, and that it is the designer who will take the lead role in the briefing process.

CONTENTS
DESIGN BRIEFING PROCEDURES 1.1 INTRODUCTION 1.2 OBJECTIVES BRIEFING PROCEDURE 1.3 1.4 AIDSTO BRIEFING FIGURE 1. INCEPTION STAGE ACTIVITIES 2. INCEPTION STAGE 2.1 CLIENTBRIEF 2.2 CLIENT/DESIGN TEAM MEETINGS 2.3 ANALYSIS OF DESIGN SERVICE REQUIRED 2.4 OUTLINE PROGRAMME DESIGN CONTRACT AGREEMENT 2.5 SET UP PROJECT ADMINISTRATION 2.6 2.7 REVIEW CLIENTBRIEF ENGINEERING REPORT 2.8 INFORMATION COLLECTION 2.9 2.10 CLIENT/END USER MEETINGS 2.11 IDENTIFY CLIENTNEEDS ANDATTITUDES 2.12 SERVICES COSTASSESSMENT 2.13 APPRAISALOFSCHEME 2.14 INCEPTION STAGE REPORT FIGURE 2. FEASIBILITY STAGE ACTIVITIES 3.

PAGE NO
1 1 1
1

2 4 5 5
5

6 6 6 6 7 7 7 8 8 8
9 9

10
11 11

FEASIBILITY STAGE 3.1 AGREESCOPE OF STUDIES 3.2 INITIAL CLIENT/DESIGN TEAMMEETINGS

3.3 3.4 3.5 3.6 DATA ANALYSIS GENERAL FEASIBILITY STUDY SPECIAL FEASIBILITY STUDY APPRAISAL OF SCHEME FINAL CLIENT/DESIGN TEAMMEETING REVIEW OUTLINE PROGRAMME FEASIBILITY STAGE REPORT

11 11 11 11

3.7
3.8 3.9

12 12 12 12 14 15 15 15 15 15 16 17 17 17 17 17 17
18

FIGURE 3. OUTLINE PROPOSALS STAGE ACTIVITIES

4.

OUTLINE PROPOSALS STAGE 4.1 SELECTION ANDANALYSIS OF OUTLINE SOLUTIONS 4.2 DESIGN TEAM MEETINGS APPRAISAL OF SCHEME 4.3 4.4 OUTLINE PROPOSALS REPORT FIGURE 4. SCHEME DESIGN STAGE ACTIVITIES

5.

SCHEME DESIGN STAGE SCHEME DESIGN 5.1 INFORMATION COLLECTION 5.2 5.3 SPECIFICATION 5.4 CLIENT/DESIGN TEAM MEETINGS 5.5 APPRAISAL OF SCHEME DESIGN APPENDICES

A B C

CLIENTBRIEF
ENGINEERING REPORT DESIGN PARAMETERS SELECTION OF SYSTEMS

20
21

25 30

BIBLIOGRAPHY

DESIGN BRIEFING PROCEDURES

1.1

INTRODUCTION to themajority ofdesignerand client relationships, theinformation given in Although applicable this guide is basedon two presuppositions:
1.

That the guide will be used in the mainby buildingservices designers, to assistin theirplanning for and preparation of design information.

The view is takenthat it is the designerwhowill in most casestake the lead role in briefmg.

It isrecognised that clientswhoregularlycommission building work areable to maintain in-house expertise ofbuildingservices and the workingsofthe buildingindustry. Suchclients may wishto

take a more prominent role in the briefingprocedure. However, most clientorganisations only occasionally have a needfor building work, and therefore have little experience on whichto draw. Thesecompanies must rely on the skill and expertise oftheir appointed professional experts to correctlyassesstheirrequirements, and guide them through the process.
2.

That the client must be wellorganised and prepared ifthe briefmgprocedure is to be successful, and that ifthis is not the case,thenthedesignermust advise him
accordingly.

Clientdissatisfaction is often due to their ownfailureto acknowledge the importance ofthe briefmgprocessandtheir role withinit. Clientsare often reluctantto assume a major role in briefing,preferring to delegateit to the other participants. Suchtransference of control can diminishthe client's authority and maybe interpreted as evidenceofclient weaknessand vacillation. The client must therefore be madeawareofhis role in briefmgandthe needforhim to allocate sufficient resources to the process ifit is to be successful.

1.2

OBJECTIVES
described has the following objectives: Thebriefingprocedure

to providea structured procedure by which thebuilding services designer can monitor

and control the briefmgprocess;

to providea structured communication path betweentheclientand thedesigner by whichinformation and decisions may be passed; to providea meansof stimulating discussion by drawing attention to therelevantissues pertaining to the design ofbuilding services systems; to identify specific report stages whichwill form arecordofthe information exchanged
and decisionsmade. Tohelp the user through the different stages in the briefmgprocedure, the guide containsadvice to helpclarifythe key issues and problemsassociated with each ofthe mainactivities.

1.3

BRIEFING PROCEDURE
Design briefmgis an exercise inhumancommunication, and as such is proneto the vagaries and

psychological factors whichcan influence peoples' perceptionsofconversations and agreements. The particularcontextin whichthe communication is taking place is one ofclient and expert adviser. It is therefore ofparamount importance that a relationship ofmutualtrust and cooperation existsbetweenthe two. In this respect, a standard procedure fordesignbriefmgcould be obtrusive to the relationship. In developing theprocedure described, theaim has beento achievea degreeofflexibility by defming key stages in theprocess,butleavingthe path to achievethose stages open to interpretation.

The approach takenby this guide is that thereis no single document whichcould be termed"the brief'.Insteadtheguide describesabriefmgprocedure with stagedreportscontaining detailsof information collected, decisions made, and thejustifyingarguments underlying them. The reports may be used to ensurecontinuity throughout the project, and may be used asreferencedocuments whenthe building is in use. The framework for the procedure described is basedonthe stagesfor design briefingwhich are defined by the Royal Institute ofBritish Architects (RIBA) in their publication "Plan ofWorkfor DesignTeam Operation". Although the RIBA publication is written for application to the building as a whole, thestages defined areequally applicable to the buildingservices elementofthe
design.

The stages which encompass the briefingprocedure are defmed by RIBAas follows: Inception Feasibility To prepare generaloutline ofrequirements and plan futureaction. To providethe client with an appraisal andrecommendation in order that he may determine the form in which the project is to proceed, ensuringthat it is feasible, - functionally,technicallyandfinancially.

Outline Proposals To determine a general approach to layout, design and construction in order to obtain authoritative approval ofthe client on the outline proposals and accompanying report. SchemeDesign To complete the brief and decide on particular proposals, including planning arrangement appearance, constructional method,outline specification, and cost, and to obtain all approvals.

Foreach stage, the guide identifies specific activities whichare applicable withinthefull and abridged engineering dutiesas defmed in the Association ofConsulting Engineers Conditions of
Engagement. These activities are linked to meetings and reportstages whichare the principal mechanisms for obtaining and recording briefinginformation.

1.4

AIDS TO BRIEFING
Reports Reports detailing the information exchanged and agreedbetween the client and designer are an essentialpart ofthe briefingprocedure. There are a numberofreportstagesidentified withinthis guide,whichare applicable to mostprojects.

Meetings The buildingservices designer should haveregularmeetings with the client and with the other members of the designteam. The meetings must be carefullymanaged in orderto avoid wasting time on irrelevant topics, or problems whichcannotbe resolved becauseof inadequate information. The purposeofeach meetingshouldbe clearlyidentifiedat theoutset. Foreach stage in the briefmgprocedure, the guide givessuggested topicsappropriate fordiscussion atmeetings. These topics can be used toprepare the agendas formeetingsandto arrange in advance for the attendance ofspecialistusers whena particularservice is being discussed.
All significant decisions shouldbe carefully documented and a recordkeptofwhomadethe decision, what the decision was, whyit was taken, and on what information or prevailing circumstances the decisionwas based. Withthis in mindminutesofmeetings needonly concentrate on the background leading to adecision, and on the decisions themselves. The minutesmay thenbe referredto, orform part ofthe next briefing report.

Check-Lists
Check-lists such as thosegiven in the appendices to this guide are notintendedto providea comprehensive listofall the information required by the designerat each stage. Nor is it always appropriate to use the check-list as a questionnaire, answering eachpoint in turn. Insteadthe check-lists are betterused by thebuildingservicesdesigner as an aide memoirby whichhe can ensurethat he has coveredmost ofthe important points relatingtoa particularservice. Thereis no reasonwhythe listcannot be departedfrom,new itemsaddedor omitteddepending on the nature oftheprojectand the applicability oftheinformation in thelist.

Room Data Sheets Roomdata sheetsshouldbe considered as an optionbut areby no meansthe bestsolutionfor all projects.It is often more likely that theclient himselfwill offer theserather than atthe designer's suggestion. Hospital clients are typicalusers ofroom data sheets, since they are a usefulmeans of describing the varyingrequirements ofeach area in a standard format. The complexity and variety ofservicesin such buildings makesroomdatasheets a particularly usefulway ofdealing with the special requirements. For less denselyservicedbuildings, theymightnot be as effective.

FIGURE 1. INCEPTION STAGEACTIViTIES

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INCEPTION STAGE
Figure 1 shows flow diagram representing the activities to be carriedout at the inception stage ofthe briefing procedure. The following guidance notes apply:

2.1

CLIENT BRIEF
The preparation or presentation of a client briefis theprincipalmeansby whichtheclient will aboutthe project. Development ofthe client briefshouldbe carriedout by the his ideas express client with input or advice from the building servicesdesigner. The client brief will contain a detaileddescription oftheclient's perceived requirements. The briefmay havebeen prepared before the buildingservices designerwas appointed, and will not necessarily focuson any part of the buildingservices installation at all. Instead it mayconcentrate on the information neededto establish the general architectural requirements ofthe building, and the information neededto makeapplication for whatever local authorityapproval maybe required.

It maywell be the case that some briefing meetings will havebeenheld between theclientand the architectprior to the appointment ofthe building services designer. Itis important that the buildingservices designerdetermines the background to these discussions, andthe natureof agreements madein advance oftheir involvement.
The client may have already takendecisionsbasedon inadequate information and advice. These can be a majorhindrance to thebriefingprocedure. The buildingservicesdesignershouldaim to assess the validityof such decisionsearly on. An example check-listofinformation appropriate for the clientbrief is given in Appendix A. ExperiencedClients Moreexperienced clientsmayaddress the buildingservices aspects by including withinthe client briefa form ofperformance specification giving detailsofthe basic requirements ofthebuilding in terms of temperatures, lighting levels,noise levels,electrical power loadsetc. They may alsowishto establish theirown more detailedlistofrequirements basedon their experience ofthe problemsthat havearisenwith earlierbuildings. Whenthis is the case, the client briefmay be farmore detailed, covering all aspects ofthe building, its structure and services. Experienced clientsmayevenhave firmideas about the type of building services they require, including specific designdetails and preferred manufacturers. Dealingwith experienced clients does not diminish the relevance ofthe inception stage client brief, although adetailedreportofthe kind described does represent an overlap into the later activitiesofdatacollection and analysis.

2.2

CLIENT/DESIGN TEAM MEETINGS

with the client shouldbe informalconcentrating on the generalaimsof the project. Earlymeetings The followingactivities are likelyto be the most appropriate for discussion:

Reviewthe client brief, andhighlightany omissions.

Establish clear projectintent, with description ofthe buildingform andits intendeduse. Specify cost limits, and programme detailsfor the project.

Discussterms ofappointment for the building servicesdesigner, andthe extentoftheirduties.

Identify any needfor specialist assistance to the design process.


2.3

Agreekey dates by which decisions should be madeand briefingreports submitted.

Establish programme and staffing requirements forthe design.

ANALYSIS OF DESIGN SERVICE REQUIRED

Thebuildingservices designer must identify the terms ofengagement whichare best suitedto achieving the client'sobjectives. The choice will usually be between the five different typesof appointment described in the Association of Consulting Engineers Conditions ofEngagement.

Whenthe standard Conditions ofEngagement are not used,it is important to clearlydefinethe duties to be performed by the designer,andthe terms ofpayment.

2.4

OUTLINE PROGRAMME
The client will be keento establish a programme forachieving key dates with regard tothe construction of the building. These dates are likelyto include, pre-planning, planning approval, building regulations approval, client's approval on cost, deadlines for when moneyshouldbe available, and deadlines for whenthe buildingis available. The building services design work must be planned, and sufficient time allowedso that these deadlines and thoserelatingto the construction period, can be set to a realistictimescale.

2.5

DESIGN CONTRACT AGREEMENT

Beforeenteringinto a contract agreement with the client, the building services designer must be satisfied ofthe following points:

that there is sufficient technicalknowledge within the design organisation to deal with theparticulartechnical implications for the buildingservices systems; that the constraints ofcost and programme are acceptable; that there are sufficient resources within the design organisation to meet the design
programme;

that the relationship with the clientand other members ofthe design team are
acceptable.

Fromthis basis the exactterms ofengagement can be negotiated.

2.6

SET UP PROJECT ADMINISTRATION

Designteam

The building services designer must set up a projectteam responsible forthe co-ordination, management and production ofmformationthroughout the briefing procedure. The lead member oftheteam shouldideally be involved in briefingdiscussions with the client.However, it is important that the personchosenfor briefmg duties has the properexperience and skillto conduct negotiations effectively. The following attributes are essential:

a thorough technical knowledge ofbuildingservices and the design and installation

process; experience working onprojectsofa similartype;

an abilityto communicate, goodinter-personal skills,and able to make the client feel at

ease.

Becausebriefmgmaybe an activity carriedouton a fairlyirregularbasis,care shouldbe takento ensurethat theperson appointed responsible for the briefingis adequately prepared beforehand and is madeawareofthe important aspects discussed in this guide.

Clientorganisation

It is important that someform ofclient representative bodybe formed at an earlystage in the projectinorder to liaise with the designteam and makedecisionson behalfofthe client. The designteam leadershouldstress the importance ofthis to the client and ensure that appropriate lines ofcommunication are set up with a suitable buildingservices client representative and, if
necessary, end users of the buildingor facilities in question.

Clientswill needto considertheir organisation underthree broadheadings. internalorganisation of the client itself;
organisation ofinformation; organisaiton ofcommunication channels.

It is importantthat the client representative has detailed knowledge oftheclient'srequirements andthe authority to make decisionson the client'sbehalf. It must be expectedthat the client will wishto re-consider certainaspects ofthe projectand change his mind on somepoints. Whilstthis is acceptable duringthe early stages ofbriefing, the client should be warnedatthe outsetof the possible consequences ofrepeatedly changing his mind on major issuesaffecting the building services duringthe later stages. Toomany alterations ofthis 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 buildingservices designerto assess the nature ofthe building and the level ofbuilding services required.

Areviewofthe client briefat this stage is essentialpreparation for the subsequent activities. The clientbrief willprovidethe basisforpreparation of an engineering report, as describedin Section 2.8. It will alsoenablethe development ofdetailedchecklists forinformation collection, as
describedin Section 2.9. The review will enablethe designerto identify the client'sprioritiesand any pie-conceived ideas and attitudes. It shouldalso indicateareas where the client lacks experience orexpertise.

2.8

ENGINEERING REPORT
Onprojects where the buildingservices designer is appointed at an earlyenoughstage,the buildingdesign will benefitfrom the preparation of abuildingservices engineering report. The engineering report willfocuson thoseaspects ofthe building architectural and structural design whichwill affectthe designandperformance of the buildingservices systems. A list oftopicsrelevantto the engineering reportare given in Appendix B.

2.9

INFORMATION COLLECTION
The buildingservices designermust gain access tothe clientrepresentative as earlyas possible. Obtaining information viathe architector structural engineeris not usually a satisfactory alternative. Ifthis accessis not obtainedthe designermust decide whetherornothe is able to performhis dutiesproperly underthe working arrangement, and ifnot he shouldadvise the client accordingly.

The client briefwill containsufficient information to enable the buildingservices designerto compileacheck-listofthe information and data whichwillbe requiredto assessthe natureofthe

building services andthe environmental loadswhichwill be imposed. Typical information required will be design parameters such as internal temperatures, lighting levels and noiselevels. It will also involve carrying outdetailedstudies ofuser requirements, possiblyusing 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 activitiesare likely to occur during meetings aimed at establishing detailedclient requirements.

2.11

Issue questionnaires orsubmitrequests for information to the client andother members of the designteam. Identifyrelevant laws, standards, regulations or codeswhich apply to the proposed
project.

Agreein principle a list ofthe services systems which will be installed in the building. Identifyany problems that can be foreseen in the installation ofthe systems listed. Of the different systems listed, identify the priorities amongst them, ie highlightthose systemswithoutwhich the building cannotfunction forits purpose.

IDENTIFY CLIENT NEEDS AND ATTITUDES

the designparameters and basic requirements of the building, it shouldbe Havingestablished possible for the client andbuildingservices designer together, to list the system types which will be required. Appendix D contains acheck-list ofthe varioussystemtypeswhichmightbe considered. The list is basedon the work sectionheadings definedby "The Common Arrangement ofWork Sections forBuilding Works", produced by the Building Project Information Committee.

Ifthedesigner findsthat the systems askedfor by the client areoutside his range of experience, thenappropriate stepsmust be takento bringin specialist advice in thoseareas.The specialist advice maybe in the form ofan expert whounderstands the requirements ofthe client through directinvolvement in the process with which he or she deals, orit could evenbe abriefing consultant ie an outside engineerfamiliarwith the particularproblems. It maybe appropriate to suggest that amemberofthedesign team spends sometime working with the client organisation in orderto observe the type of activities the client is involved with and get a feel for howtheclient organisation operates. It is important to obtain an awareness ofthea client'sattitude towardstheirbuildingsand how theywishesto operate them.Energy conservation, maintainability and environmental friendliness mayall be considerations theclient would like taken into accountduringthe design. Even ifthe client has not expressed an interestin running costs,they should be madeawareof the long term costcommitments sothat these factors can be properly assessed and prioritised.

2.12

SERVICES COST ASSESSMENT

Thereshouldbe enough information at this stage to prepare a budget cost assessment on a square metre floor area basis.

The biggestsingleinfluence on the selection ofbuildingservices systemsand options is the cost. However, givinga fixed costto aclient can be dangerous if it is used as the basis for futurecost planning. Clientsare obviously keento establish cost figuresas early as possible. Most consultants will derivetheirbudgetcostson arule ofthumbtechnique for establishing approximate projectcosts basedon experience ofcostson other projects. Thesecan be reasonably accurate, although thereis alwaysa danger that acost per square metrearea valuewill vary

enormously dependingon the densityand complexity ofthe services. The building services designershould point outthe difficulties in givingcost estimates at such an earlystage.

2.13

APPRAISAL OF SCHEME
The buildingservices designer should carry out their ownappraisal ofthe projectatthis stage to confirmthe clients stated requirements and objectives. In particular, the information collected so far mustbe assessed to ensure: compatibility of data ie that thereis noconflictbetweendifferent parts ofthe client's stated requirements;

that the stated requirements conform torecognised standards and regulations; that the client's targets forcost and programme are realisticand achievable. The buildingservices designer needsto makea criticaljudgementoftheclient's performance at specificappraisal stagesin the briefmgprocedure. Ifthe clientis not fulfilling his dutieswith regardto briefmg, then the designer needsto reportthis and decide howbest to continuewith the briefmgprocedure, and whether the client can be given someassistance to overcome the
problems.

2.14

INCEPTION STAGE REPORT

The inceptionstagereport shouldcontaindetails ofagreements anddecisionsmadeso fat The report will be basedmainlyon minutes from meetings, and feedback from check-lists and questionnaires. The reportshouldidentify who made the decisions andon whatinformation the decisionis based.

FIGURE 2. FEASIBILITY STAGE ACTIVITIES

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3.

FEASIBILITYSTAGE
Figure 2 shows a flow diagram representing the activities tobe carriedout at the feasibility stage ofthebriefmgprocedure. The following guidance notes apply.

3.1

AGREE SCOPE OF STUDIES

The purposeforcarryingout feasibility studiesis to ensurethat the client's objectives are technically viable, andcanbe achieved withinthe specified limitsofcost and programme. If feasibilitystudies are toform part ofthe buildingservices designer'sresponsibilities, the designer shouldestablishthe extentof these duties and agree an additional fee for payment.

3.2

INITIAL CLIENT/DESIGN TEAM MEETINGS

The early feasibility stage meetings shouldaim to focusattention on thoseaspects oftheclient's proposalswhichmightcause problems in design. Consideration shouldbe given to the following aspects:

3.3

Identifyestimated buildingloadsand assess impacton the selectionofbuildingservices

sytems. Discuss likelyspace requirements for equipment and optionsfor location ofplantrooms and service routes.

Identifymajorcost items likelyto be incurred in the buildingservices installation.

DATA ANALYSIS
The designinformation collected duringthe inceptionstage canbe used to calculateapproximate plant loadsfor the building. Thesecalculations mayonly be preliminary estimates, especially if buildinglayouts are still to be decided.

3.4

GENERAL FEASIBILITY STUDY

The generalfeasibility studywill aim to examine the client'sstated requirements, as defmed during the inceptionstage,and assess whether thereare any parts ofthe work whichmaybe impractical or impossible to achieve.

The feasibility studiesmust be conducted with input from other members ofthe design team. Plant room space, false ceiling allowances, and services routesmust be agreedin principle in order to avoid spending time examining optionswhich are not practicaldueto otherbuilding
constraints.

In practice, space allowances are alwaysdifficult to assessat an early stagebecausedetailsof buildinglayouts and plantloadsmay not yet havebeenestablished. Rulesofthumballowances forplantareas are often over-estimated since a healthy safety marginis usually built in.

3.5

SPECIAL FEASIBILITY STUDY

It is not costeffective to carry out a feasibility studyfor every buildingservices systemoption. However, there are a numberof specialsituations whichare more likelyto warranta feasibility
studyif the client wishes tobe assured that he is gettingthe best possible solution. Typical situationswhere a special feasibilitystudy mightbe carriedout includeselection ofair conditioning systems, selection ofplantroomlocations, methods ofheat rejection (wet or dry
cooling towers) etc.

11

The special feasibility studies should offer comparison ofthe different design optionsin terms of technical feasibility, capital cost, running cost, space requirements, effects on programme, and to what extentthe solution meets the client'sspecific requirements.
There may be situations where the designerfinds himselfdealing with a subject he knowsvery little about,and is therefore in a poor position to advise the client. Itis then the buildingservices designer's duty to seek expertadvice from outside his ownorganisation on those specific matters. Although the designer has responsibility forguidingthe client whenselecting the best solutions for the buildings, the question"do you havea preference" is alegitimate one. The client mayhave very firmideas basedon his ownexperience and knowledge ofprevious buildings he has commissioned and the particular building'sfunction.

3.6

APPRAISAL OF SCHEME
Afterall ofthe feasibility reportshavebeencompiled, the fmdings and recommendations must be discussed and assessed with the clientand other members ofthe design team.The aim will be to reachagreement 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 maybe that somedetails ofthe proposed solutions mayhaveto be changedor reviewed ifthe client findsthat the proposals are not acceptable. The designermust ensure that theclient is happywith all oftheproposed designsolutions before progressing to thenext stage. Tohelp the client understand the reasons for selectingone system over another, it is worthwhile listing the key considerations pertaining to the systemin question, and howthese are bestmet by

therecommended solution.

3.7

FINAL CLIENT/DESIGN TEAM MEETING

3.8

The findings and recommendations ofthe feasibility reportsshouldbe discussed at length with the client. The meetings will involve the following activities: Reporton the fmdings of any feasibility studies. Examinethe differentdesign options considered, and discuss the benefits and disadvantages ofeach,and the effectseach alternative has on architectural or structural layouts.
Examine overallcapitaland running costestimates basedon the fmdings ofthe feasibility reports, and the effectsonprogramme. Identify whetherfurtherstudies are required.

REVIEW OUTLINE PROGRAMME

The designprogramme shouldnow be reviewed in lightofthe workdone so far. It shouldbe pointed out to the client that changes ofmind on the major issuesagreed on would be disruptive to thebriefing procedure.

3.9

FEASIBILITY STAGE REPORT

The feasibility stage reportshouldprovidea summarised recordofthe agreedsystem solutions for theproject. A statement justifyingthat selection shouldbe included withinthereport.The justificationmightcomprise a listoffactorswhichmake the systemparticularly suitable, for example capitalcost, floor area,running costs,flexibility etc.

12

13

FIGURE3. OUTLINE PROPOSALS STAGEACTIVITIES

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4.

OUTLINE PROPOSALS STAGE

Figure3 shows a flow diagramrepresenting the activities to be carriedout atthe outlineproposals stage ofthe briefingprocedure. Thefollowing guidancenotesapply.

4.1

SELECTION AND ANALYSIS OF OUTLINE SOLUTIONS

The designsolutionsaccepted in principle atthe feasibility stage nowform thebasis of amore detailedexamination ofthe selected systems, and how theywill fit into the building. The basisfor earlierplantsizingexercises shouldbe examined to ensure that the data used asthe basis ofthose calculations is still valid.It maybe that specified room temperatures orroom dimensions have changedthereby invalidating the earlierload assessments. At this stage detaileddiscussions shouldbe taking place with the other members ofthe design team to ensurethat the systems proposed areproperlyco-ordinated with other buildingelements. The designershouldnow producesketch plans showing in schematic form the intended routesof services andplant locations.

4.2

DESIGN TEAM MEETINGS

Although the client should eitherbe present at design meetings, or atthe leastinformed of decisions made, it is not essentialthat he gives input at this stage. However, any alterations to agreements madeat the inception or feasibility stage shouldbe immediately referredback to the client.

The aim ofdesign team meetingswill be to agreein principlethe important featuresofthe services layout whichaffectthe buildingsuch as, plant roomlocations and sizes, plant loadsand positions, slabholes for services routes,
scheme layouts for services routes.

4.3

APPRAISAL OF SCHEME
The appraisalofthe outlineproposals stage involves presenting the plannedlayouts and schemes fortheclient'sfmal approval. Attention shouldbe given tothose aspects which havebeen modifiedduring the preparation ofoutlineproposalsandwhichmay havean impact oncost or programme.

4.4

OUTLINE PROPOSALS REPORT

The outlineproposalsreportshouldcontaina description ofeach system tobeinstalledin the buildingtogether with detailsofits intendedmethod of operation, and generaldesignparameters. The report isessentiallya confirmation ofthe decisions agreedduring the inception and feasibility stages, and will form the basisof the detaileddesignspecification. If the designer'susual specification formatis that basedon The CommonArrangement (seeReference 7), thenthe outlineproposalsreport should be structured in the same way.

15

FIGURE 4. SCHEME DESIGN STAGEACTIVITIES

16

5.

SCHEME DESIGN Figure4 shows a flow diagram representing the activities to be carned out at the scheme design
stage ofthe briefmgprocedure. The following guidance notesapply.

5.1

SCHEME DESIGN
Scheme design involves preparation ofdesign drawings and specification suitable forobtaining

tenders forthe works. Depending on the designer'sterms ofengagement, the level ofcoordination shown on the drawings in terms ofdimensions etc will vary. However, the drawings shouldat least givea feasible solution withoutthe needformajor re-routing to makethe components fit. There will therefore be a needto confirmalldesigndetails with other members of thedesign team.

5.2

INFORMATION COLLECTION
Scheme design will involve placing inpositionmanufacturers equipmentor specialistsuppliers

installation arrangements. This information is essential ifspace allowances aretobemadeand designdetails allowedfor. Theuse of one particular manufacturer's plant shouldnot prohibitthe competitive tendering for equipment later in the contract. However, for largeitemsit will be beneficial to obtain quotesat the scheme designstage,so that plant selection canbe madethen and allowed for in the design. The appointed supplierwould then become a nominatedsupplier.

5.3

SPECIFICATION
The designspecification shouldbe basedon the agreeddetails given in the outlineproposals report. The same level ofinformation is appropriate although it shouldnowbe possible forthe designerto definethe requirements with regardto a specific manufacturer's product.

5.4

CLIENT/DESIGN TEAM MEETINGS

The scheme designstage meetingsshould providetheclient with progress reportson the development of the design,and alsobe used to obtain client approval regardingspecific aspects much as plant selection and cost. The following mattersmightbe discussed.

Reviewthe agreements madeat the outlineproposalsstage,and recordany changes to theoriginal proposalsand the reasons forthose changes.
Report on selectionof majorplant items, choice ofmanufacturers and whetherthere is a needto invitemanufacturers to tenderin advance. Report on any consultations held and agreements reachedwith local and other authorities. Confirm all relevantdetailspassedto architectand structural engineerregarding plant weights, space requirement, structural openings etc. Provide itemised list of installation costsforall building services equipmentand systems. Agree tender date and confirm contractprogramme.

5.5

APPRAISAL OF SCHEME DESIGN

with the client anddesignteam,the buildingservices designer can assess Following discussions theadequacy ofthe fmal design in terms ofits technical qualityand costs. Thereshouldnowbe enoughcost information available to provide a detailedbreak-down ofthe expectedcosts against which tenders for the work can be assessed.
17

APPENDIX A
CLIENT BRIEF
The following is a check-list ofinformation which the designer will require at the inception stage of the briefingprocedure. In the absence ofa brieffrom the client, it is suggested that the following information is the minimum likelyto be needed by the buildingservices designer at the startofthe project.

Project Title Clientname Projectlocation

TheProject Team
Name, address, telephone numberand fax numberofthe following participants and theirrepresentatives: client

client representative
architect structural engineer specialist consultants briefmgconsultant

maincontractor/managing contractor Otherrelatedgroups:

local government

planningauthorities quantitysurveyor electric supply authority gas supplyauthority water supplyauthority publichealthdepartment

fireofficer
nominatedsuppliers ofequipment and machinery intendedbuilding occupier/user

TheProject
Projectdescription e.g. new buildingorrefurbishment, offices, factory space, residential etc. Totalfloorarea
Description ofactivitiesin building Description of special facilitiesrequired e.g. canteenareas,computer rooms, conference facilities, special process areas etc.

18

Background to the Project

Description ofthe clientorganisation and its methodof working

Reasonforhavingworksdone client goals outlineofconcernswhichtheyseek toresolveby building Anyrelevanthistoryto the project

significant issuesrelated to the proposed works

Futurepiansfor thebuilding/site Building Details Plans, elevations and sectionsdetailing

building and room dimensions window heights glazing-single ordouble building orientation layout ofstructure i.e. columns and beams method and materials of construction depth offalse ceilings and falsefloors anticipated plant roompositions anticipated servicesriser positions room names and function firezones anticipated HW/CWpoints anticipated positionsof sanitary fittings positionof incoming gas, electricity, telecommunications and water positionof drain runsand manholes with invert levels U-values of surfaces, whereknown positionsof electrical supply pointsfor client machinery

Cost
Anticipated budgetfor building servicescomponent ofthe building

Programme
Dates for mainelementsofthe programme: demolition start on site occupation

FutureWork
Detailsoffutureextensions Detailsofpossible changesof use

19

APPENDIX B
ENGINEERING REPORT
The following topics should be considered in preparing the building services engineering report.

Thesite
Existing local authority facilities Incoming utilities - gas, water,electricity, telephone Water table level Foul/surface waterdrains Underground obstructions e.g. tunnels

Microclimate
Weather conditions seasonal temperatures rainfall prevailing wind Solar

effectof building orientation degreeofexternal shading externalnoiselevels radio interference from rail lines, powercables,radio transmitters etc. Building fabric
Thermal transmittance values

Peak internaltemperatures

20

APPENDIXC
DESIGN PARAMETERS
The following information shouldbe agreedbetweenthe client anddesigner. In the absenceofa detailedbrieffrom the client,it is likelythat the designer will take the lead role in advising the client on appropriate valuesfor many of the information itemsaskedfor.

Building Occupancy Details

Taking into accountfuture requirements of the building, give details ofthe following: anticipated maximum numberof building occupants approximate numbers ofoccupants in each part ofthe building proportion ofmale to female occupants typical patternsofoccupancy in eachpartofthe building e.g. office hours,continuous, intermittent orwith aspecifiedusagediversity. Will any part ofthe buildingbe usedfor social or recreational eventstaking placeoutsideoffice hours?

Building PlantLoads
fuel? Does the client havea preference for any particular Taking into account futurerequirements ofthe building givedetailsof the following:

listof gasburningequipment including kW loads: e.g. processmachinery, kitchen

equipmentetc.

listofelectrical equipmentincluding voltages and kW loads:e.g. permanent plant items and portable equipmentsuch as computers, printersetc.
typicalpatternsof usage for equipment e.g. continuous, intermittent, or with a specified usagediversity

Is thereany machinery orequipment whichrequires supply from other building services systems,
e.g. water supply, compressed air, vacuum,oxygen, nitrogen, steam,softened wateretc?
equipment, e.g. fume extract,dust extract etc?

Is thereany machinery, equipmentorprocess whichnecessitates theincorporation of special

Whatnoise levels are generated by the plantitems? Give detailsofany tradeeffluentfrom the plantor building as a whole, and any requirements for
treatment.

Are thereany activities withinthe buildingwhichrequire specialsecurityarrangements?

21

Environmental Performance Criteria

Give a room by room listof acceptable valuesfor:

dry bulb temperature

humidity lightinglevel

noise rating
minimum fresh air requirement Defme summer and winterpeakconditions

Doyou anticipate installingshading blindsto windows?

Building Structure

DoU-values comply with Building Regulations? Doyou anticipate need for flexibility in roompartitions?
Will floors be carpeted? Will therebe a needto move desks andcomputerterminalsat regular
intervals?

Is therea needfor flexibility inthepositioning ofdesk positions?

Environmental control Are thereareas ofthe buildingwhichrequire close control, and if so withinwhat limits? Are thereareas ofthe buildingwhichrequire directcontrolby the occupants? Will therebe plants in the buildingwhichrequire particulartemperature control? Domesticwater supplies Is therea particularrequirement formains water supplies other than for drinking water purposes? Is a chilleddrinkingwater servicerequired?

Is therea needfor water supplies togardensfor watering points, fountains, carwashing points
etc.?

Is theretobe avehiclewashing point? Is it proposed to installa drinks vendingmachine?

Drainage Will floor gulliesbe requiredin each toilet area to facilitate floorwashing?

22

Electrical Services Does the client haveany preference in lightfittingselection? Whichitemsofequipment requirea threephasesupply? Will each work placerequire its own powerpoint? Will each work placeneeda telephone?

Is therea needforexternallighting in carparks, accessroads, securityareas, etc?

Are clocks to be installed?

Is there a requirement for apublic address system?

Are thereany specialrequirements forsocketoutlets? Are thereany illuminated signs? Are there any electrically operated doors? Are there areas requiring flameproofelectrical services?

Datacabling
Taking into account futurerequirements, details are required forthe extentofdata cablingto each work place,andthe space allowances necessary for trunking and cablemanagement.

Stand-by Power Items ofequipmentwhich are essential to the operation ofthe buildingwill require stand-by power, eg lifts, part lighting, etc. However, are there any other particularareas whichrequire24 hour stand-by power?

Fire Services
Fire prevention services will be in accordance with local authority requirements. Are details ofthe
requirements available?

Whereshouldthe fire alarmcontrolpanelbe installed? Maintenance

Would the cliefl preferthe selectionof low maintenance equipmentwherever possible?

Does the client wishto considerautomated condition monitoring? Whatlevel ofdisruption to workingareas is the client prepared to acceptfor maintenance
purposes?

Does the client want the installingcontractor to be responsible for maintenance duringthedefects
liability period? Would the client like to standardise component selectionfor mainitemsofequipment, eg light fittings, radiators,pumps, etc? Would the client like a labelling systemforequipmentand plant?

23

Specialareas
Will there be any ofthe following specialareas: kitchens conference facilities computer rooms cleanrooms Miscellaneous

Are there any special designstandards to conform to? Is there a limiton the maximum chimney heightforboiler flues?

24

APPENDIXD
SELECTION OF SYSTEMS
The majority ofsystemswhichcomewithinthe generalcategoryofbuildingservices are listed below. The listcan be used as a "menu"from whichto selectthe systems appropriate to the buildingunderconsideration. Somesystemheadingshave additional request for information, whichthe designer will needin order to commence the design forthose systems.

Disposal Systems
Drainage rainwater pipework/gutters

foul drainage aboveground drainagebelow ground land drainage

laboratory/industrial wastedrainage

Sewerage

sewagepumping
sewage treatment/sterilisation

Refusedisposal

centralised vacuumcleaning refuse chutes compactors/macerators incineration plant

PipedSupply System
Water supply

coldwater hot water hot and cold water (small scale)

pressurised water irrigation fountains/water features

Treated water supply

treated/deionised/distilled water swimming pool watertreatment compressed air instmmentair

Gas supply

natural gas liquidpetroleum gas medical/laboratory gas

25

Petrol/Oil storage

petrol/oil - lubrication

fuel oil storage/distribution Othersupply systems

vacuum steam

Firefighting- water

fire hose reels dry risers wet risers

sprinklers deluge

fire hydrants Firefighting- gas/foam gas fire fighting foam fire fighting

Mechanical Heating/Cooling/Refrigeration Systems Heat source

gas/oil firedboilers coal firedboilers electrode/direct electric boilers packaged steam generators

heat pumps
solar collectors alternative fuel boilers Primary heat distribution heating cooling

Heatdistribution/
utilisation - air

medium temperature hot water heating/low

hot waterheating/steam heating temperature warmair heating warmair heating (small scale) local heatingunits

Heatdistribution!
utilisation - air

Heatrecovery Centralrefrigeration!
Distribution

centralrefrigeration plant
primary/secondary cooling distribution

26

Localcooling!
Refrigeration

local cooling units cold rooms ice pads

Ventilation/AirConditioningSystems
Ventilation/Fume extract

generalsupply/extract toilet extract kitchenextract

carparkingextract
smokeextract/smoke control safetycabinet/fume cupboard extract fume extract
anaesthetic gas extract Industrial extract

dust collection low velocity air conditioning VAV air conditioning dual-ductair conditioning multi-zone air conditioning

Air conditioning - all air

Air conditioning air/water

inductionair conditioning fan-coil air conditioning terminal re-heatair conditioning terminal heat pumpair conditioning

Air conditioning - hybrid Air conditioning - local

hybrid systemair conditioning free standingair conditioning units window/wall air conditioning units

Otherair systems

air curtains

Electrical SupplyfPowerlLighting Systems

Generation/Supply/HV distribution electricity generation plant

HV supply/distribution/public utilitysupply LV supply/public utilitysupply LV distribution generallighting general LV power

General LV distribution! Lighting/Power

27

Special typesofsupply! distribution

extralow voltagesupply DC supply

uninterrupted power supply

Speciallighting

emergency lighting street/area/flood lighting studio/auditorium/arena lighting

Electric heating

electricunderfloor heating local electricheatingunits

general lightingand power (small scale)

General/Other electrical work

Communications/Security/Contro' Systems
Communications speech/audio
telecommunications

staffpaging/location public address/sound amplification

centralized dictation

Communications audio-visual

radio/TV/CCTV projection advertisingdisplay clocks

- data Communications
Security

datatransmission
accesscontrol securitydetection and alarm

Protection

fire detection and alarm earthing and bonding

lightning protection electromagnetic screening

Control

monitoring central control

buildingautomation

28

TransportSystems
People/Goods lifts escalators

movingpavements
Goods/maintenance hoists cranes

travellingcradles goods distribution/mechanised warehousing

Documents mechanical document conveying pneumatic document conveying automatic document filingand retrieval

29

BIBLIOGRAPHY
1.

Plan ofWork forDesignTeam Operation. RoyalInstitute ofBritish Architects (RIBA). MBA Publications Ltd (1973). A.C.E.Conditions of Engagement 1981. The Association of Consulting Engineers.
(Reprint 1988). Better Briefmg meansBetterBuilding. J.J.N. O'ReillyBuilding Research Station (1987).

2.
3.

4.
5. 6. 7.

Briefmgand Design - Acase study. J.J.N.O'ReillyBuilding Research Station. CurrentPaperCP34/69 (1969).

Before you Build. National Economic Development OfficeHMSO(1974) Manual ofthe BPF System. BritishProperty Federation Limited1983. Common Arrangement ofWorkSections for Building Works. Building Project Information Committee (1987). The Public Clientand the Construction Industries. NationalEconomic Development Office. HMSO (1975).

8.

Further Reading
1.

DraftInternational Standard150/DIS 9699Performance Standardin Building - Checklistfor Briefmg - Contents ofBrief forBuilding Design. A Client'sEnergy and Environment briefingguide. RoyalIncorporation ofArchitects in
Scotland.

2.

3.

A Guideto ClientBriefing. F. Salisbury. Butterworth (1990).

30

Other relevant BSRIA publications selected from our

list:

AG 2/76 TN 3/77 TN 4/77 TN 1/82 AG 1/89

Estimatorsguideto labour times hevac

installation work. Coordination of building services. Features of site work control systems. Coordination of building services design stage methods. Flushing and cleaning ofwater systems.

LB 109/83 Coordination ofbuilding services.

Reading Guide No 1 Volumes 1 and 2 Building services maintenance. Directory Building services legislation.

For details of these and all BSRIApublications ask Publication Sales for a free catalogue.

TheBuUn Services Researth

and Information Association Old Bracknell Lane West Bracknell, Berkshire RG12 4AH

Tel: (0344) 426511 Fax: (0344) 487575 Telex: 848288