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A BSRIA Guide www.bsria.co.uk

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A Design Framework for

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Building Services 4 Edition th

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Design activities and drawing and model definitions

by David Churcher and John Sands

BG 6/2014

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 March 2014 ISBN 978-0-86022-727-4 Printed by Charlesworth Press

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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

3.1 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



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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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





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

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

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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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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

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

2.7 Using the The pro-formas in Appendices A and B are intended to encourage
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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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
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

Strategic Preparation Concept Developed Technical Handover

Definition and Brief Design Design Design Construction and Close Out In Use
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

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
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
*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

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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


Design Framework for Building Services A4 Concept design model 1 origin

30/01/2014 16:49:45
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.


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


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.

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Design Framework
4th Edition

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