Soft Landings

Basics

What is it?
Soft Landings (SL) is a way of pulling feedback techniques together throughout a project, creating a golden thread of continuity through the heart of the process. This allows the design and building team to become more closely connected to outcomes. It helps to manage client and design team expectations by making them aware of real outcomes at an early stage. This minimises the credibility gap between design intent and actual performance. SL can be attached to any building project as it is not an alternative procurement process but a way of thinking. SL can be applied at any time, doing as much or as little as you like but is more beneficial to a project if adopted early.

Useful where?
Ideally, the approach should be adopted in its entirety at an early stage for maximum benefit. As the method comprises many elements, it is possible to pick those that suit at any stage, which can be equally valuable.

Its aims are to manage expectations throughout the process (especially handover), bind all those involved together and provide a logical route to post-occupancy evaluation. To be most effective SL needs to be in the bloodstream of a project. To ensure this, client commitment is essential from the start. This requires continued enthusiasm and support when others join the project team.

What else does it do?

• Helps to bind the team together.
• Improves quality assurance.
• Provides better clarity in briefing about client needs and outcomes.
• Includes design reviews, including insight reviews.
• More rigorous sign-offs of briefs, designs, work on site and commissioning trials.
• Closer working between design and building team and occupiers and managers.
• Places greater emphasis on building readiness.
• Both anticipates and avoids problems and responds promptly and effectively to any teething troubles which remain.
• Includes post-occupancy review techniques, particularly for occupant satisfaction and energy performance.
• Potential for warranted performance on mission-critical items.

Related activities
Many techniques can be attached to it but it represents a comprehensive service and culture change.

In what sectors?
Any, but it was initiated in offices, developed in HE and is currently being applied to schools.

Relevance
Potentially an effective method of improvement which is rapidly gathering momentum in the UK since 2009.

Development status

Who developed it?
Mark Way when delivering an office project for Glaxo. He then went on to lead a team of consultants and researchers at the University of Cambridge which prompted the formation of an industry task group in 2008. This consisted of UBT, Mark Way and BSRIA who developed the Framework. The SL Framework is now managed by UBT.

Stage of development
The methodology was developed from 2003 by a Steering and Support Group comprising twenty three organisations. This research was completed in early 2004 with draft scope of service documents. Three trials were undertaken on projects by RMJM. Further trials were undertaken by research team members from 2004 onwards. In 2008/9, a preliminary framework document was drafted and published in July 2009. This is now being applied to schools by a team led by UBT and more generally by an industry group hosted by BSRIA.

Examples of its use
None explicitly but for example, Cambridge University project management team use Stages 3 and 4 extensively. A bid for Worcester Library has included elements of the Soft Landings approach. Bits and pieces have have been used on several projects but a project using all five stages of the methodology is yet to be completed. Soft Landings for Schools is working on ten examples.

Further development happening?
The technique is now being adapted specifically for schools (see above). This testing will inevitably cause the method to evolve.

Development contacts
Framework development and Soft Landings for Schools: Bill Bordass and Adrian Leaman, UBT,

Industry group hosted by BSRIA: Chair: Gary Clark, Facilitator: Roderic Bunn, BSRIA.

Benchmarks?
The methodology requires that environmental and other performance targets are set at the inception and briefing stage. These are then managed during design and construction and into use. During the extended aftercare period, the results from occupant surveys and energy assessments carried out can be compared and benchmarked against the database of survey providers. The targets and benchmarks chosen will depend on the project.

How it works

Brief description
The commissioning client, the user client and all design and building team members commit themselves to Soft Landings as soon as the project starts. New team members (e.g. subcontractors and suppliers) joining later in the process will normally be obliged to join the Soft Landings team as part of their tender requirements. There are five stages that are designed to run alongside most industry standard procurement routes:

1. Inception and briefing, where roles are established and duties allocated to team members;
2. Design development and review, which looks at likely performance compared to design aspirations;
3. Prehandover, involving designers, builders, operators and commissioning specialists to work together and prepare for handover before it happens;
4. Initial aftercare, where the design team is in residence to help occupants settle in and deal with teething problems;
5. Aftercare in 1-3 years after handover, that periodically reviews and monitors building performance.

As part of the Framework, there are a checklists of activities for each stage which are tailored to the project. A Soft Landings Champion is essential and will stay with the project throughout. Their role is to provide continuity, manage the Soft Landings process and provide input on usability and actual performance outcomes. Once a project is completed, ideally the information gleaned from all parties is published and fed forwards to inform future projects.

Is there software?
Supporting techniques under development, e.g. by the industry group and BSRIA.

How long does it take?
It extends for the whole life of a project, and then for about three years beyond practical completion. However, most of the extra activity beyond handover will be maintaining communications with the users and attending to any teething problems encountered in the first three months or so of occupancy.

Can I do it myself?
Yes, the only way to change the culture.

Can someone else do it for me?
No, but you may benefit from additional help, for example with planning, briefing, reality checks and reviews. This is where the Soft Landings Champion will be able to provide support.

User comments
Not yet.

References
Soft Landings Framework document
Introduction to Soft Landings
Soft Landings in more detail
The above are all available from the BSRIA website (see links and PDFs).

Is the technique in the public domain?
Yes.

Are the methods open to inspection with technical support papers?
Yes.

Cost
Depends on the project.

Are the results in the public domain?
Only in terms of the publication covering Cambridge's Mathematical Sciences building (see links and PDFs).

Are there stable benchmarks?
Not for the methodology itself but may be applicable depending upon the survey providers carrying out aftercare analysis.

Is there an accreditation system?
Not yet.

Organisations offering
Soft Landings is something you do yourself. If you want to learn more, you may wish to join a specialist group (a schools group is currently operating) or the industry group hosted by BSRIA. See development contacts.