LowCarb4RealKnowledge Exchange

Plan outline

Knowledge Exchange

Objectives • To disseminate the key findings from Stamford Brook

& GHA experience• To deepen understanding of the problems through

engagement with the house building industry• To generate solution ideas for addressing the

problems and generating change• To influence actions for change at all levels

– Micro– Meso – Macro

Stamford Brook site

Stamford Brook

Altrincham

© NTPL - Nick Meers

Dunham Massey Hall

Predicted Performance (80 m2 semi)

Dwelling Carbon Emission Rate:<20 kgCO2/m2

ADL1a 2006 Target = ~23 kgCO2/m2

Actual Dwelling Carbon Emission Rate:~24 kgCO2/m2

Measured Performance (80 m2 semi)

25%

Notional vs. Real heat lossCoheating test 2 – winter 2005/06

Measured

Predicted

Performance Gap

Notional – v – Real heat loss

Plot No.

Predicted Fabric Heat Loss (W/K)

Predicted Ventilation Heat Loss (W/K)

Predicted Total Heat Loss (W/K)

Measured Heat Loss (W/K)

Measured Heat Loss - Adjusted for Solar Gain (W/K)

13 50.6 13.2 63.8 105.4 111.7

402 54.9 20.3 75.2 136.3 153.4

+75%

+104%

The question is: Why?

Stamford Brook “accredited detail”

As Designed = 42mm gap

Ψ value = 0.068 W/mK

Typical As Built - 20mm gap + air gaps – no insulated board Ψ value = 0.203 W/mK

+199%

+1,168% on optimum (0.016 to 0.203)

Degradation of performance

And it shows!

So what are the lessons?

• Micro– Redesign the detail to make it more robust– Communicate to site – drawings & instructions – Inspect– etc

• Meso– Organisational design & construction quality control

processes– Organisational training programmes for each new design &

refresh understanding– Supply chain management– Feedback – the next detail, next dwelling, next development

• Macro– Education and training– Policy and regulatory instruments (eg. Accredited details)– Regulatory processes (current review of building control)

Some examples at all levels

Disseminating key findings

• To compile a set of summaries of key findings– for design– for construction– for process

• To present findings so as to stimulate debate within the workshops

• To extend the findings following the workshops; a deeper understanding of:– Cultures– Barriers– Relationships– Ways of tackling the underlying systems problems

IntroductoryText

IntroductoryText

Micro LevelMicro Level Meso LevelMeso Level Macro LevelMacro Level

SB SummaryPoster

SB SummaryPoster

LC4R SummaryPosterLC4R Summary

Poster

Design CollectionDesign CollectionConstruction

CollectionConstruction

CollectionProcess CollectionProcess Collection Training IssuesTraining Issues Supply ChainSupply Chain

ConstructionSequencing

ConstructionSequencing

ConstructionPlanning

ConstructionPlanning

BuildabilityBuildability

Stamford BrookPerformance DataStamford Brook

Performance Data

Thermal DesignPrinciples

Thermal DesignPrinciples

Airtightness DesignPrinciples

Airtightness DesignPrinciples

Forensic MonitoringForensic Monitoring

Airtightness TestResults

Airtightness TestResults

Thermal BypassingThermal Bypassing

Thermal BridgingThermal Bridging

Coheating TestCoheating Test

SB Report ListSB Report List

RegulationRegulation

Air barrier constructionAir barrier

construction

LowCarb4Real:

The poster collection

LowCarb4Real: The poster collection

Engaging with industry:Principles of workshop design

• Mix the audience – different perspectives within each workshop

• Stimulate debate with presentation material backed up by the posters

• Keep work groups to 5 or 6 covering different issues

• Focus attention at micro and meso levels• Ground activity in the key findings of SB and

GHA.

Engaging with the industryWorkshop outline

Workshop structure

session time

Welcome & Introduction to the day 10:00 - 10:15

Overview of the key issues and messages 10:15 - 11:15

coffee 11:15 - 11:30

Breakout groups - 1 11:30 - 12:30

Lunch 12:30 - 13:30

Breakout groups - 2 13:30 - 14:30

Break and poster presentation mill 14:30 - 15:00

Plenary & close 15:00 - 16:00

Enabling engagement

Each participant needs to;• be convinced that there is a serious problem to

tackle, • believes that the problem presented is solvable, • is convinced that they can help to solve itand• gets an emotional buzz out of tackling it on the

day and afterwards in their organisations.

The job of the workshop team will be to enable these criteria to be fulfilled.

(Motivational Systems Theory)

The group sessions • Groups mixed: designers, constructors, others• Each group facilitated by a member of the

team.• Each task receives a brief introduction including

additional and task specific information and examples.

• Relevant posters from the collection on the walls

• Facilitator writes up as a poster after the workshop and feeds back within a week.

The group sessions Example of a workshop task:

Starter - “Devise a means of ensuring the thermal integrity of every dwelling envelope (as built) that you design for a developer”

Facilitator will:• Expand on the headline question• Stimulate discussion of issues and factors to be taken into account – prompts such as - available skills and knowledge? What tools needed? What checks on likely performance?• Help to structure responses and record them.

The group sessions Options could involve two groups who swap question perspectives for the second session (design & construction).

• Other questions devised relating to – Developer organisation– Driving the supply chain for materials &

components and labour– Types of technology – traditional & MMC– Dwelling inspection and testing processes.

Workshop programme design strategy

• An incremental strategy

• Workshops 1 and 2 designed to explore Design, Construction and process issues across the board

• Workshops 3&4 and 5&6 will be refocused following reflection on the first round.

• Invitation material will carry a general description of the workshops and the general issues to be addressed leaving room for manoeuvre for later rounds.

Audience?

Developer Designer ConsultantSub

contractorSupply chain

Senior management

Middle management

Technical & site mgt

Operative

Audience?

Developer Designer ConsultantSub

contractorSupply chain

Senior management ♫ ♫ ♫ ♫ ♫Middle management ♫ ♫ ♫ ♫ ♫Technical & site mgt ♫ ♫ ♫ ♫

Operative ♫ ♫ ♫

Evaluation

Change

Understanding

Awareness

The knowledge exchange pyramid

Evaluation • Evaluate change in participants

– Questionnaires before and after?– Evaluation workshop (selected participants)

• Evaluate change in understanding– Feedback of workshop product to participants– Invite & analyse comment– Evaluation workshop

• Evaluate policy & systems change opportunities– Policy attendance at workshop– Advisory group comment and self evaluation– Direct policy input

THE END!