Lessons learned from good practice examples€¦ · Lesson learned from good practice examples To succeed with an ID process, it is important that overall energy issues are discussed

Lessons learned from good practice examples

Market Transformation Towards Nearly Zero Energy Buildings Through Widespread Use of Integrated Energy Design (MaTrID), IEE/11/989/SI2.615952

Work Package 5

Deliverable 5.2

November 2014

Authors:

Ronnie Hollsten, KanEnergi, KE, Sweden

Stefan Amann, e7 Energie Markt Analyse GmbH

Contact details:

Ronnie Hollsten

KanEnergi Sweden AB

Gråbrödragatan 532 21 Skara, Sweden

[email protected]

Tel.: +46-768-83 33 74

Stefan Amann

e7 Energie Markt Analyse GmbH

Walcherstraße 11/43

1020 Vienna, Austria

[email protected]

Tel.: +43 1 907 80 26

www.e-sieben.at

Project webpage: www.integrateddesign.eu

Disclaimer

The MaTrID project is supported by the European Commission in the Intelligent Energy for Europe Programme. The sole responsibility for the content of this report lies with the authors. It does not necessarily reflect the opinion of the European Union. Neither the EACI nor the European Commission is responsible for any use that may be made of the information contained therein. The MaTrID project duration is from June 19, 2012 – December 18, 2014 (Contract Number: IEE/11/989/SI2.615952).

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Table of content

1) Background .............................................................................................................. 3

2) Summary on national specific lessons learned from pilot projects ..................... 5

3) Analysis .................................................................................................................... 8

4) Final remarks .......................................................................................................... 11

5) Annex: Country specific lessons learned from pilot projects ............................. 12

Austria ................................................................................................................................. 13

Pilot Project 1: Smart Campus ................................................................................. 13

Pilot Project 2: University of Innsbruck ..................................................................... 16

Greece ................................................................................................................................. 18

Pilot Project 1: BASSOURAKOS BUILDING-CULTURAL CENTER ......................... 18

Pilot Project 2: HOTEL IN MILOS ISLAND, GREECE .............................................. 20

Italy ................................................................................................................................. 23

Pilot Project 1: Casa eco passiva Sicilia - Progetto Botticelli .................................... 23

Pilot Project 2: Atelier Bottega Veneta Montebello Vicentino .................................... 25

Norway ................................................................................................................................ 29

Pilot Project 1: Powerhouse, Kjørbo ......................................................................... 29

Pilot Project 2: The Norwegian Tax Authority (NTA) ................................................. 30

Pilot Project 3: Romsdal VGS (High School) ............................................................ 32

Pilot Project 4: SATS Spinning center ...................................................................... 33

Pilot Project 5: Torstvedt School............................................................................... 35

Sweden................................................................................................................................ 36

Pilot Project 1 and 2: Lindholmshamnen Älvstranden and Skanska ......................... 36

Pilot Project 3: Hällekis Sporthall .............................................................................. 37

Slovenia ............................................................................................................................... 40

Pilot Project 1: Eco Silver House .............................................................................. 40

Slovakia ............................................................................................................................... 42

Pilot Project 1: Zelene atrium ................................................................................... 42

Pilot Project 2: Petržalske Dvory .............................................................................. 44

Poland ................................................................................................................................. 47

Pilot Project 1: Hotel Golden Tulip Zakopane ........................................................... 47

Pilot Project 2: Single family house – Point 141 ........................................................ 48

Lessons Learned

IEE project MaTrID 2

Latvia ................................................................................................................................. 50

Pilot Project 1 and 2: Apartment building in Vaives street 4 and in Mastu street 8k1 50

UK ................................................................................................................................. 52

Pilot Project 1: CreativeWorks .................................................................................. 52

Pilot Project 2: Pontprennau Primary School ............................................................ 54

Pilot Project 3: Splott Community Centre .................................................................. 56

Lessons Learned


1) Background

Policy background

The global drive towards sustainable development and rising energy prices are putting increasing pressure on construction project developers and designers to produce buildings with a markedly higher environmental performance. In addition, the construction industry is faced with more stringent performance requirements being imposed by the market and various regulations.

The recast Directive on the Energy Performance of Buildings (EPBD) stipulates that by 2020 all new buildings and buildings undergoing major refurbishment constructed within the European Union later than the year 2020 must achieve near-zero energy levels. This implies that in less than one decade, all new buildings will demonstrate very high energy performance and the remaining energy needs will be significantly covered by renewable energy sources.

In parallel, member states shall prepare national action plans for increasing the number of nearly zero-energy buildings (NZEB). The national action plans shall include policies and measures to stimulate the refurbishment of existing buildings into nearly zero-energy buildings. In addition, by 2015 all new buildings and buildings undergoing major renovation must have minimum levels of energy from renewable sources. The implementation of these policy goals requires a major transformation in the construction sector during the next few years. It is likely that the market for NZEB will increase successively during the next coming years.

Interdisciplinary approach required

The design of NZEB requires an interdisciplinary approach already in the design phase. Specifications from involved architects, construction engineers and facade designers are required. For this reason, the early introduction of a design team is compulsory for the design of NZEBs. In this context the building design phase is of particular importance.

Integrated Design, ID, is a valuable assisting approach to reduce the complexity of the design process to identify benefits and drawbacks of alternative design concepts. ID also allows decision makers to act based on transparent facts. Only if ID is applied from the very beginning of the design phase it can assumed that a cost-effective solution for NZEB can be identified, as only at the early design phases changes of the general design concept can be implemented at low cost. The application of ID is part of the best way towards the intended NZEB at low cost.

Integrated Design is an approach that considers the design process with an overall goal of optimizing buildings as whole systems throughout the lifecycle. Initially, for the purpose of reaching high sustainability performance, the alternative construction and technical solutions should be developed and discussed by an integrated, multidisciplinary team. ID emphasizes a decision process rooted in informed choices with regard to the project goals, and on systematic evaluation of design proposals.

This approach for construction design is paralleling the principles of environmental management referred in the international ISO 14001 standards. Both in ID and ISO14001,

Lessons Learned


identifying and prioritizing goals, and developing an evaluation plan with milestones for follow-up, are central issues.

Lesson learned from good practice examples

To succeed with an ID process, it is important that overall energy issues are discussed already in the initial planning phase. It is important that the client understands the advantages of using the ID process in conjunction with planning. It is important that a multidisciplinary team with energy skills becomes involved as early as possible in the planning process in order to influence the design. A successful planning process ensures a cost-effective energy optimization.

Once the ID process is in place, the results will depend on how well the design team can communicate and work together during the planning phase.

Also have a look to the brochure Good Practice Examples and Lessons Learned which can be found at www.integrateddesign.eu/downloads/Brochure-PE-LL.pdf.

http://www.integrateddesign.eu/downloads/Brochure-PE-LL.pdf

Lessons Learned


2) Summary on national specific lessons learned from pilot projects

In total, 23 pilot projects have been conducted within the MaTrID project. 10 partners have been involved in the pilot projects and every partner has evaluated their respective pilot project(s) and given feedback regarding what lessons were learned regarding the ID process. All pilot projects can be found at www.integrateddesign.eu/pilot-projects/index.php.

In order to gather lessons learned from the various projects, the participants have answered a number of questions. The answers to each question are summarized below. Many lessons are common to the various projects.

When answering the questions the partners were asked to focus on:

Promising strategies and activities to apply ID/IED in design processes; Promising strategies for entering and broadening the market for ID/IED for different

market actors in the design process; Link between ID/IED and the achievement of high energy performance such as

NZEB.

In the following all questions asked can be found. The answers are summaries and key findings on national specific lessons learned from pilot projects. The national specific lessons learned can be found in the annex section of this report.

Question 1: What lessons have you learned during the ID process?

Answer 1.a: Communication and team work

In almost all pilot projects good communication has been mentioned as a success factor. Good communication between the project team members in the initial interaction phases dramatically reduces system interaction problems during subsequent phases. Good communication also improves a team’s common understanding of the building’s future applications, development opportunities and costs for operation and maintenance.

The early establishment of cooperation between project developer, main contractor, architect, facade supplier and consultants is identified as a success factor.

Answer 1.b: The ID process from the beginning

To achieve buildings with high energy performance, the experience from several projects

shows that it is important that ID is being used from the very beginning of the project. This

ensures that all possible energy related questions are discussed as early as possible in the

planning process. New approaches, processes and technologies need to be discussed and

incorporated into the design process as soon as possible in order to safeguard a cost

efficient process.

http://www.integrateddesign.eu/pilot-projects/index.php

Lessons Learned


A well prepared kick-off workshop is identified as a success factor to achieve a good

Integrated Design process.

The structure of the ID process, with its circular iterative problem solving method, is mentioned as a help for catching up unexpected issues that needs to be discussed and resolved. In that way, questions that arise during the design process could be solved quicker and with better result than usual. In some projects the ID-structure was also helpful to clarify milestones from the design phase to the construction phase.

Several boundary conditions and limitations are often defined even before a project has been initiated, e.g. by local authorities in the zoning planning process. These limitations can have crucial impact on how high energy performance targets a project can reach. Two pilot projects identified that several boundary conditions given by authorities worked on their behalf and enabled buildings with near zero energy requirements.

One pilot project identified that the ID process can be applied not only for individual designs,

but also for prefabricated buildings.

Answer 1.c: Management – Contract between the client, ID-facilitator and the design team

It has been identified that the agreement between the client and the design team to proceed with ID from the early design phase is important, but not crucial. E.g. in the U.K. the project team learned that an opportunity exists within local councils to use the ID process to break down barriers between the different projects silos which define the ‘business as usual’ design process.

In one project is it mentioned that the ID process requires an experienced project manager in order to assure that the design team works as one mechanism.

Answer 1.d: Tools

Life Cycle Cost, LCC, is mentioned as a successful tool for construction projects working with ID. LCC clarifies costs through a building's entire life cycle and can thus facilitate decisions involving higher investment costs to the benefit of lower cost of operation.

Answer 1.e: ID to achieve high energy performance

ID is a good and powerful tool to ensure that a project reaches ambitious target for energy performance. The answer also indicates that Energy is one of several issues that a project developer must address. By using ID several of these issues have been solved in a good way.

Question 2: Why is the respective project innovative?

The answers to this question is summarized and listed below:

High energy performance buildings; The pilot projects have a holistic approach of the buildings climate shell and the

technical systems, such as energy supply system and ventilation system;

Lessons Learned


A holistic approach over an entire block with common planning of several developers, to get the best solutions for the whole block instead of optimizing single buildings;

EPC for residential buildings; The ID process was used for the first time; Several pilot projects involved renovation of historic buildings or new buildings in

areas with historic buildings that require special attention to the architecture. The application of ID in this type of projects is new and innovative.

Question 3: What challenges occurred during the ID process and how did you

face them?

Two main challenges were identified:

To get ID process up and running properly was often a challenge. The reason for this was often an unclear description of what ID is and how it works. The solution was to explain how the ID process works in general and in detail between the members of the design team. In some projects it has been important to clarify the mandate of the ID facilitator.

Different types of technical issues. The solution was to meet with the project team and discuss different solutions, such as life cycle assessment and other supporting information. Based on the new knowledge the project team argued for the best solution and often the client listened to the arguments and followed the design team’s advice.

Question 4: What would you do differently during the next ID process?

Increased clarity about what the design team will do and how the ID process works Improved communication and more dialogue within the design team, from the

start and through the whole project. The most important is that the project gets a good start where everyone understands the way the ID process works and where all design team member can share experience from other projects as early as possible. To achieve a good start several suggestions are mentioned, such as well-prepared kick-off workshop, bilateral meetings between the ID facilitator and single project team members, periodic meetings and tele-conferences.

Clearer description of what the ID process needs from every project team member, to make sure that they can contribute in a good way. It is important that the mandate for the project team and the ID facilitator is clear. A clear definition of what role the ID facilitator has in the project would facilitate this. Many different groups are involved in the planning and construction phase. If there is no contract regulating the process of ID, there is a risk that many of project participants will see the ID process as an obstacle to their work. There is risk that the ID process will be avoided and opposed and to avoid that the ID facilitator needs a strong mandate from the client.

File sharing system: Several projects mention that there is a need of a better file sharing system, where the project team member can work parallel in the same documents at the same time. Different programs linked to BIM-system have been used with good result.

Lessons Learned


3) Analysis

SWOT analysis of the results from lesson learned pilot projects

For clarification and in order to improve the ID process, the outcome of the pilot projects have been analyzed using the SWOT method. See results in the table below.

A SWOT analysis is a structured method used to evaluate strengths, weaknesses, opportunities and threats involved in a project or process.

Strengths Weaknesses Opportunities Threats

ID is an Iterative process which secures that all energy related issues will be handled before the process leave for the next step

The outcome of the planning process will be more thorough and consist of fewer contradictions and inconsistencies. This in turn will result in fewer last minute changes and fewer building faults.

Relatively unknown in the construction industry

Difficult to change traditional way of planning and constructing

Demands good communication

Demands an ID facilitator, which is a new role in the planning process

The project manager needs to share responsibility and mandate to the ID facilitator

Increased planning costs

EU directive about NZEB will increase the market for NZEB buildings and ID is an effective method for reaching NZEB energy demands

The ID process gather expertise from different work fields resulting in synergies

Fewer last minute changes and fewer building faults will show that in total the ID process is cost effective

Future improvements of the method is relatively simple, e.g. it would be easy to add a process for increased accessibility for disabled people

Lack of knowledge and information about ID and the benefits using it among stakeholders

Difficulties in finding the right way of using ID for each single project

Client willingness of paying more for the planning process

For best results it is important to use ID from the very beginning of the project, preferably even before there is a drawing. This can be a threat, as many projects demand a drawing to achieve funding

Lessons Learned


Important issues occurred

Energy one by many issues

Most clients involved in the MaTrID pilot projects had a holistic approach of their respective pilot project and all clients had a desire of high energy performance. This has been important for the success of the project and is also important for future construction projects. Due to the fact that the energy issue is one of several issues that a client have to consider in a construction project, it can be concluded that sometimes a good energy design will be prioritized before a specific architectural design or economy, but sometimes there will be other priorities.

As the EPBD will take effect from the end of 2020, and two years earlier for properties occupied and owned by public authorities, it is likely that the market for NZEB will increase successively during the next coming years. From January 2021 all new buildings be constructed according to NZEB standards.

The ID process

The structure of the ID process with circular iterative problem solving method is a tool to reach high energy performance target. The experience from the pilot projects is that the method is working. The pilot project also shows that there is an interest of learning more of the ID process as a method for planning and building NZEB as easy as possible.

The improvements that are needed are especially linked to lack of experience of using the method by all in the design team including the ID-facilitator, the developer and the client.

Lack of experience of using the method results in:

Problems with getting the ID process up and running. Often depending on an unclear description of what ID is and how it is working. The solution has been to explain what the point with ID is and how the ID process shall work between all expertise in the project and the project team. In some projects it has been important to clarify the mandate of the ID facilitator.

Uncertainty in the agreement between the client and the ID facilitator for using ID. Which mandate and resources have the ID facilitator to putting the design team in efforts to solve emerging issues? How is the relation between the ID facilitator and the project manager clarified?

It is clear that there is a need of a clear description of what the ID process requirements from each project team member in order for them to contribute in a good way. It is important that it is clear what mandate the project team and the ID facilitator has. A contract between the client and the ID facilitator would facilitate the work.

Many different groups are involved in the planning and construction phase. If there is no contract regulating the process of ID, there is a risk that many of the project participants will see the ID process as an obstacle to their work. Often there is no extra budget to cover extra workload connected to a new way of working in the planning process. This fact imposes the importance of a strong mandate for the ID facilitator from the client and an understanding from the design team members regarding extra work load in the design phase.

Lessons Learned


There is a need of good communication:

In almost all pilot projects good communication has been identified as a success factor. A good communication between design team members in the initial interaction phases dramatically reduces system interaction problems during subsequent phases. Good communication also improves a team’s common understanding of the building’s future applications, development opportunities and costs for operation and maintenance.

Improved and more communication within the project team from the start during the whole project is important. Most important is that the project gets a good start where everyone understands the way the ID process works and all project team member can share experience from earlier projects as early as possible. Several suggestions are given to achieve this: well-prepared kick-off workshop, bilateral meetings between the ID facilitator and single project team members, periodic meetings and tele-conferences.

Needs for good tools: Two types of tools, which are mentioned in the lesson learned reports, are the benefit of LCC and a functional file sharing system.

Life Cycle Cost, LCC, is mentioned as a successful tool for construction projects working with ID. LCC clarifies costs through a building's entire life cycle and can thus facilitate decisions involving higher investment costs to the benefit of lower cost of operation.

A functional and user-friendly file sharing system where it is possible to work on common documents at the same time would facilitate the process. Programs linked to BIM are mention.

Information to Client and Public planners about consequences of early limitations

Several boundary conditions and limitations are often defined even before a project has been initiated. These limitations can have crucial impact on how high energy performance targets a project can reach.

It is therefore important to increase the understanding among public planners, clients and investors about what impact early decisions can have on the possibility to build NZEB or plus energy buildings.

Lessons Learned


4) Final remarks

To succeed with an ID process and construct buildings with near-zero energy requirements, it is crucial that the process is involved as early as possible, preferably already in the initial planning phase.

The client’s understanding of advantages from using the ID process in conjunction with planning is of highest importance as that will result in enough mandate for the design team to fully succeed. For a cost effective energy optimized design, it is important that an ID facilitator becomes involved as early as possible in the planning process.

There is a need for more knowledge among and information to public planning officers and potential clients.

All design team members must understand the benefits of ID and how the process works. The awareness about how each member is expected to contribute in the various planning phases is also of highest importance. A major challenge is to keep the iterative solution methodology throughout the planning phase and not fall back into the traditional way of working, although the former initially takes somewhat more time.

The design team needs to consist of people who can think creatively and have an ability to work across traditional professional areas.

Once the ID process is in place, the results will depend on how well the design team can communicate and work together during the planning phase. Different technical solutions and frequent meetings, in real life or over telephone, will be required.

Recommendations for action:

Establish a sound cooperation between project developer, main contractor, architect, facade supplier and consultants very early.

Use ID from the very beginning of the project. Prepare your kick-off workshop very well. Install an ID facilitator. It might be of advantage to have such an experienced project

manager on board. Apply a life cycle cost analysis. This can be a powerful tool to support the decision

making process. Take some time to explain the whole design team how the ID process works and

what the benefits are. Strike an agreement on a suitable file sharing tool. It turned out that BIM is a useful

tool.

Lessons Learned


5) Annex: Country specific lessons learned from pilot projects

Lessons Learned


Austria

Pilot Project 1: Smart Campus

Summary of the pilot project:

Please use information from your WP4 pilot project documentation.

Name/acronym of the pilot project: Smart Campus

Owner: Wiener Netze GmbH

Name of contact person: Peter Steczowicz

Function of contact person: Head of Organisational Development Consultancy

Location: Mariannengasse 4-6, 1090 Vienna, Austria

Type of the building: Headquarters, administration, operating area

Gross floor space in m²: 93,000 m² (19,000 m² administration, 38,000 m² operating area

(workshops, test bays, depots, central warehouse, corresponding offices and administration

areas), 36,000 m² other areas for e.g. exhibitions, conference etc.)

More information: The existing buildings of Wiener Netze GmbH are in need of renovation. To refurbish these buildings within an economic range is hardly possible. For this reason the Wiener Netze GmbH decided to build a new building for their headquarters and to merge some of their facilities to shorten the distances between them.

Lessons learned from this pilot project:

What lessons have you learned during the ID process?

New approaches, processes; technologies need to be incorporated into the design process

as early as possible, if this is not done it will be discussed and the decision will have to be

explained many times, new ideas might not even be implemented (since at a certain point

changes would imply much more work and costs).

The interpretation of life cycle costs from different variants (e.g. general planning

competition, technologies or feedback systems) helps the awarding authority to come to a

decision. Even though the awarding authority was sceptical at first and not sure if the

investments are worth it, it was convinced later and are also willing to invest more if the

investments pay off in the longer run.

Why is this project innovative?

The buildings´ excellent innovation is observed in many different areas.

Lessons Learned


Energy efficiency and construction ecology:

The administrative building is 19,000m² large. This makes it the biggest building with passive

house quality in Europe, the workshops, depots, conference rooms and other secondary

areas are near zero energy buildings.

A life cycle assessment helped choosing the right building materials.

The Wiener Netze GmbH wants to become a role model in efficient energy use and

sustainability by implementing these measures.

Renewable energies:

o According to the requirements 30% of the energy consumption has to come from

renewable energy sources, now 50-60% of the energy used comes from these

sources.

o Cooling (100% ground water), Ground water heat pump produces heat

o Photovoltaic systems with a power rating of approximately 300 kWp (the involvement

of co-workers in form of employee-investment-models is in discussion)

o Solar power for warm water (showers)

o LED vs. standard The object is illuminated mainly by LED.

Research project: user-centred building automation:

The Wiener Netze GmbH will not only implement the plans of a passive house and near zero

energy building, but it also wants it to achieve the energy consumption of these energy

standards in reality. Since this goal depends mainly on the users, e7 initiated a research

project that shall explore the different possibilities to motivate people to act energy efficiently.

Compliance with life cycle costs:

Lessons Learned


In this project it is important to emphasize the issue of the life cycle costs. Before initiating

the general planning competition, we determined the budget for life cycle costs on the basis

of the space and function allocation plan and the objectives set for achieving the desired

building quality and sustainability. During the general planning competition and after reaching

a mile stone, the budget for life cycle costs was checked. This method www.lzk-tool.at

revealed a high degree of accuracy since the investment costs for the winning project

calculated before the competition still remain the same during the final design phase. The

question whether the calculated amount for subsequent costs is realistic, can only be

answered when the building is in operation.

What kind of problems did occur during the ID process and how did you solve it?

Design phase Problems Solutions

Competition phase

Concept design phase

A project of this magnitude

reveals many critical points. In

regard of integral design, energy

efficiency and sustainability

following critical points were

detected:

Compliment with the budget for

life cycle costs, the maximum

investment limit and the

thermal-energetic criteria.

Timely involvement of the

research project investigating

user-centred building

automation

Phase-adapted involvement of

the user

Commitment of the entire team

to meet determined targets

Meetings on a regular basis

Variant study concerning the

investment and subsequent

costs

Clear responsibilities and

descriptions of procedures and

processes

The research project shall

constantly keep the design

team informed. Convincing

people by saying: "Let´s do it

different this time!"

Optimising the building services

at a reasonable cost and

meeting the target of

maximising the use of

alternative energy sources.

Detailed design phase

http://www.lzk-tool.at/

Lessons Learned


Construction phase

What would you do differently during the next ID process?

More workshops, communication, moderation between ALL team members. For members, which shall give just input to the process e.g. at certain evaluation points it is still important to keep contact with the rest of the team otherwise communication problems occur more often.

Use a better file sharing system like BIM, but no reduce in personal communication

Pilot Project 2: University of Innsbruck


Name/acronym of the pilot project: University of Innsbruck, Faculty Building of Engineering

Science

Owner: Bundesimmobiliengesellschaft mbH (BIG)

Name of contact person: Bertram Knoflach

Function of contact person: Project Leader at BIG

Location: Innsbruck/Austria

Type of the building: Office building for the Faculty of Engenieering Science

Gross floor space in m²: 14.000 m² gross floor area

Investment costs in EUR: 12 Mio EUR

More information: The deep renovation of the University building for the Faculty of Engineering Science is a pilot project for the Austrian federal building owner (Bundesimmobiliengesellschaft). This pilot project is a demonstration of feasibility of renovation of an office building in high thermal and energetical quality and consideration of further sustainable criteria. Life cycle costs assessment of innovative and measures concerning energy efficiency were carried out through the design process. For this reason it was necessary to implement an Integrated Design process in order to fulfil these requirements.



The Integrated Design process is often combined with required technical resources such as design software including the building information model (BIM). This project has shown that this holistic approach, taking into account comprehensive sustainability criteria and several

Lessons Learned


experts, is not a matter of tools, it’s a matter of team spirit and communication. Good communication between all participants was the basis for good project results.

The Integrated Design team could solve questions during the design process quicker and in a higher quality than usual.


The building owner, the biggest public building owner in Austria, has a team of project manager who carry out renovation projects in a certain, strictly defined procedure. Mainly the functional interest of the building user and the investment costs are important. In this renovation process additional sustainability criteria were the basis for the design. Life Cycle Cost assessments were carried out parallel in the design phase.


The building owner and the user were not convinced of the passive cooling solution that was proposed by the general designer and the consultant for building physics. Thermal building simulation and Life Cycle Cost assessment of this solution compared to a usual cooling system convinced the building owner. All designers, consultants and experts contribute to this decision support assessment. Finally, the building owner decided for the passive cooling solution that supports to have low energy use in the building.


This is a good practice example. The Integrated Design process worked very well. In other projects the project manager of the building owner was not convinced of the Integrated Design process. In this project it was very difficult to implement high sustainability standards in the design phase. The commitment and willingness of the building owner and the kick-off-workshop is very important for a good Integrated Design process.

Lessons Learned


Greece

Pilot Project 1: BASSOURAKOS BUILDING-CULTURAL CENTER



Name/acronym of the pilot project: BASSOURAKOS BUILDING-CULTURAL CENTER

Owner: Municipality of Evrotas, Lakonia, Greece

Name of contact person: Theoni Karlessi

Function of contact person: ID facilitator

Location: Skala Lakonias, Greece

Type of the building: Cultural Center, mixed type (offices, exhibition, conference, restaurant)

Gross floor space in m²: 1680

Investment costs in EUR: 5.500.000 €

More information: The emerging need of a multispace center in the greater area of Lakonia combined with the existence of the industial building skeleton and the willingness of the municipality to implement a best energy and environmental performing building resulted in the renovation of the Bassourakos building. The design was performed with respect to its historic characteristics, energy performance, surrounding environment and operational requirements.



Lessons Learned


ID process is the most effective way of dealing promptly with the usual but also with the

unexpected issues that come up during the procedure of implementation of a building project

from the design to the construction phase. This was a success result of the non-linear,

circular iterative problem solving process that was adopted in accordance with the ID

principles.

The clarification of the milestones at each design phase is very important in order to achieve

the agreed goals. The coordination by the ID facilitator is very helpful at this level.

Good communication between the team members helps the effective and prompt problem

solving and has to be ensured during the whole process.


The intervention of the building is basically directed towards the installation of different

innovative features, all combined in order to achieve the NZEB targets. The combination of

the solutions serves for the different seasonal climatic conditions and for the limited

possibility of the development of each system separately (due to lack of space etc). The

interventions are: geothermal heat pump, green roof, PV panels, cool-photocatalytic

materials, control of indoor air quality. Energy audits were perfomed indicating substantial

energy savings and improved indoor conditions.


As the team was not familiar with the iterative way that the ID procedure is performed, there

were at first problems of bringing together the different points of view of the different

specialties. The willingness of the team and the positive results of the initial phases made

the specialists realize the effectiveness of the procedure and facilitated their decision to

adopt it until the end of the project. Creative and critical thinking helped to overcome the

practical issues that came up in each phase as: the location of the building and the new

Urban Plan, owner’s demand to maintain the intervention of the existing building with no

extension, compatibility of reporting according to the special needs of each specialty,

application of the energy systems, coordination of the different point of view of the

interdisciplinary team for the ID procedure, eligibility of the project for funding. The team

followed this procedure:

Kick of workshop with multidisciplinary design team and developer, discussion of

needs and demands of the client

Analysis of boundary conditions. Definition of project goals

Meetings between the team from the concept design phase.

Discussions about the systems/solutions of the buildings. Advantages and

disadvantages. Energy efficiency. Cost effectiveness.

Evaluation of solutions, simulations, reporting

Meeting with the team, presentation of evaluation, acceptance (or not) of the

proposed solutions, Alternatives.

Lessons Learned


Implementation of concepts


In this case building the Integrated Design process worked very effectively. The commitment and willingness of the building owner and the involvement of ID facilitator at the kick-off workshop is very important. It is also effective to challenge the team at the beginning of the process with best practice examples.

Pilot Project 2: HOTEL IN MILOS ISLAND, GREECE



Name/acronym of the pilot project: HOTEL IN MILOS ISLAND, GREECE

Owner: Private company

Name of contact person: Fotini Xyrafi

Function of contact person: Architect, ALD Architects

Location: Milos Island, South Aegean, Greece

Type of the building: Five star hotel building

Gross floor space in m²: 3800 m2

Investment costs in EUR: 4.500.000€

More information: The construction of a hotel in a coastal area with an archeological interest which should also have a high energy and environmental performance preserving at the same time the local biodiversity was a major challenge for the design process. The owner in cooperation with the architect, the engineers and the consultants adopted the ID principles from the early stages of the process.

Lessons Learned




The agreement of the owner and the design team for proceeding with ID from the early design phase is crucial. The new approaches have to be introduced, defined and incorporated as soon as possible and this demands willingness and good cooperation between the team members.

At first the team was skeptical about the procedure, but the positive results and the facilitation of problem solving convinced them about the procedure and the investment.


The hotel will be located in Milos, an impressive volcanic island of the south Aegean, a few

meters away from the seaside. The area, where in the past mines existed, is of great

archaeological interest. For all these reasons the design of the building considers

environmental issues and is adapted to the special character of the area. All materials used

are friendly to the environment and they are produced at the site of the project. Reuse and

recycle of the materials is of great importance. There is provision of a museum in the building

were special rocks will be exhibited.


The multidisciplinary team was consisted from the very early phases of the project and this helped to develop good cooperation between the members. At first there were some difficulties in the implementation of common meetings with all members present. Another critical point was that the team was used to act in a traditional, linear process, interacting with the architect mainly at the early stages, but with the goals setting and the definition of the ID process this was overcome.

Identifying, stating and overcoming problems was a major challenge in the ID processes.

The basic steps that are followed are these:

1. Kick off meeting with multidisciplinary design team, discussion of needs and demands.

2. Assessment of the current situation by performing reports. Definition of project goals.

3. Workshops and meeting between architect, engineers and consultant to propose

improvement solutions.

4. Evaluation of the measures that were proposed. Reporting.

5. Meetings with developer to present and discuss the concepts.


It is important that the knowledge of each project if transferred to the next one. The

motivation with implemented best practice examples is considered helpful at the beginning of

a project. More private meetings of the ID facilitator with each expert separately might be

useful in understanding the way of thinking and bringing together the different aspects. More

Lessons Learned


meetings and communication between all team members would be suggested. Probably a

better file sharing system would facilitate the procedure. Definition of the role of the ID

facilitator in the contract with the client.

Lessons Learned


Italy

Pilot Project 1: Casa eco passiva Sicilia - Progetto Botticelli


Name/acronym of the pilot project: Casa eco passiva Sicilia - Progetto Botticelli

Owner: Ing. Carmelo Sapienza

Name of contact person: Ing. Carmelo Sapienza

Function of contact person: Owner

Location: Mascalucia (CT), Italy

Type of the building: Residential

Net floor area in m²: 148

Investment costs in EUR: na

More information: http://www.casaecopassivasicilia.it/

More information: “Casa eco passive Sicilia” is a novel building concept that aims at being a

green building for the Mediterranean climate, by minimizing its overall effect on the

environment. The first realization of this concept is the ‘Progetto Botticelli’. It has been

designed to be a pilot net zero-energy building in a Mediterranean climate. It has also been

certified according to the Passivhaus standard, respecting specified minimum requirements

in terms of energy performances, air-tightness and thermal comfort. Moreover home

automation improves energy efficiency, indoor condition and living comfort.

http://www.casaecopassivasicilia.it/

Lessons Learned



It is of fundamental importance to set clear and agreed milestones and responsibles at least

for each design phase.

The agreement on using the same calculation procedure and software (PHPP) from the

conceptual design phase was of great help. It limited a bit the optimization possibilities, but

allowed to have a selection principle when the choice about a given design variable was not

simple.

Advanced optimization techniques can effectively support the design development, by

reducing considerably the design time, in the face of a still long computation time and a little

user-friendliness.

Interferences between building components, basically structures, and building energy

systems, must be solved during the design phase and not during the construction phase.

Even a small interference (we were very accurate in integration of HVAC due to the large

size of ducts and some pipes, but less accurate with integration of monitoring instruments

with electric components in the general electric panel) can require an intense redevelopment

of construction activities.


This building is a conceptual building conceived, designed and constructed in the south of

Italy, which targets the net zero primary energy balance, on yearly basis, and provides high

comfort conditions for the peculiar Mediterranean climate.

Passive strategies were extensively adopted, and active technologies were limited as

support to guarantee high comfort standards under extreme weather conditions. The low

energy consumption resulted, in energy simulations, to be easily contrasted by renewable

energy conversion on site (photovoltaic and solar thermal).

Although passive strategies prevail, the concept building is not an outdated construction:

‘smartness’ have been shifted from active conditioning to building automation and control,

and beforehand to the design process, where advanced energy simulation and optimization

techniques were adopted.

To check if this building will operate as designed, and to fine-tuning and manage the whole

building-system, an advanced monitoring framework has been installed, enhancing the

BACS capabilities.

Many outcomes are expected from the operation of the building: management and fine-

tuning, energy simulation model and process validation, design feedbacks, occupant

behavior monitoring and modeling, detailed energy breakdown, energy demand/production

curves layout for management of zero energy building networks, energy and comfort

combined analysis for the development of new indicators

Lessons Learned


Finally, whether this building will satisfy all expectations, (i) it could represent a conceptual

model for similar buildings in the Mediterranean climate or in general in winter and summer

dominated climates, and (ii) its design process and the optimization techniques engaged

could be replicated to support the design of other building typologies and climates.


Main problems occurred during the construction phase and during the preparation of the

documentation for obtaining the permission to build.

Problems occurred during the construction phase were mainly related with (i) the

identification and delivery of materials and components, often not available locally, (ii) the

installation of novel components, e.g., the structures supporting windows, (iii) quite all tasks

dealing with airtightness.

Problems occurred during the preparation of the documentation for obtaining the permission

to build were mainly related to a mismatch between advanced solutions and strategies and

the calculation methodologies proposed by local law.

Other problems death with the use of the software tools: (1) several times, there has been a

lack of compatibility between different software or releases and to overcome that, pdf files

were often circulated, but this reduced the possibility of co-working on the same file, (2) the

used optimization tool (GenOpt) has a very limited user friendliness and some codes were

wrote to implement customized objective functions and to run a multi-objective (non

scalarized) optimization.


It would be interesting:

to improve file sharing using dedicated platforms,

to adopt a BIM suite (e.g., Revit, Archicad etc.) for gaining the advantages of interoperability,

to use shared suites for enhancing parallel co-working.

Pilot Project 2: Atelier Bottega Veneta Montebello Vicentino


Name/acronym of the pilot project: Atelier Bottega Veneta Montebello Vicentino

Owner: Bottega Veneta srl

Name of contact person: Andrea Forte

Function of contact person: Facility Director

Location: Montebello Vicentino (Vicenza), Italy

Lessons Learned


Type of the building: Office (administration/design) / handcrafting

Gross floor space in m2: ~14.900 m2 (including unheated spaces)

Investment costs in EUR: 16 M€

More information: www.bottegaveneta.com and www.kering.com

More information: The project is a redevelopment of an existing building (a traditional

venetian villa with rural annex, once used to grow animals), unused before purchasing of

Bottega Veneta, with an addition of a new built volume (roughly one half of final total), as a

new office headquarters and sample design/production spaces for Vicenza. The project is

located out of Vicenza, in the village of Montebello Vicentino, wedged between the railways

and the industrial area of the village. The building, owned by Bottega Veneta (Kering group),

is used in place of the old separated buildings in Vicenza, clustering the different function in

one building with different spaces and functions.

The main goal of the owner for the project was to minimize the energy and environmental

impact of the building, creating a healthy, safe, comfortable and functional workplace, while

preserving the historical value of the existing building and landscaping.


During the development process the team agreed upon the fact that all the project detail

should be analyzed and, if necessary because of various building system interaction,

discussed, as early as possible. Also if the issue of system interaction between “details”

seems to be non-relevant at first sight, it may happens during project development process

that it become significant, thus requiring to go back and to start a new specific integrated

design process to incorporate the necessary technical solutions into the project. This lesson,

with the knowledge of previous developed project, was applied from the early phase of the

process, thus trying to minimize the issues toward the end of the project.

Another important learned lesson (related to the previous one) was on team communication:

most of the issues between specialization could be resolved before they arise in construction

site. Thus, as confirmed on this project, a good communication between the project team

members in the initial interaction phases dramatically reduce system interaction problems

http://www.bottegaveneta.com/

http://www.kering.com/

Lessons Learned


during subsequent phases, as well as improve a team (owner included) common

understanding of the potential future building development and operation problem and

possible related solutions.


The project is innovative by a number of different perspective. The following point summarize

the main items.

The project unexpectedly demonstrate that it is successfully possible to regenerate, as an industrial building, a compromised site that would have not been used for years and considered a sort of brownfield (out of the town, wedged between railways line and an industrial area, it was unoccupied for decades) also if complicated with historical heritage restriction, local pollution and WWII bombing. The wide number of national and local laws regulations (on urban standards, heritage, pollution remediation, fire safety, health safety, barrier removal for impaired, ...) were successfully respected without exceptions also with the difficulty related to historical building regeneration.

The existing buildings with historical value were preserved, also if adding new volumes, and the intervention on the large external green area respected and improved, when possible, the predevelopment environmental situation: only local or adapted vegetation was adopted, all internal roads are porous to rain and are built with natural materials with high albedo (to reduce heat island effect), all external parking are vegetated, with a specific solution able to reduce impact of oil on soil.

Owner and project team lavished great effort during both design and construction to choose the best possible technical solutions for various building system not mainly on economic issues, but rather with special reference to environmental impact and final user comfort and health, such as selection of construction materials and products (regional, recycled, without human-harmful contents and low offgas emissions), high efficiency and low emissions HVAC systems, daylight responsive technologies, large use of renewable energies (with on-site photovoltaic and from off-site green energy utilities purchasing), controllability of thermal and lighting systems, high indoor air quality (with high air-change rate and air filtration), low environmental impact solution for external area management, comprehensive waste management, and more. As a practical example, to support alternative transportation use, the owner activated a private shuttle servicing the employees from/to bus and train stop, set a program for purchasing a hybrid car company fleet (cars are already in use), assigned selected preferred parking for low-emission vehicles and organized bicycle facilities.

The project, in a uncommon way for an secondary/tertiary sector building, has a complex and environmental friendly water cycle, that required a lot of time to be developed: a local well provides potable water used in toilets with very low consumption fixtures, wastewater are 100% treated with an onsite system (active smudge and phitodepuration), heating/cooling efficiency is enhanced with hydronic “closed loop” heat pumps (water from well used for heat exchange is reinjected into ground), a high performance irrigation system for local or adapted green (all plants were chosen based on water requirements) is based on a big rainwater collection underground storage (from roofing), and finally, with an uncommon low impact design was adopted to maximize rainwater infiltration (with consequent groundwater recharge and minimization of soil erosion).

Although complicated with historical and urban constraints, the owner and the design team strived for the highest energy efficiency possible for the project. An innovative HVAC system was adopted for the building, solving the problem of the site (lack of public utilities) and responding to expected functional performance (as discussed above, by

Lessons Learned


environmental impact point of view, by energy consumption and by final user comfort for offices and sample development/manufacturing spaces).


In general, the ID process, associated with the other quality process adopted by the owner,

permitted to solve most of the typical design and construction issues before they happen.

Probably the main problem found with ID process was to raise up the consciousness about

teamwork of each specialist in the project team. In fact, some of them were used to act in a

traditional, linear process (interacting with architects only) so although immediately inserted

and directed by the facilitator as integral part of the team, there was an initial diffidence and a

sort of inertia, mostly related to the relative new process, successfully solved with a number

of meetings that demonstrated, after the required appropriate time, tight involvement on all

specialists.

Another issue related to the specific project can be certainly recognized as it was necessary

to slightly change part of the design during construction phase, based on the problem found

during early construction phase with historical building adaptation (such as structural

unsoundness) and on the evolving requirements of the owner. This was anyway simplified

and easily solved during construction thanks to the anticipated knowledge of potential issues

that were identified, analyzed and discussed in the early development phase, with the

inclusion into final design of the adequate technical solution for potential adaptation,

adjustment and expansion.


By looking at the process along its development from the beginning, although team work with the agreed communication system and strategic tools permitted a fully successful process, also without the use of a common BIM tool, the most critical part of ID process was the very beginning of the project development. In fact this period is critical since it is complicated by the non-optimal initial confidence between project team member, but at the same time most of the strategic choices (that are more difficult to be changed with progress of design process) are being selected. Thus at the end of construction it was agreed by the project team that spending more time in this phase would have helped the overall design and construction process.

Lessons Learned


Norway

Pilot Project 1: Powerhouse, Kjørbo

Owner: Entra Eiendom AS

Name of contact person: Mona Aarebrot

Function of contact person: Regional director

Location: Sandvika, Norway

Type of the building: office building – rehabilitation

Gross floor space in m²: 5180 m2

Investment costs in EUR: 14 mil. EUR

More information:

Powerhouse Kjørbo is the first rehabilitated energy positive office building in the world

www.powerhouse.no . A “Powerhouse” is defined as a building that during its lifecycle

produces more renewable energy than it consumes for the production of building materials,

construction, operation and demolition of the building.

The building has obtained energy label A, has energy properties better than the Norwegian

passive house standard NS 3701 and is classified BREEAM Outstanding in the design

phase. Reduction in the energy demand is achieved by employing energy efficient solutions

and a well insulated building envelope. Specific energy consumption (excluding user’s

equipment) is calculated at 20,4 kWh/m2 yearly. 1550 m2 PV installation - so far Norway’s

largest with a calculated energy production of 210 000 kWh/year (40 kWh/m2). Cooling and

heating with ground coupled heat pumps.

More information: http://www.powerhouse.no/

http://www.powerhouse.no/

http://www.powerhouse.no/

http://kjorboblogg.skanska.no/wp-content/uploads/2013/02/20130222-125001.jpg

Lessons Learned



The energy target was the main project goal. All project stakeholders worked towards this goal, thus by some occasion’s the energy solutions were prioritized before architectural solutions and economy.

Summing up the lessons learned;

1. Work in a multi-disciplinary team is a complex activity. Communication is something as perceived an easy task, but it’s a much more difficult pursuit in practice. Challenges related to multi-disciplinary communication can be solved through good planning and setting aside enough time for meetings/workshops and clarification process. 2. Quality and degree of precision in the initial concept stage (feasibility study) is invaluable. Good quality of feasibility study can contribute to a more cost-efficient process at the later stages. 3. All design team members should take part of most discussions because they have to know how hard the process is to find the best solution. If they haven’t been a part, they tend to be less flexible in finding holistic solutions. It’s important to be a part of the process to be motivated to change attitude. And it might end up being most cost efficient. 4. The initial phase should be longer – and the stage model has to be challenged It’s important to give time to the process; the client developer has to accept/ acknowledged this. But from a developer perspective it is crucial: Milestones represent designs that are well documented in order to secure confidence in decisions made (reducing economical risk)

Other experiences: Teamwork from the first day with the developer, the main

contractor, the architect, the façade supplier, a NGO and the consultants.ID process

through regularly workshops. 5-6 working groups and plenum discussions – which

worked out very well and is a recommended way of working with such projects. All

technical solutions are mainly well known, however; put together slightly in a new

way.

Pilot Project 2: The Norwegian Tax Authority (NTA)

Owner: Entra Eiendom AS

Name of contact person: Gaute Dammen Tyssebotn

Function of contact person: Property director

Lessons Learned


Location: Helsfyr, Oslo, Norway

Type of the building: office building – rehabilitation

Gross floor space in m²: 35 120 m2

Investment costs in EUR: 64 mil. EUR

More information:

The building was constructed 1982 with cellular offices, old fashion HVAC systems and limited daylight utilisation. The renovated building has about 6000 new m2 to give the building a more compact form and create more open spaces. The renovated building fulfil the passive house requirements, energy label A and BREEAM-NOR Very Good.

Then energy consumption is reduced by 50 % to approx. 80 kWh/m2 included technical equipment.

Typical floor plan after refurbishment

The project had clear energy goals, committed by the building owner and the users.

An environmental quality control plan was developed and used in the design process.

The project got national funding for passive house measures.


However, the goal of reaching BREEAM – NOR Excellent came too late. I was too time consuming for the design team and therefore the project just reached BREEAM-NOR Very Good.

Lessons Learned


So the main lesson learnt: Project goals has to be introduced as early as possible.

Some factors may be both a driver and a barrier depending on how they are dealt

with. One is communication which is extremely important in such project. Imprecise

communication can for instance lead to misunderstandings regarding the effects of

certain technical solutions. At the same time, good communication can convince

other members of the project group to choose more innovative solutions

The final result of this renovation project will be looked at as visionary and innovative.

This is mainly a consequence of:

Companies challenged by competition. First represented by Entra when they

had to search for new approaches to solutions for the tenant. Later

represented by AF which launched the idea of using prefabricated elements.

Company policies which expressed ambitions regarding energy and

sustainability.

Individual persons combining their skills and enthusiasm to convince others to

increase the level of ambition.

The increased public focus on sustainability has influenced this indirectly

through the involved persons and the company policies.

Pilot Project 3: Romsdal VGS (High School)

Owner: Møre og Romsdal County

Name of contact person: Per Olav Braekkan

Function of contact person: Head of building department

Location: Molde, Norway

Type of the building: Scool building

Gross floor space in m²: 12 000

Investment costs in EUR: 50 mil.

More information:

The new school on the NW coastline of Norway is designed in massive wood as a passive house and with a “low tech” ventilation system. The owner have experienced that HVAC systems have become more and more complex, with great challenges for

Lessons Learned


daily operations and costly maintenance. Therefore, they wanted to find an energy efficient solution combining mechanical and natural ventilation.


The project had clear goals, an ID facilitator and a multi disciplinary group working together from the first day.

However:

The fire consultant joined the design team too late, which caused redesign.

The dialogue with the users required more resources in the concept and sketch design thus the cleaners was sceptical to wooden surfaces

Sketches may reduce challenges related to multi-disciplinary communication. Sketches describing solutions are better in communicating, as an alternative to written papers.

The concept stage at Romsdal is much longer than normal. The additional time has made it possible to investigate an make early stage solution on a more solid documented material/calculations.

It’s important to give time to the process; the client developer has to accept/ acknowledged this. But from a developer perspective it is crucial: Milestones represent designs that are well documented in order to secure confidence in decisions made (reducing economical risk).


Do not underestimate the dialogue with the users in projects with new technical and architectural solutions.

Pilot Project 4: SATS Spinning center

Name/acronym of the pilot project: Sats Fitness center

Owner: Rom Eiendom

Name of contact person: Ståle Ottesen

Function of contact person: Part of design team

Location: Lillestrøm Railway station, Lillestrøm, Norway

Type of the building: Spinning center

Lessons Learned


Gross floor space in m²: 400 m²

Investment costs in EUR: Not known.

More information: The design process were stopped in the middle of the concept design. Following information reflect and describe the action to this point.


- Country specific lessons learned:


The overall goals of the project was testing (in a small scale) how to do NZEB

building in a Norwegian context. Additionally the project should serve as a platform

for gaining experiences on designing NZEB.

The process followed the principle of I, and the builder allowed the group with

sufficient time for developing and testing alternative design strategies. The project

had developed a strategy went it was set on halt. The strategy include:

CO2 heat pump based on energy wells – 500 m

Energy recovery from shower water (form the showers in the connected

fitness center next to the spinning hall)

Hybrid ventilation

PV

Energy system and ventilation strategy integrated into the form of the building

LED light

etc


The project costing exceed the budget, and the project were set on halt. Because the

project was an experiment, and the investment cost was not probably a part of the

process. The project would benefit from more focus on investment cost, and demand

for LCC on important design strategies. This seems to be logical to do this. The

setting around the (project) turn out to a focus where test of innovative solution in a

Norwegian context, had priority (too much) and that compromised the project

economy.


Lessons Learned


Clear goals for investment cost. The project outset had no defined limit – as the developer would use the project as a test house.

Pilot Project 5: Torstvedt School

Name/acronym of the pilot project: Torstvedt School

Owner: Larvik Municipality - LKE

Name of contact person: Kristin Borander

Function of contact person: LKE responsible

Location: Torstvedt, Larvik, Norway

Type of the building: School, kindergarten and sporting facilities.

Gross floor space in m²: School and sport facility 10.000 m²

Kindergarden 1.200 m²

Investment costs in EUR: No available

More information: http://www.lke.no/torstvedt-skole.html


Working detailed with the client requirement and letting the building owner being a

part of the process is very useful in the further process. This work are the fundament

of the work in the following phases.

The awareness (with the building owner) of the important of setting precise goals in

the beginning of the design stage, and the understanding of the k\consequences of

the goals. This is an important starting point for actually succeeding in fulfilling the

goals in the built project.

http://www.lke.no/torstvedt-skole.html

Lessons Learned


Sweden

Pilot Project 1 and 2: Lindholmshamnen Älvstranden and Skanska



Name/acronym of the pilot project: Lindholmshamnen

Owner: Älvstranden Utveckling AB

Name of contact person: Staffan Bolminger

Function of contact person: Environmental Manager

Location: Gotenburg

Type of the building: Residential and Commercial

Gross floor space in m²: each project approx. 8 000

Investment costs in EUR: each project 24 000 000

More information: Lindholmshamen is a site in central parts of Gothenburg, on the island of

Hisingen there a total of 32 000 m2 are being planned for residential and commercial

buildings by a consortium of four building developers.



The market for zero and low energy buildings is growing. Public developers and major

construction companies are showing the way. However the energy issue is not the number

one priority in a construction project, but one of several important issues that must be dealt

with.

Many conditions for the possibility of building NZEB or even + NZEB given already in the

process of detailed planning by local authorities. Therefore, it is important to planners in local

authority becomes aware that it is largely they who create the prerequisite for an area can be

built with NZEB or even + NZEB in a cost effectively way.


The land where the project is planned to be built is owned by the municipality and the

municipal company Älvstranden has developed a model for how the planning and design of

Lessons Learned


the site should look. The model In brief to a consortium formed with selected developers.

Initial planning for the area's common character made within the consortium. The Energy

goals are set in the consortium contract and the common solutions e.g. the choice of district

heating, locally common heat storage or property-specific solutions. When the joint planning

is made knows consortium the type and volume of buildings to be constructed in each area.

In connection with it is also a prize for each area. After the prize for each are is set starts the

work with building specific solutions for each developer.

This project was the first one for this building owner where Integrated Design process was

integrated into the special planning model.


All in the consortium agreed that the entire area would have high energy goals. All also

agreed that the energy issue was important. Despite this, the role of the Integrated Design

facilitator was initially not clearly defined which meant some problems in communication

within the design team. We solved the problem by clearly describing what the purpose and

the benefits of using an Integrated Design facilitator were for the design team and facilitator

was also given clear work directives and responsibilities within the team. Then did the work

process go well.

The local plan for the whole area was appealed, which meant that the project was delayed

somewhat. From an Integrated Design point of view had the delay not really an impact.


This is quite a good practice example. The Integrated Design process worked well. To work

even better in the future is it really important in an early stage to clarify the different roles in

the design team, what resources and competencies are in the design team, which is

missing? What mandate has the design team? Budget?

A well prepared kick-off workshop for the right target group is important for a good Integrated

Design process.

Pilot Project 3: Hällekis Sporthall



Name/acronym of the pilot project: Hällekis Sporthall

Owner: Municipally of Götene

Name of contact person: Fredrik Hedman

Lessons Learned


Function of contact person: Energy Strategist

Location: Götene

Type of the building: Education sports activities

Gross floor space in m²: each project approx. 740

Investment costs in EUR: each project 1 300 000

More information: The project was sponsored by a local isolation company, Paroc. It was

also supported by the Swedish low energy programme LÅGAN.LÅGAN is a collaborative

project between the Swedish Construction Federation, the Swedish Energy Agency, Region

Västra Götaland, Formas and others. For further information, please visit www.laganbygg.se.



The market for zero and low energy buildings is growing. Public developers and major

construction companies are showing the way. In this case an isolation company wanted to

support the local community and in the same time be able to build a demonstration project

for showing their Isolation products. In this project the energy issue together with the cost

issue were the most important tasks.

The developer was a small municipality which didn’t had much experience of new

construction which means that they were a bit insecure and needed to trust on that the

design team would do a great work. The project went well but in some cases it had been

great if the contracts between the developer and all members of the design team had been

clearer.


It shows that even small municipalities can build energy efficiency buildings with or without

supporting help. It also shows that small local companies (builder, electro, ventilation, ID

facilitator etc.) can achieve high energy and environmental goals when they are cooperation

and working close together in a process as Integrated Design is.


All in the project team were clear of that the building should achieve high energy target within

a tight budget. The working process went really well and the result of the building is so far

very good.


Lessons Learned


This is a good practice example of how an Integrated Design process can work in a smaller

building project. The workload for the Integrated Design facilitator wasn’t especially high but

in the right time with the right persons which means that the project got a good guidance to

achieve the high energy goals.

To get an even better process in the future is it really important in an early stage to keep

clarifies the different roles in the design team, what resources and competencies are in the

design team, which is missing? What mandate has the design team? Budget?

A well prepared kick-off workshop for the right target group is important for a good Integrated

Design process.

Lessons Learned


Slovenia

Pilot Project 1: Eco Silver House



Name/acronym of the pilot project: Eco Silver House

Owner: Akropola, d.o.o.

Name of contact person: Marko Kramar

Function of contact person: Head Architect

Location: Ljubljana, Slovenia

Type of the building: Multiapartment building

Gross floor space in m²: 12.000

Investment costs in EUR: 18 mio EUR

More information: Multiapartmant new building in 11 floors. 128 apartments and business centre in the ground floor. Passive house standard, low energy building, consuming mostly renewables.



Special care has to be taken during the construction phase of the project. Key indicators set in the design process that influence on the building energy performance (e.g. airtightness level) have to be defined and monitored during construction phase. All involved stakeholders have to be informed and have to take care of their job related to observed indicator.


Lessons Learned


Innovative concept of the whole house: combination of materials, built-in systems and devices as well as their control enable high level of living pleasure and at the same time, rational use of energy.

Built-in system of ventilation with heat recovery for each residential unit enables healthy and quiet living environment.

Installation and cost separated residential units (heat, electricity, air, water, warm water, and optical telecommunications)

Automated control enables reaction of devices and systems of each residential unit and of entire house to the influences coming from the environment. The result is rational use of energy in all seasons. Use of natural sources: solar power plant and use of rainwater

The first such low energy and multiple residential house for sale on the market in Slovenia.


Problems:

Low energy indicators set by the design team cannot be achieved if the construction is not planned carefully down to the final element. In this project the airtightness set to 0,6 h-1 was the most difficult criteria to achieve and most important since it is linked to subsides.

Workers on construction site that can positively or negatively affect the end result of a given energy indicator do not know their impact on energy indicators. Majority of workers were not capable to perform the tasks set by designers.

Solutions:

Several mattings were held with the topic on airtight layer. Different solutions ware analysed against these and other questions and at the end the 3D plan of airtight layer was elaborated with all the details.

The suppliers and designers held meetings for the construction workers and demonstrated the use of materials and how all the details in the design plans have to be actually carried out.


Have the role of ID facilitator defined in the contract with the client. These would ease the work. On the construction site are many different groups, companies and workers. They all see the ID process as an obstacle to their work. They will avoid it and oppose it every time they have the opportunity to do so. It is important that ID facilitators have a strong support from the client, direct link. Next time we would start with the informing the workers on site sooner in the project. We held meetings with the supervisors at first but these was not enough since they did not transfer the information to their workers.

Lessons Learned


Slovakia

Pilot Project 1: Zelene atrium



Name/acronym of the pilot project: Zelene atrium

Owner: SMF Marko

Name of contact person: Miroslav Marko Dipl. Ing. Arch.

Function of contact person: Designer

Location: Trnava

Type of the building: residential building

Gross floor space in m²: 4 547,76

Investment costs in EUR: no available

More information: Please insert maximum up to 5 sentences. www.zeleneatrium.sk



Integrated design is a crucial approach for achieving the best environmental friendly design, this was widely accepted in a composed design team.

Early design stages are worth to work on it as long as necessary.

BIM tool would be helpful and should be used in all projects especially non residential buildings.

PHPP is a reliable and important tool for achieving the highest energy efficient standard of buildings and should be a part of all projects.

PHPP is a great tool for watching an energy standard and a resulted quality of the building.

Environmental schemes such as BREEAM, LEED, etc. are very good controll tool to watch an environmental goals.

Late team composition leads to compromises, which can negatively influences results

especially energy efficiency goals.

Lessons Learned



1. Brownfield and recycling of materials In 2007 there were plans to demolish the old part. New plans finished in 2013 saved brownfield, there was an aim to recycle materials. 96 % of materials were reused and crushed into smaller fractions and used on a building site.

2. Passive House standard. There are only two good examples of residential buildings in Slovakia- Zelene atrium and Petrzalske dvory. From this point of view is this innovative solutions. There are only low energy houses built so far.

3. Technologies. One of the heat sources is a heat pump brine/water. As a primary circle for heat pump are


The problem was that the design team was created late, when there wasn´t a possibility to change some conceptual worse solutions, to avoid some mistakes regarding an energy efficiency, such as lot of thermal bridges caused e.g. balconies. During the ID process was the most important to keep a regular contact between design team members. Unfortunately there wasn´t enough meetings leading to a stronger influence of design team members. The specific problem was a role of the architect and the investor as it is the same person. A decision maker´s economical view, which is the architect and also investor, was the strongest argument, and it did not always lead to requested results. Also energy concept was changed during a process because of higher investment costs as was a budget and missing focus of the investor on life cycle costs. Also there was not the budget for extra costs for deeper co-operation regarding an ID process.


The most important thing is to present the ID process to the investor and show him good examples.

For environmental goals make a contract for ID facilitator involvement or some environmental scheme processor, which will help to reach environmental goals easier.

For energy efficiency make a contract for PHPP calculation, PH design, which will help to reach energy efficiency goals.

Inform and ask for implementation of the BIM especially in detail design project phases.

To offer more information regarding a life cycle costs, based on good examples.

Lessons Learned


Pilot Project 2: Petržalske Dvory



Name/acronym of the pilot project: Petržalske Dvory

Owner: Fredriksson s.r.o, Bratislava, Slovakia

Name of contact person: Dipl. Ing. Michal Lešinský,

Function of contact person: architect&ID coordinator

Location: Bratislava city

Type of the building: residential

Gross floor space in m²: 24 190

Investment costs in EUR: 16 mil

More information: Please insert maximum up to 5 sentences. www.petrzalskedvory.sk



Time and workload consuming early design stages

ID is ideal approach to achieve very high cost efficiency ( minimizing of extra-costs connected with higher energy efficiency)

creative co-operation between members of design team (architect<->specialist) could let not only to innovative technical solution but also to innovative architectural elements.

importance of focus and education in communication and co-operation skills

importance of the soon involvement of Real-state & bank expert for early set-up the project phasing and optimal design process (because each project phase have to be self-sufficient with access, car-parking possibilities, infrastructure and energy connections etc.) importance of Life cycle cost analysis tool adapted to national market costs levels, materials , products and technologies. importance of good BIM tool localization to national codes and readiness for productive work on bigger detail design project was the lesson learnt.


The most innovative features of project: Implementation of very high energy efficient central ventilation system

Excellent indoor air quality for every flat, CO2<1100ppm

Very high energy efficiency - designed ventilation units are PHI Certified components with 93% real heat-recuperation efficiency, HQ EC fans and very optimized & intelligent power management system. ("BAT"-best available technology)

Individual and user-user friendly oriented control and regulation system with independent air-flow intensity regulation for each flat

Lessons Learned


CO2 based automatic flow-control mode Implementation of high energy efficient summer pre-cooling

Ground loop with 1100m pipes connected to glycol-air exchanger as an with renewable energy source. Used for low-cost summer air cooling or winter pre-heating for all flats.

Implementation of high energy efficient heating and DHW system

on-demand heating & DHW preparation individually of each flat

primary heat source = central gas boiler

local flow-through DHW heater = excellent in hygienic issues

accurate energy measurement for each flat

well insulated distribution system Ultra-low energy standard with passive house components

Windows with triple glassing as a basic project standard, Uw<0,85

Progressive Thermal bridges break technology via thermal partitioning of free cantilever balconies and loggias.

Reduction of liner thermal bridges in load bearing walls

Overheating reduction via exterior sun-shading screens (optional) Water retention management

Green-roofs areas and

Percolation system for rainwater attenuation E-mobility & bicycle friendly design

Add-on "Plug-in hybrid packet" for each parking place

More than one bike "parking" place/rack for each flat


Problem / challenge Solution

How to highly improve indoor air quality in flats, especially in bedrooms with feasible extra-costs and user-friendly control? And with very high energy efficiency.

Brand new, innovative, cost-effective and very efficient central ventilation system from ATREA were implemented. As an very first pilot project of this kind in Slovakia. Close creative co-operation and contribution on it's development and customization was held between our project team and system manufacturer.

No optimal readiness of BIM software (Revit) for detail design project. Mainly in aspects of localization for legal Slovak national codes requirements and documentation outputs. (year 2008)

Work was done in Object orientated CAD (Autodesk Architecture + Cadkon RCD + Advance steel) instead of full BIM utilization.

Rejection of renumeration budged for extra ID works

We took it as challenge and a pilot project, without claims to extra money.( What's left to us.. :-))

Lessons Learned



Tougher negotiations with client about project work fees and renumeration in connectivity with building cost optimization.

More communication in between members of ID design team. Especially by face-to-face meetings.

Deeper implementation of energy optimizing tools like designPH from PHI Darmstadt to early stages

To use Life cycle cost analysis to improve quality of decision-making process

Sooner involvement of the Bank specialist in process of project phasing.

Deeper implementation of the BIM (Today (2014) is SW much more ready. Mainly for detail design project phase)

We would consider to use EDMS (engineering document management system) for project data.

Lessons Learned


Poland

Pilot Project 1: Hotel Golden Tulip Zakopane


Name/acronym of the pilot project: Hotel Golden Tulip Zakopane

Owner: Qualia Development

Name of contact person: Jarosław Krawiec

Function of contact person: Director of Projects Investment Preparation

Location: Zakopane/Poland

Type of the building: Hotel


Investment costs in EUR: not available

More information: The designed new hotel building will replace an existing old hotel.

An building owner considered the renovation, however it wouldn’t be possible as a new

building must fulfil higher spatial and comfort requirements. The design was optimized in

order to decrease energy consumption and total operational cost. The ID process was

applied in order to achieve those goals.



The most important in using Integrated Design procedure is awareness of the investor/client.

In the first step it was useful to present to the client the opportunities and advantages of

applying ID process. In such way the cooperation between client, design team and facilitator

is much easier and much more analysis on the concept stage can be done. Very important is

also good communication within the design team.


This project was the first one for this building owner where Integrated Design process was

applied. Mostly developers design and construct buildings for sale. In this project developer

is going to operate the hotel for next ten to twelve years, therefore the energy efficiency and

low maintenance cost are so important to him. In this process not only energy analysis

Lessons Learned


regarding building construction, systems and energy sources was done but also other

analysis regarding materials or water consumption was provided.


The system designers were not convinced to use heating seasonal schedules and heating

zoning of the building. Building energy simulations and cost analysis has been done in order

to show that this solution is suitable for the building. It was showed that due to heating zoning

and temperature decrease in some weeks of lower building occupation energy and operation

costs will decrease. Finally systems designers approved proposed solution of heating control

strategy.


This is quite a good practice example. The Integrated Design process worked well. The

building owner and design team was convinced to apply the Integrated Design process. In

this project the sustainability standards other than cost were difficult to implement. It is

important to explain well all sustainable goals at the kick-off-workshop.

Pilot Project 2: Single family house – Point 141

Name/acronym of the pilot project: Single family house – Point 141

Owner: Budimex Danwood

Name of contact person: Sebastian Wiśniewski

Function of contact person: Head of Development Department

Location: Poland

Type of the building: Residential

Gross floor space in m²: 136,5

Investment costs in EUR: not available

More information: The single family house is designed in prefabricated technology and fulfil

requirements of Low Energy Building program of The National Fund of Environmental

Protection and Water Management (NFEP&WM). The goal of the developer was to design

prefabricated low energy building that can be localized in every place in Poland. The design

Lessons Learned


must consider construction of external and internal envelopes, building systems and heat

source. The advanced analysis has been carried out in order to achieve establish goal.



Some developers are aware that the market for zero and low energy buildings is growing.

They noticed that in order to achieve very good energy standard more than only standard

analysis must be done. It was showed in that pilot project that ID process can be applied not

only for individual designs but also for prefabricated buildings.


This project was the first one where Integrated Design process was applied in prefabricated

building. It was shown that the ID approach can be used also for standard prefabricated

designs. The heating needs of the building is equal to 25 kWh/m2 per year what is very low

value. This project was design in order to meet requirements of of Low Energy Building

program of The National Fund of Environmental Protection and Water Management

(NFEP&WM).


The first problem was related to communication between client and energy specialist as the

regular meeting wasn’t possible. Thus the periodic tele-conferences and frequent e-mail

correspondence was used. The second problem was connected with the building design.

The client request was to have prefabricated building that fulfil the requirement of maximum

40 kWh/m2 per year heating energy demand. Finally the analysis were provided and the

specification for the building has been set. The analysis showed that the heating demand of

the building can be lower than required for every climatic zone in Poland.


The best communication between client, design team and energy specialist should be

improved. The tele-conference is a good idea however the periodic meetings are more

fruitful. In the ID process main goal was connected with energy demand for heating. In the

next ID process the other parameters like cost effectiveness or sustainability should also be

taken into account.

Lessons Learned


Latvia

Pilot Project 1 and 2: Apartment building in Vaives street 4 and in Mastu street

8k1



Name/acronym of the pilot project: Apartment building in Vaives street 4

Owner: flat owners

Name of contact person: Raivo Damkevics

Function of contact person: director

Location: Cēsis city, Latvia

Type of the building: Residential apartment building

Gross floor space in m²: 2437,6 (Vaives street 4), 1846,9 (Matsu street 8k1)

Investment costs in EUR: 260 489 (Vaives street 4)

More information: Please insert maximum up to 5 sentences.

http://renesco.lv/index.php?option=com_content&view=article&id=4&Itemid=4&lang=en

Before renovation building represents typical soviet period buildings. Such buildings

represent the biggest share of all building stock not only in Latvia but also in other

east European countries. The aim of the renovation is not only to ensure comfortable

indoor climate and decrease energy consumption, modernize other engineering

systems but also significantly improve building aesthetics value.

Energy service contract (EPC) has been used to cover building renovation costs and

implement the project. As well support from structural funds have been attracted.

EPC contract is based on the principle that apartment owner of the building during

the whole validity period of the building pays to the ESCO company for the same

amount of energy this building would consume without renovation.

One of the main challenges during renovation was to ensure that building can

operate also during renovation process. The refurbishment scenario chosen: to avoid

internal works as possible to allow operating during renovation works. It’s planned

that new ventilation system ducts will be placed along the façade in the insulation

layer.

http://renesco.lv/index.php?option=com_content&view=article&id=4&Itemid=4&lang=en

Lessons Learned


There was not specially assigned ID facilitator, the process itself was collaborative but ESCO company manager has organizing and managing all process. ESCO company manager is assigned from client side to renovate the building and it’s their responsibility to organize whole process.

From the very beginning the common workshop has been organized for all companies and

experts involved. The common workshop and training has been organized for all team

participates.


The implementation of ID process requires very experienced project manager in order to assure that the design team works as one mechanism. An algorithm has to be design by which all the design team should operate, in this way all of the team members could be aware of already implemented tasks and be updated with the latest versions of the documentation.


There are very few companies in Latvia, who offer EPC for residential apartment building retrofit. ESCO’s need to develop their own algorithms for project technical design development and implementation phase, so that the lessons learned could be transferred to the next project, thus refining all the work flow.


No critical problems were observed during the project implementation. One of the difficulties was associated with the necessity for a public procurement procedure. As the service provider selected via public procurement is interested in lowering the total price of the delivered tasks (grater chances to win the procurement), often with the reduction of price also reduction in delivered task quality can be observed. Therefore to hinder future possibilities of failure die to poor quality of executed tasks, the principles of green procurement were integrated in procuring the company which would renovate the building. The procurement documentation included different minimum requirements that should be met during the renovation process needed to meet very low energy building standards.


During next ID process where the technical design and project implementation of residential apartment building is carried out, it would be necessary to adopt the lessons learned in the previous projects to enhance the work flow and efficiency of task implementation as well as to be able to easily identify the main crucial points of potential failure.

For other projects not linked to residential building retrofitting, it would be necessary to change the information flow within the design team so that every team member should be informed on the latest changes in the project.

Lessons Learned


UK

Pilot Project 1: CreativeWorks



Name/acronym of the pilot project: CreativeWorks

Owner: Blaenau Gwent County Borough Council

Name of contact person: Byron Jones

Function of contact person: Client

Location: Ebbw Vale, Wales

Type of the building: Arts Centre


Investment costs in EUR: €4 million

More information: The CreativeWorks is the latest addition to the expanding The Works regeneration site in Ebbw Vale. Reclaiming land following the demolition of a vast steel manufacturing plant, The Works is now home to a new hospital, a post-16 vocational and educational college, an 11-16 school, an energy centre for the site, a new leisure centre, and to the local archives for the region. The CreativeWorks looks to enhance the site with a cultural arts centre. The arts centre is set to consolidate two local, aging theatres under one roof, and will provide theatre, cinema, and gallery space alongside hospitality cafés and bars.



Lessons Learned


In this instance, the client was very receptive to adopting the ID approach. The project architect equally was very engaging with the process, and was open to learning from the early-stage energy comparison analysis. Being able to put energy consumption numbers to the various proposed designs was useful to everyone in the process.


The CreativeWorks is an arts centre joining an existing district heating network, alongside two schools, a leisure centre and an office building and archive. Its form and orientation within the valley and its operational schedule are more critical than similar arts centre projects, meaning early-stage energy modelling has an increased relevance in this instance.


The chosen design had a very tall, unshaded wall of glazing facing west. The design constraints meant this was most likely to remain; however, demonstrating the likelihood of this glazing to lead to occupant discomfort in the afternoon, as well as an increased cooling demand, we were able to engage the architect to design in a sensitive solution which deflected a potentially significant cooling load.


We would have liked to engage more directly with the neighbouring building owners. As a relatively recent construction site, and considering each neighbouring building is connected to the local district heating network, it would have been informative to share occupancy profiles and load sharing for each of the buildings. Whilst the ID process has enabled the design team to drill down the energy demands of the CreativeWorks, we feel engagement with the neighbouring energy users could have led to deeper carbon reductions.

Lessons Learned


Pilot Project 2: Pontprennau Primary School



Name/acronym of the pilot project: Pontprennau Primary School

Owner: Cardiff Council

Name of contact person: Dan Rossiter

Function of contact person: Project Architect

Location: Pontprennau, Cardiff, Wales

Type of the building: School


Investment costs in EUR: €8.16 million

More information: The proposal is for the construction of a new primary school (ages 3-11) on the site of an existing community hall. The neighbourhood currently does not have a primary school, despite its increase in size over the past few decades. The school will accommodate up to 480 pupils plus 48 children in the nursery. The school is aiming to be open from September 2015.



The client in this instance was wholly separated from the tenant and the energy management department within the council, a situation we tried hard to surmount. In light of this, we have learned an opportunity exists within local councils to use the IED process to break down barriers between the different project silos which define the ‘business as usual’ design process.


This project is using an existing building, renovating it from its existing purpose, and incorporating it into a new-build, adjoining school. The project benefits from the life cycle costing of the re-use of an existing building alongside the addition of a low-energy school. The project depends upon the on-going input of the surrounding citizens who will benefit the most from the school.

Lessons Learned



As aforementioned, the client, tenant and energy management department were not engaged together on this project. We sought to bring them all together during several design team meetings to investigate options which were best for the delivery of the project. The energy management team learned how important their early involvement in the design process is to a successful, low-energy project.


We would extend the public consultation process a bit further, and conduct a one or two more workshops with the client, tenant, design team and energy management department for the council present.

Lessons Learned


Pilot Project 3: Splott Community Centre



Name/acronym of the pilot project: Splott Community Centre

Owner: Cardiff Council

Name of contact person: Dan Rossiter

Function of contact person: Project Architect

Location: Cardiff, Wales

Type of the building: Leisure Centre/ Library/ Community Centre

Gross floor space in m²: 3000 (est.)

Investment costs in EUR: 11.3 million

More information: The proposed Splott Community Centre is intended to combine two separate buildings into one. The local library and community centre will now be housed in the same building as the local pool and sports facility. The new building will house a 25m swimming pool, library, gym, and a community/sports hall.



The process has yet to fully commence; future lessons will be updated here.

Why is this project innovative? This project is not so innovative in terms of the actual structure (linked leisure centres and community centres are widespread); however, this project relies heavily on input from the surrounding community stakeholders, is sensitive in terms of the neighbourhood and its history, and Cardiff Council has been keen to push for a very low-carbon building in terms of life cycle costing and operational needs on this site. The design process is innovative in this regard.

Lessons Learned


Furthermore, the design team were undecided between a two-storey structure and a one-storey structure. Early-stage energy modelling will be critical in highlighting the differences during the design stage.





Lessons learned from good practice examples€¦ · Lesson learned from good practice examples To succeed with an ID process, it is important that overall energy issues are discussed

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