lowcarb4real knowledge exchange plan outline. knowledge exchange
TRANSCRIPT
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LowCarb4RealKnowledge Exchange
Plan outline
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Knowledge Exchange
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Objectives • To disseminate the key findings from Stamford Brook
& GHA experience• To deepen understanding of the problems through
engagement with the house building industry• To generate solution ideas for addressing the
problems and generating change• To influence actions for change at all levels
– Micro– Meso – Macro
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Stamford Brook site
Stamford Brook
Altrincham
© NTPL - Nick Meers
Dunham Massey Hall
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Predicted Performance (80 m2 semi)
Dwelling Carbon Emission Rate:<20 kgCO2/m2
ADL1a 2006 Target = ~23 kgCO2/m2
Actual Dwelling Carbon Emission Rate:~24 kgCO2/m2
Measured Performance (80 m2 semi)
25%
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Notional vs. Real heat lossCoheating test 2 – winter 2005/06
Measured
Predicted
Performance Gap
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Notional – v – Real heat loss
Plot No.
Predicted Fabric Heat Loss (W/K)
Predicted Ventilation Heat Loss (W/K)
Predicted Total Heat Loss (W/K)
Measured Heat Loss (W/K)
Measured Heat Loss - Adjusted for Solar Gain (W/K)
13 50.6 13.2 63.8 105.4 111.7
402 54.9 20.3 75.2 136.3 153.4
+75%
+104%
The question is: Why?
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Stamford Brook “accredited detail”
As Designed = 42mm gap
Ψ value = 0.068 W/mK
Typical As Built - 20mm gap + air gaps – no insulated board Ψ value = 0.203 W/mK
+199%
+1,168% on optimum (0.016 to 0.203)
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Degradation of performance
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And it shows!
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So what are the lessons?
• Micro– Redesign the detail to make it more robust– Communicate to site – drawings & instructions – Inspect– etc
• Meso– Organisational design & construction quality control
processes– Organisational training programmes for each new design &
refresh understanding– Supply chain management– Feedback – the next detail, next dwelling, next development
• Macro– Education and training– Policy and regulatory instruments (eg. Accredited details)– Regulatory processes (current review of building control)
Some examples at all levels
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Disseminating key findings
• To compile a set of summaries of key findings– for design– for construction– for process
• To present findings so as to stimulate debate within the workshops
• To extend the findings following the workshops; a deeper understanding of:– Cultures– Barriers– Relationships– Ways of tackling the underlying systems problems
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IntroductoryText
IntroductoryText
Micro LevelMicro Level Meso LevelMeso Level Macro LevelMacro Level
SB SummaryPoster
SB SummaryPoster
LC4R SummaryPosterLC4R Summary
Poster
Design CollectionDesign CollectionConstruction
CollectionConstruction
CollectionProcess CollectionProcess Collection Training IssuesTraining Issues Supply ChainSupply Chain
ConstructionSequencing
ConstructionSequencing
ConstructionPlanning
ConstructionPlanning
BuildabilityBuildability
Stamford BrookPerformance DataStamford Brook
Performance Data
Thermal DesignPrinciples
Thermal DesignPrinciples
Airtightness DesignPrinciples
Airtightness DesignPrinciples
Forensic MonitoringForensic Monitoring
Airtightness TestResults
Airtightness TestResults
Thermal BypassingThermal Bypassing
Thermal BridgingThermal Bridging
Coheating TestCoheating Test
SB Report ListSB Report List
RegulationRegulation
Air barrier constructionAir barrier
construction
LowCarb4Real:
The poster collection
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LowCarb4Real: The poster collection
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Engaging with industry:Principles of workshop design
• Mix the audience – different perspectives within each workshop
• Stimulate debate with presentation material backed up by the posters
• Keep work groups to 5 or 6 covering different issues
• Focus attention at micro and meso levels• Ground activity in the key findings of SB and
GHA.
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Engaging with the industryWorkshop outline
Workshop structure
session time
Welcome & Introduction to the day 10:00 - 10:15
Overview of the key issues and messages 10:15 - 11:15
coffee 11:15 - 11:30
Breakout groups - 1 11:30 - 12:30
Lunch 12:30 - 13:30
Breakout groups - 2 13:30 - 14:30
Break and poster presentation mill 14:30 - 15:00
Plenary & close 15:00 - 16:00
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Enabling engagement
Each participant needs to;• be convinced that there is a serious problem to
tackle, • believes that the problem presented is solvable, • is convinced that they can help to solve itand• gets an emotional buzz out of tackling it on the
day and afterwards in their organisations.
The job of the workshop team will be to enable these criteria to be fulfilled.
(Motivational Systems Theory)
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The group sessions • Groups mixed: designers, constructors, others• Each group facilitated by a member of the
team.• Each task receives a brief introduction including
additional and task specific information and examples.
• Relevant posters from the collection on the walls
• Facilitator writes up as a poster after the workshop and feeds back within a week.
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The group sessions Example of a workshop task:
Starter - “Devise a means of ensuring the thermal integrity of every dwelling envelope (as built) that you design for a developer”
Facilitator will:• Expand on the headline question• Stimulate discussion of issues and factors to be taken into account – prompts such as - available skills and knowledge? What tools needed? What checks on likely performance?• Help to structure responses and record them.
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The group sessions Options could involve two groups who swap question perspectives for the second session (design & construction).
• Other questions devised relating to – Developer organisation– Driving the supply chain for materials &
components and labour– Types of technology – traditional & MMC– Dwelling inspection and testing processes.
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Workshop programme design strategy
• An incremental strategy
• Workshops 1 and 2 designed to explore Design, Construction and process issues across the board
• Workshops 3&4 and 5&6 will be refocused following reflection on the first round.
• Invitation material will carry a general description of the workshops and the general issues to be addressed leaving room for manoeuvre for later rounds.
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Audience?
Developer Designer ConsultantSub
contractorSupply chain
Senior management
Middle management
Technical & site mgt
Operative
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Audience?
Developer Designer ConsultantSub
contractorSupply chain
Senior management ♫ ♫ ♫ ♫ ♫Middle management ♫ ♫ ♫ ♫ ♫Technical & site mgt ♫ ♫ ♫ ♫
Operative ♫ ♫ ♫
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Evaluation
Change
Understanding
Awareness
The knowledge exchange pyramid
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Evaluation • Evaluate change in participants
– Questionnaires before and after?– Evaluation workshop (selected participants)
• Evaluate change in understanding– Feedback of workshop product to participants– Invite & analyse comment– Evaluation workshop
• Evaluate policy & systems change opportunities– Policy attendance at workshop– Advisory group comment and self evaluation– Direct policy input
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THE END!