Real Costs
The 10-80-10 rule where 10% of a building’s total cost is accounted for in construction; 10% in decommissioning at the end of its life; and the vast majority (80%) in its operational phase, certainly holds true for most buildings and emphasises the importance of focussing on ensuring building services function well throughout a building’s useful life – particularly in buildings with high occupant densities and long operating hours such as hospitals and other healthcare facilities.
In addition to maintaining compliance keeping occupants happy, healthy and productive has to be the main preoccupation of any building engineer because that is where the operational value lies. However, in too many cases a ‘performance gap’ opens up due to poor understanding of how the building was to be operated and used – often exacerbated by the use of inappropriate or over-complex systems.
Heating, ventilation, lighting and air conditioning are critical to providing the necessary conditions for occupants to thrive in their indoor environment and managers of commercial buildings have to rely on the best and most cost-effective methods for keeping their built assets functioning well.
Occupant discomfort is often linked to poor energy performance. If the heating and cooling is poorly balanced, people at one end of the office will have totally different conditions to those at the other.
This leads to some people opening windows to reduce overheating and others bringing in additional heating in a bid to warm up cold spots – the dissatisfaction of the occupants is only matched by the fury of the financial director on receiving the electricity bill.
As a result, the ‘business’ case for investment in maintaining essential services is becoming stronger with service and maintenance programmes playing an increasingly important role in helping FMs maintain comfort levels, identify areas requiring improvement; and meet energy efficiency goals.
Best practice guidance produced by the Building Engineering Services Association (BESA) in its SFG20 maintenance specification is now widely adopted to that end. We are seeing more and more building owners – including increasing numbers in the public sector, including hospitals – adopting SFG20 as a tool to establish a cost-effective strategy that closely matches user requirements to investment in planned service and maintenance.
SFG20 is a dynamic online tool so makes best practice widely available and easy to access. As well as featuring over 500 core maintenance schedules, covering more than 60 equipment types, SFG20 also gives users the opportunity to customise maintenance schedules, including service times, frequency and criticality ratings. SFG20 is also aligned with rapidly emerging digital working methods and is constantly updated to capture evolving service and maintenance techniques.
Brian Dunne, PPM Manager, Estates Department Operations Office of St Georges Hospitals University NHS Foundation Trust said;
“SFG20 is saving a lot of time that we previously had to spend making contact with equipment manufacturers regarding routine maintenance. SFG20 has simplified the task of setting specifications for our maintenance contractors at the same time as making sure we’re following all correct procedures. I also like the fact it’s speedy, making essential information readily available.”
And it isn’t just about efficiency savings -by adopting SFG20 and embedding its measures into their estate management processes many building users have recorded savings of up to 20% in their maintenance costs. Such savings can have a significant impact on balancing the books. According to the NHS Estates Review, an analysis published in March by Arcadis, the NHS spends of the £8.3billion in Estate costs in 2015, so even if you halved the average saving SFG20 could potentially have a significant impact on the bottom line of most NHS operations.