Aproximación al concepto de voluntariado

The Nordic Guideline on Sustainable Refurbishment (SURE) of buildings is built upon the flowchart shown in Figure 8. Figure 8 shows the different phases during a refurbishment project starting from left. The vertical axis shows the performance of the building during time (horizontal axis). It must

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longer time span will often could gain inspiration to their renovation, but will approach along another process path.

Figure 7. The SURE Guideline flowchart.

From the building is new, the quality and standard will decrease compared to present standards, among others depending on maintenance intervals and replacement of building parts. When the performance or usability of the building has decreased to a certain point, there is a need for a major renova- tion (visualized with the sign “What to do?”). Now the building owner has four main choices: 1) tear down the building, 2) use it as it is, 3) refurbish the building according to present performance standards and requirements or 4) raise the performance standard of the building to a sustainable standard – a SURE standard. Basically the standard can be regarded as a client chosen, project specific design solution with special awareness to the “SURE indica- tor Tool”. If the client has decided to refurbish the building, requirements have to be set on different indicators in the early design phase. Thereafter, a more detailed design phase is followed by the construction phase. When approaching the handover phase, the building has reached its highest per- formance standard. Then, the operational phase starts. To achieve a sus- tainable quality of the building, the requirements set in the early design phase has to be implemented in all the other phases. The implementation has to be systematised through a so-called “Quality Program on Sustainable Refurbishment” (QPSR), which have to follow the entire project. Milestones, checklists and action plans for the different phases should be implemented in this quality assurance program.

The SURE Guideline is divided in ten steps to help the client focus on sus- tainability of the refurbishment from a strategic perspective:

1 Awareness of the process and timeline of the project. 2 Defining sustainability and strategy.

3 Ambition level and finances.

4 Creating a performance profile of the building. 5 Strategic analysis – what to do?

6 Requirement (target) setting. 7 Selecting teams.

8 Implement a sustainable quality program in all phases of the project. 9 Check and act.

10 Monitoring and user behaviour.

Each of the ten steps is explained below. The guideline and indicator tool with its set of indicators for defining ambitions, creating a performance profile and setting requirements can be downloaded from:

The front page of the SURE Guideline is shown in Figure 8.

Figure 8. Front page of SURE Guideline.

Step 1. Awareness of the process and timeline of the project

The first step is to ensure that the client or building owner is aware of and understand the different processes and time aspects of the refurbishment project. This is illustrated in the flowchart of the SURE Guideline (see Figure 9).

Figure 9. Step 1: Awareness of the process and the time aspect.

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sumptions, limitations and possibilities? After answering these questions, a strategy and ambition level for the refurbishment project can be defined. In a guideline for sustainable refurbishment of buildings, a helpful tool to make the client conclude on this question should be implemented based on a list of sustainable indicators. The SURE indicators are sorted in five main groups: social, environmental, economic, technical and process indicators. The indicators should be mostly quantitative so that they can be measured and benchmarked. The guideline should help the client to plan how to im- plement these indicators in the project, but also give guidance on how to check the indicators both during the planning, building and operational phases. The lack of measuring, monitoring and benchmarking of important sustainable indicators is one of the main barriers against a successful achieving of a more sustainable development (see Figure 10).

Figure 10. Step 2: Defining sustainability and strategy.

Step 3. Ambition level and finances

The third step is related to setting the ambition level and the required financ- es. There are often a mismatch between ambition level and finances. The fi- nancial model should be decided in a very early phase of the project. Who will finance the project? Are there any support funds that can help funding? Will the rental income increase and how much? How long is the payback time on different measures? Which will be the major costs? Which functions are absolutely necessary to improve, and what will it cost? To define the ambition level on the different sustainable indicators, please download the spread sheet of the SURE Indicator Tool. In the next step of the guideline, a performance profile of the building will be created using this tool (see Figure 11).

Figure 11. Step 3: Ambition level and finances.

Step 4. Creating a performance profile of the building

There is no use in planning a refurbishment without knowing the perfor- mance profile of the building. Therefore, a condition survey should be con- ducted at a very early phase of the project. A condition survey must be car- ried out by highly qualified personnel, and should give alternative concepts for the refurbishment as outputs, highlighting the economic, social and envi- ronmental consequences of the different concepts. The SURE Indicator Tool presented in the third step can be a helpful tool to create a performance pro- file of the building in question (see Figure 12).

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revised based on the analysis. Thereafter, a priority list on measures should be conducted using the same tool as in the previous steps 3 and 4 to com- pare ambitions and performance profile (see Figure 13).

Figure 13. Step 5: Strategic analysis – what to do?

Step 6. Requirement (target) setting

Based on the strategic analysis performance profile, ambition level and fi- nances, the client has now decided to refurbish the building (if the decision is to tear down the building, the guideline ends here). The ambition level has been revised and a priority list on measures is finalised. Now, the client has to set targets on the sustainable indicators evaluated in the performance profile (see Figure 14).

Figure 14. Step 6: Requirement (target) setting.

The targets should as far as possible be quantifiable and measurable. They should also reflect ambitiousness, available finances and technical, realistic

measures. It is advised to use the same SURE Indicator Tool as in steps 3, 4 and 5 to set requirements and create a so-called Quality Program for Sus- tainable Refurbishment (QPSR).

Step 7. Selecting teams

One of the most challenging tasks in a refurbishment project is “to find the right guy for the job”. It is all about selecting the right expert teams to handle the different phases of the project. Sometimes the same team can be used in several phases, maybe also throughout the entire project, but anyhow there must be a consideration of the best team composition in at least the following eight phases: 1) Condition survey; 2) Create a performance profile; 3) Strategic analysis (together with the building owner); 4) Early design; 5) Design; 6) Construction; 7) Operation and maintenance; and 8) Monitoring, enforcement and evaluation. Each of the selection processes should include a description of the task, criteria for the selection, a tender request, tender evaluation and contracting (see Figure 15).

Figure 15. Step 7: Selecting teams.

Step 8. Implement a quality program in all phases of the project

Even if the Quality Program for Sustainable Refurbishment (QPSR) is well documented and decided, the program will not implement itself into the dif- ferent processes of the refurbishment project. Therefore, an evaluation of the quality program is required in all the phases of the project. The project management should impose the designers and contractors to review the QPSR (checklist) to ensure that the sustainable requirements are ad- dressed. In the handover phase, the building owner and the contractor should check the QPSR together. Last but not least, the operating personnel should have strict guidelines on regularly checks and evaluations during the complete operational phase (see Figure 16).

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Figure 16. Step 8: Implement a quality program for sustainable refurbishment.

Step 9. Check and act

When the requirements in the Quality Program of Sustainable Refurbish- ment (QPSR) are evaluated in the different phases of the project, they could prove to be incorrect. In that case, the designer, the contractor, the building owner or the operating personnel need an action plan to know how to act to improve the performance of the indicator. This is the only way to ensure high quality on the sustainable indicators of the building. The guideline shows ex- amples of how this could be implemented in the QPSR using the Deming wheel of Plan-Do-Check-Act (see Figure 17).

Figure 17. Step 9: Check and act.

Step 10. Monitoring and user behaviour

In the operational phase, the sustainable indicators in the QPSR should be monitored continuously. But even if the performance of the building and its technical equipment fulfils the requirements, the behaviour of the users

could have a huge impact on the performance. Often, a sustainable refur- bished building turns out to be less sustainable because of unintended use or misperceptions of the actual use. Therefore, detailed user guidelines to- gether with monitoring and involving should be implemented into the operat- ing procedures of the building (see Figure 18).

Figure 18. Step 10: Monitoring and user behaviour.