Good Design Principles for Laboratory Refurbishment – Proposal
S-Lab has run many workshops and conference sessions on effective laboratory
refurbishment, and had many discussions with project managers, laboratory
users, energy and environmental experts and others about problems that can
commonly arise in this area, and how they might be overcome. Many people
agree that one helpful contribution would be a ‘checklist’ of good practice actions
that could be utilised for all significant refurbishment projects. S-Lab has started
work on the development of such a checklist, in the form of a set of Good
Laboratory Design Principles that are supported by robust evidence of their
value, and guidance materials (see Appendices).
The aim has always been that these outputs would be open source, but more
recently the work has been associated with the adaptation of the RICS Ska
Rating scheme for environmental assessment of small scale refurbishments and
refits to higher education. Although the Principles would be concerned with
overall laboratory performance as well as energy and environmental issues, the
intention was to ensure that the latter aspects could easily be translated into
good practice measures within a RICS Ska Rating scheme for HE refurbishments
and fit-outs. BRE has also recently launched a BREEAM Refurbishment and FitOut scheme and, whilst this needs to be fully evaluated, it is hoped that the
Principles would also be compatible with this.
S-Lab has employed a summer intern to work on the project and held a
workshop on the topic at the University of Leeds in July 29, which was attended
by c 30 people. This was based on a pre-circulated document, an updated
version of which is provided in Appendix 1. (Appendix 2 provides some more
strategic Principles for laboratory design and operation for completeness).
The 500+ presentations at S-Lab conferences and workshops, 150 S-Lab
Award applications, and the network of expertise that S-Lab has established,
means that it has considerable knowledge to bring to the development of the
Principles. However, time constraints and other factors make it difficult to for it
to take a lead role in the detailed aspects of this process over the next year.
Hence, we hope, with AUDE support, to let a consultancy contract of £2030,000 to refine the Principles, with S-Lab acting as sector project manager
and provider of expert inputs (in a similar way to the development of BREEAM
HE).
Prepared on 25/8/14 by Peter James, Director, S-Lab s-lab@istonline.org.uk
Appendix 1 – Detailed Good Laboratory Design Principles for Project
Managers
These are a very preliminary list derived from S-Lab conferences and workshops,
and S-Lab Award applications and intended to provide a basis for further
discussion and refinement. At a later stage, criteria will be developed to assess
whether the principles have been met. Exceptions will also be noted, e.g. animal
housing. Due to time constraints, this has just been done for ventilation in the
current version.
Process
Highlight cost/performance implications of key design decisions to stakeholders
and challenge brief when serious.
Ensure that all relevant contractors understand the key design and specification
issues of the project.
Consult with academics, students, technical staff, maintenance, and other key
stakeholders in ways that encourage open discussion.
Explore opportunities to reconfigure working practices to take advantage of
refurbished space.
Establish a QA role that has involvement throughout the process.
Allow resource and time for thorough commissioning.
Take account of current situation and planned change in adjacent spaces and
identify synergies and potential problems.
Space and Access
Ensure adequate and effective space for write up, technical support, storage and
maintenance.
Easy and non-disruptive access to plant and large equipment for
maintenance/replacement.
Effective layouts for logistics and workflows.
Maximum visibility to the exterior, and between occupants and users.
Provide adjustable height benches and take measures to provide access for
people with disabilities.
Ventilation
Use high efficiency fans and inverters.
Achieve as low as possible pressure drops.
- 3D design, optimise pipe runs, right size fans to load.
Relate supply and extract to user demand.
- zoning, setback, on/off switches, automatic sash closure, sensor-determined air
flows and extract.
Containment Devices
Install fume cupboards with volume air flow rates lower than XX.
Risk assess all devices in compliance with BS EN 14175.
Fume cupboards and other containment devices can be put safely into low or
zero energy states when not in use for prolonged periods.
Fume cupboards are manifolded wherever possible.
Fixtures and Furniture
Ensure that all furniture and finishes are suitable for laboratory environments.
Maximise the reconfigurability of furniture.
Lighting
Maximise use of daylighting, especially in write-up and technical support areas.
Avoid general over-illumination and ensure adequate task lighting for both
vertical and horizontal planes.
Lifetime Operation
Modular approach to floor space, plant and equipment.
Encourage resource efficiency and high utilisation through provision of common
services, appropriate siting and other means.
Maximise flexibility where future uses are unclear through reconfigurable and
services, cable/piping channels, room dividers and other means.
Energy and Environment
Use BREEAM, Ska or an alternative systematic framework to ensure that energy
and environmental impacts are minimised.
Health and Safety
Minimise movement of dangerous materials and provide generous space for it
where necessary.
Provide ventilated storage to prevent hazardous materials/processes being
stored in fume cupboards.
Ensure that safety stations are available within easy access to users.
Provide relevant monitoring e.g. CO2, VOC, in areas with relevant hazards.
Appendix 2 – Strategic Laboratory Design and Operation Principles
The following draft principles were developed in 2013 to assist senior managers
and other high level stakeholders when considering laboratory issues and
decisions. Whilst not all are relevant to design, one important point that often
arises in S-Lab discussions is the importance of seeing every new build or
refurbishment as a broader opportunity to rethink and change working practices.
An effective laboratory is one which is highly productive with regard to its
purpose; has high levels of safety and user health and satisfaction; and is lean in
resource use. Presentations and discussions at S-Lab Conferences and
workshops have identified the following assessment criteria:
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Laboratories are managed strategically, with larger ones having a senior
management group that has an integrated perspective on laboratory
operations because it contains both users and technical support staff.
There are effective cross-functional and cross-laboratory connections so
that experience and information is shared, and different stakeholders work
effectively with each other.
User performance and satisfaction is proactively monitored and processes
are in place to express concerns and issues, and to respond to them
effectively.
Significant decisions, such as new build or refurbishment, or major
equipment acquisition, have inputs from a variety of stakeholders,
examine alternative options, and are ‘future proofed’ by considering how
laboratory use could change. As a result, they are not dominated by
special interests or views that may not be relevant in 5-10 years’ time.
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There is a well-integrated IT infrastructure and high levels of connectivity
which allow staff to work flexibly and which support the achievement of the
following goals.
There are mechanisms in place which support continuous improvement of
operations by collecting and reviewing relevant information, and bringing it
to the attention of senior management.
There is a high level of utilisation of space, equipment and other assets,
supported by effective mechanisms to encourage ‘right sizing’ for tasks
and sharing.
The location, ownership and use of all chemicals, materials and samples
is tracked, and the information is used to manage and use them efficiently,
and to minimise pointless storage and wastage.
Environment, health and safety are recognised as strategic issues which
are considered at an early stage of decisions so that ‘win-win’ synergies
with other aspects of laboratory operations can be identified.
Users are aware of the costs of laboratory infrastructure and services, and
the operation of the latter can be adjusted in response to variations in
needs and use.
Technical support staff have career development opportunities, and a
career structure, which encourages them to broaden their skills and to
gain experience of different working environments.