On Thursday, February 7th, manufacturers and AEC professionals attended in the premises of the Club Prescrire -co-organizer of the morning meeting- the presentation of François Caumont who is Director of Real Estate and Logistics of the University of Caen in the Normandy.
The University of Caen, an eclectic heritage
The real estate heritage of the University in Caen covers 118 hectares with 17 sites in 3 departments with a total of 97 buildings. Upon his arrival as Director of Real Estate and Logistics in 2013, François Caumont and his team embarked on a BIM approach. François explains: “We observed that maintenance was done separately pole by pole of skills, there was no overall vision in the service.” Indeed, problems related to the management of the premises were abundant: for example, a rationalization error when a 500-seat amphitheater was blocked for 10 students, a power cut across the campus, or a general power cut in the Law Buildings due to aging pipes in poor condition.
Beyond the desire to improve the maintenance and operation of buildings, what was the goal of that approach? That the university registers itself in a digital approach related to teaching methods.
Anticipate in order to begin with peace of mind
Before starting anything, François Caumont and his team wanted to understand how a BIM approach works in order not to be mere silent partners. François Caumont said: “I have warned everyone that we would step out from our comfort zone, that we’d go back to school, that we’d put a training plan in place, that we’d change our working habits, that everything would change.”
After conducting an audit that made it possible to make an assessment of the roles and skills of everyone in the team, the needs of the service (both material and financial) and the possible providers, the conclusion were as followed: between 2015 and 2019, the team should be able to operate and maintain the heritage of the University using BIM independently.
Digital strategy of the University: the need linked to real estate
Returning to the complementary objective to that of improving the operation and maintenance of buildings, the inclusion of the University in a digital approach related to teaching methods: what were the needs for students and teachers?
- High speed Wi-Fi access at all locations of all buildings;
- Deployment and generalization of video projection;
- Access control management;
- Surface management (Sequoia and RT-ESR);
- Interoperability of programs forming the SI Heritage and more generally “data management”;
- Video protection management;
- Space occupation management (ADE: student timetable);
- Energy count management;
- Interconnection of teaching premises with the university multimedia teaching center.
The operation and maintenance of these materials would be optimized thanks to the BIM method with a main objective of reducing operating costs (payroll, error management, quality plan…etc.)
Two pilot operations
First project: the renovation of the Building B (2014-2015) for which disadvantages and points of vigilance were identified from the beginning.
- Entry into innovation, management of the unexpected
- Changes into the information management
- Financial slippage in case of poor apprehension of the interest of the BIM and the objectives pursued in its implementation
- Assessment of the level of skills of internal and external stakeholders (study on the perimeter of the local territory)
- Impact on the budgets
- Need to operate on an education and a research building
- Lose of control in the fundamental objectives
- Risk of dissipation of collective effort and group cohesion
These disadvantages have been offset by some advantages and benefits:
- Innovative building with digital integration (internal and external connectivity of the building)
- Global cost and operation/maintenance maximized for the coming years
- Necessity to understand the materials to be considered in the BIM for the management of operation and maintenance
- Improved management of heritage and financial data (improved knowledge of operating costs and their perimeters)
- Federation and dynamism of the team on a common goal
- Growing competence of the real estate function
- Identification of roles and responsibilities (RAM)
What kind of assessment has the University made at the end of the operation? The team has benefited from a rise in managerial and organizational skills and has proven its ability to drive change.
The second pilot project involved a very complex building which is dedicated to research only: a marine station at the seaside with a pumping station, that allows researchers at high tide to study the marine environment. It is the first time that a BIM approach has been set up for such a building. The operation is in progress.
Financial, social, environmental economies… thanks to BIM
In view of the implementation of these pilot operations and pre-existing means, an expected return on investment has been established.
The estimated costs are available for consultation below:
During the presentation of these charts, a guest explained that, according to him, BIM doesn’t generate savings itself, but thanks to the information it contains it is a great decision-making tool.
François Caumont went on further: according to him, there are many savings linked to the adoption of a BIM approach. They are financial, social, environmental or even related to human resources. Regarding the University, the gains will be recorded by 2024.