(miscellaneous repeals, revocations and amendments) Regulations 2013 came into force on 6th April 2013.
These regulations repeal one act and revoke twelve Instruments plus a related provision in the Factories Act 1961.
These changes do not compromise essential health and safety protections but aim to make the legislative framework simpler and clearer.
This work is part of wider reforms to help employers understand quickly and easily what they need to do to manage workplace risks.
These measures are being removed because they have either been overtaken by more up to date regualtions, are redundant or do not deliver the intended benefits.
The construction related measures being removed are:
Gasholders (record of examinations) Order 1938
Gasholders and steam boilers (metrication) Regualtions 1981
Notification of installations handling hazardous substances Regulations 1962
Construction (head protection) Regulations 1989
Notification of installations handling hazardous substances (amendment) Regulations 2002
Notification of conventional tower cranes Regualtions 2010
Notification of conventional tower cranes (amendment) Regualtions 2010
HSE is taking action to raise awareness of the changes. This includes working with the construction industry to ensure that it understands the continuing need for employers to provide hard hats and ensure they are worn on construction sites. Hard hats remain vital in protecting construction workers from head injuries. Employers will still need to comply with the requirements of the Personal Protective Equipment Regulations 1992 which have been amended so that they cover the provision and use of head protection on construction sites thus maintaining the level of protection when the Construction (head protection) Regulations 1989 are revoked.]]>
Users who wear spectacles will need to purchase custom designer frames that mount the corrective optics to the glass hardware. Example:
Google has publicly stated that the factory-standard aluminum band is easily detachable from the core electronics. This implies that the core electronics can be attached to any number of third-party OEM frames. It is highly likely that upon public launch, several designer eye-wear brands will release “Glass-compatible” frames.
A similar approach is implemented by Recon Instruments for their I/O Recon heads-up-display for skiers and snowboarders.
Isabelle Olssen, chief industrial designer on the project, is quoted as saying:
We ideally want Project Glass to work for everyone, and we’re experimenting with designs that are meant to be extendable to different types of frames. Many of our team members wear glasses, too, so it’s definitely something we’re thinking about.
The current version of ‘Approved Document L: Conservation of fuel and power’ is split into four parts, click the links below to access the individual parts or the archived versions:
EPBD changes affecting Part L in 2013
DCLG has published the 2013 Amendments to Approved Documents for use with a number of current Approved Documents.
The changes listed in this document for Approved Documents L1a, L1B, L2A, L2B are made to take account of a recast of the European Energy Performance of Buildings Directive (Directive 2010/31/EU) with amended guidance for:
The changes also take account of the introduction of a new Approved Document 7 that comes into effect on 1 July 2013, this has been updated to reflect the European Construction Products Regulation which will come fully into force on 1 July 2013. (common to all ADLs and other ADs)]]>
The RIBA Outline Plan of Work 2007 consisted of 11 work stages defined by the letters A-L, a description of key tasks, and reference to former OGC (Office of Government Commerce) Gateways.
The new RIBA Plan of Work 2013 has eight work stages defined by the numbers 0-7, and eight task bars.
These eight stages are derived as follows:
Stage 0 is new. In it a project is strategically appraised and defined before a detailed brief is created. This is particularly relevant in the context of sustainability when an extension, refurbishment or rationalised space plan may be more appropriate than a new building. Some activities in stage 0 are derived from the former (RIBA Outline Plan of Work 2007) stage A.
Stage 1 merges the residual tasks from the former stage A with the stage B tasks that relate to carrying out preparation activities and briefing in tandem.
Stage 2 maps exactly to the former stage C.
Stage 3 maps broadly to the former stage D. The strategic difference is that in the RIBA Plan of Work 2013 the developed design will be co-ordinated and aligned with cost information by the end of the stage. This may not increase the amount of design work required, but extra time will be needed to review information and for making any changes arising from the comments made, until all the outputs are
co-ordinated before the Information Exchange.
Stage 4 comprises the residual technical work of the core design team members. At the end of stage 4, their design work will be completed, although they may have obligations to check fabrication design information during stage 5 or respond to design queries that arise from work undertaken on site during stage 6.
Stage 5 recognises the importance of design work undertaken by specialist subcontractors and/or suppliers employed by the contractor (Performance Specified Design in JCT contracts). The need to define this work early in the process, in a design responsibility matrix, is a core recommendation of RIBA PoW 2013.
Stage 6 maps to the former stage K but also includes stage J.
Stage 7 maps to stage L but is likely to embrace further duties arising from post-completion and post occupancy evaluation activities.
While the tendering stages have been deleted RIBA Plan of Work 2013 replaces them with a procurement task bar.
When it is launched there will be a free online version enabling users to customise a practice or project RIBA PoW 2013 to meet their specific needs. In a customised Plan of Work the selected procurement route will be inserted with specific activities included at each stage. The new programme and planning task bars will allow a number of options to be included in the custom plans. The remaining five task bars contain activities specific to each stage.
RIBA anticipate that both the old and new versions of the Plan of Work will remain in parallel use for quite some time. But RIBA believe that the advantages of the RIBA Plan of Work 2013 will quickly become apparent and that many people in the construction industry will start to make the switch sooner rather than later.
RIBA work stages are reduced from 11 to 7, and aligned with the CIC Schedule of Services. Stages A and B have been incorporated into one initial preparation stage, and stages F L have been simplified and renumbered.
Task bars offering job specific flexibility will replace the single description of tasks used in the RIBA Plan of Work 2007.
Revision of other key documents
The Architects Job Book, Standard Form of Agreement and other key documents will also be revised in line with the updated 2013 Plan of Work.
Planning is made more flexible within this plan of work, acknowledging that planning is often happening earlier in the design process.
Sustainability and BIM
BIM and the Green Overlay have been incorporated into the new Plan of Work 2013.
RIBA Plan of Work 2013 will be formally launched on 21 May 2013.]]>
When you’re trying to optimize a design commissioned system, you’re not getting a pre-existing commodity. You’re developing a customized system that helps you achieve your specific business goals. It should leverage (or provide the foundation for) organizational change. In other words, you’re not buying a product: you’re buying into a process.
I’ll even argue that if all do is buy “an implementation,” then you’re missing half the point of original design intent. If all you get is “automation,” then you’ll just be doing the same old thing at lower cost, instead of growing the top line.
Lets explore this in more detail….
For many, the biggest issue with intelligent design projects is the client not knowing what you’re going to get for their money. If the client doesnt trust the project team and the vendor (System Integrator Contractor) SIC; time-charge arrangements can indeed look like a license to steal.
The best answer to your clients concerns: Don’t even think about starting a project until you find a project team and a SIC that you trust. But that’s probably just crazy talk. In my experience, fixed-price intelligent building design projects are more likely to be complete in name only, with unhappy users, than they are to be satisfactory to users, with unhappy budget-holders. With the client spending more time and money later to get the system working correctly wondering why the this could not of been done by the professional project team employed originally!
For traditional building services projects, clients tend to demand fixed-price projects without actually preparing for them. In response, vendors often use three strategies for “fixed pricing”providing only a cut & paste implementations, selling just a bucket of hours (that is, not signing up to completing the deliverables), or starting engineering change order (ECO) negotiations almost from the outset.
To prevent this from happening, there are a few things to look for in the consultant/system integrator designer, as well as a few behaviours you need to follow along the way. Here’s a quick run-down of how things ought to work.
The RFI, RFP and RFQ drill works well if your team really knows the details of the business and technical requirements. Unfortunately, spec-writing teams tend to make three classic errors:
They simultaneously under-specify (with too many silent assumptions and incomplete information) and over-specify (with too many product-specific stipulations).
They’re vague (or even silent) about acceptance criteria for features. A spec without a test or a clear go/no-go threshold is a wish-list, not a spec.
They oscillate between the technical features, the business rules, and the overall goals.
Everything needs to be translated into pure system attributes and features. It’s pretty rare for a traditional building services consultant internal staff to really succeed with writing the specs on their own. Instead, bring in a specialist consultant who will be excluded from the bidding to help you set-up the design performance requirements and write an iron-clad spec of what you’ll needand only what you really need.
As vendors (System Integrator Contractors) SIC respond to your RFI, RFP or RFQ, look for more than just good answers. Does the SIC include rules of engagement for the project? If there’s no guidance and dialogue during the bidding process about the how the project will be managed, then friction is likely to develop later on. There are just too many places for mismatched assumptions.
At some point, you’ll eliminate some SIC / vendors.
During your short-listing cycle, modify your specs and contract to avoid the problems that the out-of-the-running vendor has spotted. Even if you pay the vendor £180 an hour for this task, you’ll still save a bundle overall.
If the winning SIC is smart, they will precisely specify what it will (and won’t) deliver in the Statement of Work (SOW). Any change to the SOW will probably require an ECOeach with its own price tag. This will be true even if the following happens:
You didn’t understand the consequences of the specified deliverable. For example, the SOW might say “180 devices within 25 zones,” but you may have no idea whether that functionality will be satisfactory to your users.
You discover bad assumptions, additional requirements, or plot complicationsor you simply change your mindat any time after the contract is signed.
All the itemized deliverables do not solve your system problem, make your users happy or achieve your business objective.
Also note that the SOW may contain a line item for an explicit number of hours of project meetings, as well as another item for project management. If meetings or your decisions/approvals take longer than the allotted time, the vendor is within its right to issue a change order.
During serious fixed-price projects, meetings and the sequence of tasks will not be under your control. At times, it may feel like you’re working for the SIC: You’ll receive action items, decision deadlines and resource requests. In particular, you’ll need to complete your testing before features can be fully deployed. The SIC has to be running the show if it’s going to deliver on time and on budget with quality.
In other words, be prepared for the SIC to say “No” fairly often. If this all sounds a bit adversarial, it is. The SIC’s fixed price commitment is to delivering only the items you put in the spec, not to making you happy!
This won’t happen, though, if you prepare your team to the real requirements of fixed-price engagements. It may not be easy, but the short-term pain will result in long-term gains that make the project team and the client happy.]]>
At this point the client is now ready to access the Internet. One option is to just allow direct access. This is the easiest of all systems. It causes no difficulty with devices, because there is no user interaction.
However, most hotspot providers opt for a captive portal solution whereby any attempt by the client device to either load a browser-based Internet session, check e-mail, etc., will all be redirected to an HTTP web page. By capturing all possible outbound ports, the customers experience is changed from what they would get at home.
On this captive portal page, the customer can choose to accept the terms of service, and/or pay for Internet usage. The use of a captive portal makes accessing the Internet via a hotspot quite difficult for devices that do not have native web browsing capabilities. The more hoops a customer has to go through, the lower their valuation of the hotspot service.
The next feature that is on the top of customers mind is the actual throughput of the connection. If Internet access is slow or inconsistent, customer complaints rise. Gone are the days when a 100-bed hotel could utilize a single T-1 line (1.5MBs) being shared between all the guests.
With the advent of streaming audio and video services like Spotify, Pandora, Hulu and Netflix users expectations of throughput have increased faster than most hotspot providers have increased bandwidth. A business can have the best Wi-Fi system available, with fantastic data-rates going over the RF medium, but without an adequately sized backhaul, end users will still complain.]]>
High frequency occupancy sensors uses ultrahigh-frequency radio waves, also known as microwaves and the principle of the Doppler Effect to detect motion.
The sensor sends out radio waves that bounce off of nearby surfaces and return to the sensor. Motion in the area changes the speed of the waves returning to the sensor. The sensor detects the change and interprets it as occupancy. This causes the sensor to turn ON the load.]]>
Passive Infrared (PIR):
Senses occupancy by detecting the difference between the heat emitted from the human body in motion and the background space. Best for use in areas with (1) an unobstructed view, (2) high air flow, and (3) ceiling mounts.
Detects motion by bouncing ultrasonic waves off of objects and analyzing the frequency shift between the emitted and reflected sound waves. Best for use in areas with (1) low air flow, (2) partitions and dividers, and (3) high levels of minor activity (e.g., an office space).
Detects motion by bouncing ultra-high frequency electromagnetic waves off of objects and calculating the frequency shift between the emitted and reflected waves. Best for use behind a fixture lens because it can detect motion through dense non-metallic materials.
Uses both passive infrared and ultrasonic detection methods in order to maximize reliability and minimize FALSE ON. Best overall performance for most applications.
By using intelligent led solutions you can monitor the system performance by accessing real-time and/or historical process data for analysis and tuning.
The use and supports the automation functions alarming, scheduling, and trending (AST). This includes a local scheduling service as well as the possibility to configure several local and remote 24 hour schedulers through the Web interface.
Alarming includes functionality to generate, deliver, acknowledge, and display alarm conditions, regardless of whether alarms occur in the device or arouse the control network. The trending capability includes a periodical or event-driven logging of values with time stamps. Logged events and trend data are stored by the controllere and can be exported with CSV files from the device via an FTP connection.
Controllers that include event-driven e-mail notification as a result of a predefined action triggered by a specific status or an exceeded high limit.
E-mail notification can also be set-up as well be used to forwarded event and trend data as e-mail attachments (CSV files) for long term storage to a central SQL database.]]>
For system integrators, to manage HVAC and lighting simultaneously with a single controller means reduced hardware, installation and logistics costs. For end-users, it means better return on investments and shorter payback periods.
So, if someone is proposing to use a specialist BMS control contractor and a lighting control system integrator contractor on the same project – STOP and ask why?
The same specialist system integrator could undertake both roles!]]>