The purpose of this paper is to report on the development of a collaborative Heritage Building Information Modelling (HBIM) of a 19th-century multi-building industrial…
The purpose of this paper is to report on the development of a collaborative Heritage Building Information Modelling (HBIM) of a 19th-century multi-building industrial site in the UK. The buildings were Grade II listed by Historic England for architectural and structural features. The buildings were also a key element of the industrial heritage and folklore of the surrounding area. As the site was due to undergo major renovation work, this project was initiated to develop a HBIM of the site that encapsulated both tangible and intangible heritage data.
The design of the research in this study combined multiple research methods. Building on an analysis of secondary data surrounding HBIM, a community of practice was established to shape the development of an HBIM execution plan (HBEP) and underpin the collaborative BIM development. The tangible HBIM geometry was predominantly developed using a scan to BIM methodology, whereas intangible heritage data were undertaken using unstructured interviews and a focus group used to inform the presentation approach of the HBIM data.
The project produced a collaboratively generated multi-building HBIM. The study identified the need for a dedicated HBEP that varies from prevailing BIM execution plans on construction projects. Tangible geometry of the buildings was modelled to LOD3 of the Historic England guidelines. Notably, the work identified the fluid nature of intangible data and the need to include this in an HBIM to fully support design, construction and operation of the building after renovation. A methodology was implemented to categorise intangible heritage data within a BIM context and an approach to interrogate these data from within existing BIM software tools.
The paper has presented an approach to the development of HBIM for large sites containing multiple buildings/assets. The framework implemented for an HBEP can be reproduced by future researchers and practitioners wishing to undertake similar projects. The method for identifying and categorising intangible heritage information through the developed level of intangible cultural heritage was presented as new knowledge. The development of HBIM to bring together tangible and intangible data has the potential to provide a model for future work in the field and augment existing BIM data sets used during the asset lifecycle.
The purpose of this paper is to extend our understanding of the issues facing those who experience multiple moves around homelessness projects. It considers these issues…
The purpose of this paper is to extend our understanding of the issues facing those who experience multiple moves around homelessness projects. It considers these issues and how they relate to best practice, informing the delivery of psychologically informed environments (PIEs).
A qualitative design was employed, with interviews undertaken with men currently residing in hostels for those with additional needs. These men had already experienced multiple moves within the hostel system. Interpretative phenomenological analysis was used to analyse the data.
Main themes consider issues and challenges associated with hope and moving forward; help and the conditional or temporal nature of this; identity and stigma; and intimacy and relationships. Clinical implications of these findings are discussed.
Implications include best practice for future planning with service users, the relational nature of hope, how best to manage endings and practical guidance for service developments in these settings.
These findings further the understanding of the challenges faced by service users with complex needs and how best to address them. They build on PIE guidance, offering tangible advice for practice.
PARIS will be the first time the tangible results of Anglo/French co‐operation in the aerospace field will appear in public. Concorde and Jaguar will be seen on the ground and in the air, a demonstration that collaboration between two countries can and has been made to work. Neither aircraft would have been constructed if the memorandums of agreement between the two nations had not been signed to launch the programmes. Yet it is ironical that in spite of this visible success the road ahead for future agreements looks thorny indeed. After years of vacillation on the tripartitite A‐300 project for a short and medium haul high capacity airliner, the project is now dead as far as the British Government is concerned. France and Germany have announced that they will go ahead without official British participation, although they will almost certainly need the skills of Hawker Siddeley Aviation at Hatfield who have been responsible for the design of the wings.
In the matter of food purity and control Hospital Catering Services have been outside the law, a privileged position where the general law of food and drugs have never applied and the modern regulatory control in food hygiene has similarly not applied. In the eyes of the general public hospital catering standards have always been high above the general run of food preparation. As the NHS continued, complaints began gradually to seep out of the closed community, of dirt in the kitchens and prevalent hygiene malpractices. The general standard for most hospitals remained high but there were no means of dealing with the small minority of complaints which disgusted patients and non‐cater‐ing staff, such as insect and rodent infestations, and an increase in the frequency of food poisoning outbreaks.
Mr L.J.Anthony, FLA, has been appointed to a new post of Assistant Director (Services) on the staff of Aslib and takes up his appointment at the beginning of October. Mrs…
Mr L.J.Anthony, FLA, has been appointed to a new post of Assistant Director (Services) on the staff of Aslib and takes up his appointment at the beginning of October. Mrs Sauvee has kindly agreed to remain at work until he takes over. Mr Anthony is well known to the membership as the Librarian and Head of Documentation Services of the Culham Laboratory of the UK Atomic Energy Authority and as the former Deputy Librarian at Harwell; members of longer standing will remember him as Assistant Director at Aslib in 1954–55, when the consultancy service and first research activities were being established, and previously as Information Officer at British Telecom‐munications Research Ltd.
The recent Blue Arrow and Maxwell cases have highlighted the extremely wide‐ranging powers of investigation and inquiry vested in regulatory authorities such as the…
The recent Blue Arrow and Maxwell cases have highlighted the extremely wide‐ranging powers of investigation and inquiry vested in regulatory authorities such as the Serious Fraud Office (SFO) and the Department of Trade and Industry (DTI) and in company liquidators by recent legislation (Companies Act 1985, Insolvency Act 1986, Criminal Justice Act 1987). In this paper, the author reviews the current state of the law on the availability of the privilege against self‐incrimination and of legal professional privilege as protection for senior company officials who face such investigations or inquiries. Through the consideration of a hypothetical scenario, the paper provides some general suggestions with a view to minimising, insofar as possible, the problems, criticisms and adverse publicity for the company which may result from these investigations and inquiries
Purpose – This chapter draws on examples from the United Kingdom where changes in transport policy direction have occurred and considers how lessons that emerge might be…
Purpose – This chapter draws on examples from the United Kingdom where changes in transport policy direction have occurred and considers how lessons that emerge might be applied in China.
Methodology – It is difficult to change the direction of transport policy decisions once embarked upon. The reason for this relates to the high cost and long-term nature of many transport interventions and the complex nature of transport problems which require the introduction of packages of measures rather than individual projects. This complexity that frequently sees changing circumstances can however lead to the adoption of a new policy direction. The issue is how such changes in policy direction can be achieved given the constraints identified. To this end, this chapter presents a series of notable examples of policy change from the transport sector in the United Kingdom to draw lessons from both the development of over-arching transport policies and the implementation of specific transport planning measures as instruments of policy across a geographical range of transport sectors. Specifically it draws on a literature review and presents a series of vignettes to outline the motivations and factors which can be seen to bring about transport policy change in the surface (land) transport sector.
Findings – Specifically the chapter finds that so-called ‘agents of change’ can be categorised as follows:
1.Public and political identification of a problem;2.The emergence of suitable policy ideas or solutions; and3.The occurrence of some kind of event in the policy arena.
Research limitations/implications – From these three categories, lessons are drawn from which policy makers and policy shapers in locations other than the United Kingdom (particularly China) can benefit.
Practical and social implications – The chapter aims to influence the broader debate in terms of delivering transport policy change – with the emergence of agents, most notably the growth of the environmental movement and its influence on policy, a comprehensive research base for policy making and political events at the UK and international level.
Originality – The chapter is based on a number of vignettes that seek to identify the factors that are influential in supporting policy change on a national, area-wide or site-specific basis in the United Kingdom.
Demonstrates how education and training contribute to TQM. Asserts for training to be effective management development must: be tailored to company needs; reinforce problem‐solving and consensus decisions through effective teamwork; and be designed to keep ownership within the company. Describes how one company places the emphasis on project teamwork and meeting high standards. Concludes that British companies would do well to learn something from the Japanese ‐ they do what they say they will do. When it does not work, they keep practising until it does. Contends it is important to appreciate that effective TQM training is not conventional.