Tillgänglighetsproblem orsakade av trappsteg: En fallstudie i flerfamiljshus

Rapporten redogör för en fallstudie om hur tillgänglighetsproblem i flerfamiljshus förorsakade av trappsteg kan lösas på nya och bättre sätt. Fyra hus byggda 1959-1966 valdes ut för att ingå i fallstudien. Tre var typiska för flerfamiljshus i Sverige som saknar hissar. Det fjärde huset hade efterinstallerade hissar. Fallens entrémiljöer utvärderades på en undersökande nivå med tillgänglighetsinventeringar, okulära besiktningar, inhämtning av planritningar, uppgifter om kulturhistoriskt värde och en boendeenkät. Underlag från utvärdering av de fyra fallen användes vid workshoppar med frågeställningen: Hur kan tillgänglighetsproblem orsakade av trappsteg lösas på innovativa sätt? I workshopparna involverades representanter för olika aktörer med syftet att nå insikter samt generera idéer och förslag för att ta sig an tillgänglighetsproblem i entréer i flerfamiljshus i det befintliga bostadsbeståndet. Lärdomarna pekar på att det är möjligt att lösa tillgänglighetsproblem orsakade av trappsteg. Samtidigt visar det sig att det finns en risk att man bygger in nya miljöhinder vid åtgärder såsom efterinstallation av hiss. Resultatet visar på behov av innovationsarbete och omfattande samarbete för att förändra befintliga tillvägagångssätt för att öka tillgängligheten. Vid planering krävs det samverkan mellan många organisationer och aktörer såsom staten, kommuner, fastighetsägare, entreprenörer, konsulter, underleverantörer och medborgare. Systematiska tillgänglighetsinventeringar kan ligga till grund för strategiska åtgärder för att förbättra tillgängligheten i det befintliga bostadsbeståndet. Dessutom är det nödvändigt att de platsmässiga förutsättningarna beaktas utifrån flera olika perspektiv. Exempel är befolkningens sammansättning och flyttvanor, flerfamiljshusets läge, närhet till service och kollektivtrafik, kulturhistorisk miljö, tidigare vald byggteknik samt tillgänglighet och användbarhet i de befintliga lägenheterna

Promotion of Physical Activity Using Point-of-Decision Prompts in Berlin Underground Stations

To evaluate point-of-decision prompts in the promotion of stair use in Germany, motivational posters were placed at three underground stations in Berlin. The proportion of passengers using stairs or stairways was counted before, during installation, and two weeks after removal of posters. In total, 5,467 passersby were counted. Stair use increased significantly in women, but not in men. The present pilot study thereby shows that the use of point-of-decision prompts is also feasible in Germany and it provides some evidence of effectiveness. Methodologically rigorous studies are warranted to confirm these findings

The future of the CDM: same same, but differentiated?

Policy-makers and scientists have raised concerns about the functioning of the Clean Development Mechanism (CDM), in particular regarding its low contribution to sustainable development, unbalanced regional and sectoral distribution of projects, and its limited contribution to global emission reductions. Differentiation between countries or project types has been proposed as a possible way forward to address these problems. An overview is provided of the different ways in which CDM differentiation could be implemented. The implications for the actors involved in the CDM are analysed, along with a quantitative assessment of the impacts on the carbon market, using bottom-up marginal abatement cost curves. The discounting of CDM credits, quota systems, or differentiated eligibility of countries could help to address several of the concerns raised. Preferential treatment may also make a limited contribution to achieving the aims of CDM differentiation by increasing opportunities for under-represented host countries. The impact on the carbon market appears to be limited for most options

Once the shovel hits the ground : Evaluating the management of complex implementation processes of public-private partnership infrastructure projects with qualitative comparative analysis

Much attention is being paid to the planning of public-private partnership (PPP) infrastructure projects. The subsequent implementation phase – when the contract has been signed and the project ‘starts rolling’ – has received less attention. However, sound agreements and good intentions in project planning can easily fail in project implementation. Implementing PPP infrastructure projects is complex, but what does this complexity entail? How are projects managed, and how do public and private partners cooperate in implementation? What are effective management strategies to achieve satisfactory outcomes? This is the fi rst set of questions addressed in this thesis. Importantly, the complexity of PPP infrastructure development imposes requirements on the evaluation methods that can be applied for studying these questions. Evaluation methods that ignore complexity do not create a realistic understanding of PPP implementation processes, with the consequence that evaluations tell us little about what works and what does not, in which contexts, and why. This hampers learning from evaluations. What are the requirements for a complexity-informed evaluation method? And how does qualitative comparative analysis (QCA) meet these requirements? This is the second set of questions addressed in this thesis

Naturinventering av Nätsjöbäcken, Västerhocklan och Österhocklan i Ljusdals kommun

Inventeringens syfte var främst att ta reda på om flodpärlmusslan fanns i dessa vattendrag och om den förökade sig.Inga exemplar hittades. Flodpärlmusslan trivs i klart rinnande vatten med sand och grusbottnar. Den enda av de tre vattendragen med passande botten, var Österhocklan. Dock gjordes en omfattande naturinventering längs de tre vattendragen.Regionala inventeringsrapporter import från MDP 2015-05</p

Defining Decisions Points to Avoid Escalation in Construction Projects

Conflicts between project stakeholders can stop or damage a construction project as well as technical problems. It is not uncommon that projects are stopped or changed late in the process with the effect that large amounts of already made investments becomes obsolete. One explanation of this phenomena is the escalation of project decisions, where project managers persist with a course of actions long beyond the point where it would be sensible to quit or change the course. By defining decision points in the project process, time frames for evaluating risks, social as well as technical, can be determined. Within in the different time frames, project management need to determine how different stakeholders may affect project completion in order to set the correct course of actions, at every single decision point, with the main purpose of achieving an acceptance for the project from its stakeholders. Thus the main purpose of this evaluation is to avoid escalation in project decision-making, due to the lack of knowledge of stakeholder demands and conflicts. This paper discusses the phenomenon of escalation and presents a hypothetical model how a project management could determine and define these decision points, with consideration to risk and stakeholder management. Furthermore this paper suggests how a project management team could use these decision points as a tool for construction projects to set the right course of action in different stages of the project, due to the perceived affect different stakeholders has on project completion

External Stakeholder Management in the Construction Process

Construction projects affect the community in both positive and negative ways. Positive effects are, for instance, better communications, better housing, and a higher standard of living. However, construction projects inevitably bring with them deterioration and changes on the local plane, at the site of the construction project. Thus, in construction projects, many different and sometimes controversial interests must be considered. Representatives of these interests are referred to as the project stakeholders. The stakeholders in a project can be divided into internal and external stakeholders, the internal stakeholders are those who are members of the project coalition or who provide finance; the external stakeholders are those others affected by the project in a significant way (Calvert 1995, from Winch, Bonke 2002). The purpose of this research project is to contribute to, and increase, our knowledge concerning external stakeholder management in the construction process, and to develop methods and tools for the evaluation and management of external stakeholder influence. The contribution of this study to construction project managers is: • An increased knowledge of how an external stakeholder management process presents it self in construction projects. • Suggests different strategies to an external stakeholder management process. • Suggests different tools that can be used for analysing the influence of external stakeholders. The main tool, described in this study, is the stakeholder map and the power interest matrix. Furthermore this study points to the importance of the project management to identify those stakeholders who can affect the project, and then managing their differing demands through good communication. Thus, the challenge for the project management is to find the best solutions for all stakeholders involved and try to get an acceptance for that solution, which probably is only possible through a good and communicative dialogue, and after a carefully conducted stakeholder management process. This would indicate that a more ambitious strategy in the external stakeholder management process would increase the possibility of resolving conflicting interests. However, a more ambitious strategy also requires more resources. Hence, the dilemma for the project management is to balance the use of resources with the appropriate strategy towards each individual stakeholder group

Stakeholder impact analysis in construction project management

Construction projects attract interest from various stakeholders who express needs and expectations about the project. These are often in conflict with each other and it is unlikely that all of them can be fulfilled. The stakeholder management process involves evaluating the needs and expectations of stakeholders in relation to the main objectives of the project. An important basis for this evaluation is stakeholder analysis. The approach is based upon established theory, knowledge of stakeholder management and empirical data. The analysis consists of a stakeholder impact index to determine the nature and impact of stakeholder influence, the probability of stakeholders exercising their influence and each stakeholder's position in relation to the project—are they proponents or opponents? The analysis of the stakeholder impact index can help project managers to formalize a stakeholder management process.Project management, project stakeholders, project strategies,