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Changes in Communications Technologies Affecting Final Acceptance by AHJs

Changes in Communications Technologies Affecting Final Acceptance by AHJs cbeaty Tue, 11/22/2022 - 10:27

Changes in Communications Technologies Affecting Final Acceptance by AHJs

Every project comes with large responsibilities, and life safety fire alarm systems most often represent a small portion of the total quote for work in the building. It is most often the last system installed in the building, and the fire alarm system installation often gets overlooked in terms of technology changes and quality control.

As stated in Section 901.6.3 of the 2018 International Building Code (IBC), “Fire alarm systems required by the provisions of Section 907.2 of this code and Sections 907.2 and 907.9 of the International Fire Code shall be monitored by an approved supervising station in accordance with Section 907.6.6 of this code.”

Most likely you have been relying on your equipment supplier to ensure the fire alarm system could make the appropriate connections. However, the code and marketplace have made changes that have caused some confusion with the authorities having jurisdiction (AHJs), and systems approvals are hitting a snag due to circumstances beyond our control.

Before the breakup of AT&T, the portion of the connection from the fire alarm system to the supervising station was treated as a “black box.” The technical committee had met with AT&T and determined that the phone line connections from the fire alarm system had a 0.99999 reliability factor, and although the code had no jurisdiction regarding the connection between the fire alarm system and the supervising station, the technical committee felt confident of the connection and used a digital alarm communicator transmitter (DACT) to make the necessary connections as required by the IBC and NFPA 72, the National Fire Alarm and Signaling Code.

These connections were made over what was called (by the communications industry) plain old telephone service (POTS) through the public switched telephone network (PSTN) interconnection points.

Then the breakup of AT&T occurred. We now have communications provided by telephone and cable TV companies, and a new definition of connection to the supervising station.

We start with the NFPA 72-2022 definition of a managed facilities-based voice network (MFVN). The code defines the MFVN as “a physical facilities-based network capable of transmitting real time signals with formats unchanged that is managed, operated, and maintained by the service provider to ensure service quality and reliability from the subscriber location to the interconnection point with other MFVN peer networks or the supervising station.”

MFVN has replaced PSTN, which was used in the requirements for DACTs in Chapter 26 of NFPA 72-2022.

The Annex (A.3.3.161) in NFPA 72-2022 provides the following:

“[A] Managed facilities-based voice network service is functionally equivalent to traditional PSTN-based services provided by authorized common carriers (public utility telephone companies or local exchange carriers [LECs]) with respect to dialing, dial plan, call completion, carriage of signals and protocols, and loop voltage treatment and provides all of the following features:

  1. A loop start telephone circuit service interface.

  2. Pathway reliability that is assured by proactive management, operation, and maintenance by the MFVN provider.

  3. 8 hours of standby power supply capacity for MFVN communications equipment either located at the protected premises or field deployed. Industry standards followed by the authorized common carriers (public utility telephone companies), and the other communications service providers that operate MFVNs, specifically engineer the selection of the size of the batteries, or other permanently located standby power source, in order to provide 8 hours of standby power with a reasonable degree of accuracy. Of course, over time, abnormal ambient conditions and battery aging can always have a potentially adverse effect on battery capacity. The MFVN field-deployed equipment typically monitors the condition of the standby battery and signals potential battery failure to permit the communications service provider to take appropriate action.

  4. 24 hours of standby power supply capacity for MFVN communications equipment located at the communications service provider’s central office.

  5. Installation of network equipment at the protected premises with safeguards to prevent unauthorized access to the equipment and its connections. When providing telephone service to a new customer, MFVN providers [must] give notice to the telephone service subscriber of the need to have any connected alarm system tested by authorized fire alarm service personnel in accordance with Chapter 14 to make certain that all signal transmission features have remained operational. These features include the proper functioning of line seizure and the successful transmission of signals to the supervising station. In this way, the MFVN providers assist their new customers in complying with a testing procedure similar to that outlined in 26.2.7 for changes to providers of supervising station service. The evolution of the deployment of telephone service has moved beyond the sole use of metallic conductors connecting a telephone subscriber’s premises with the nearest telephone service provider’s control and routing point (wire center). In the last 25 years, telephone service providers have introduced a variety of technologies to transport multiple, simultaneous telephone calls over shared communication pathways. In order to facilitate the further development of the modernization of the telephone network, the authorized common carriers (public utility telephone companies) have transitioned their equipment into a managed facilities-based voice network (MFVN) capable of providing a variety of communications services in addition to the provision of traditional telephone service.

“Similarly, the evolution of digital communications technology has permitted entities other than the authorized common carriers (public utility telephone companies) to deploy robust communications networks and offer a variety of communications services, including telephone.

“These alternate service providers fall into two broad categories: those entities that have emulated the MFVN provided by the authorized common carriers and those entities that offer telephone service using means that do not offer the rigorous quality assurance, operational stability and consistent features provided by an MFVN and are not regulated by the state public utilities commission.

“The code intends to only recognize the use of the telephone network transmission of alarm, supervisory, trouble and other emergency signals by means of MFVNs.

“For example, the code intends to permit an MFVN to provide facilities-based telephone (voice) service that interfaces with the premises fire alarm or emergency signal control unit through a digital alarm communicator transmitter (DACT) using an emulated loop start telephone circuit and signaling protocols fully compatible with and equivalent to those used in public switched telephone networks. The loop-start telephone circuit and associated signaling can be provided through traditional copper wire telephone service POTS or by means of equipment that emulates the loop start telephone circuit and associated signaling and then transmits the signals over a pathway using packet switched (IP) networks or other communications methods that are part of an MFVN.

“Providers of MFVNs must have disaster recovery plans to address individual customer outages and widespread events such as tornados, ice storms, or other natural disasters, which include specific network power restoration procedures equivalent to those of traditional landline telephone services.”

The important take-away from this discussion is that the MFVN is not a part of the fire alarm system and is not listed as a fire alarm device.

The UL listing of a currently listed MFVN product on the market states that the product is a POTS replacement “that connects to LAN and 4G to provide service to all traditional analog devices. This product acts as a managed facilities-based voice network (MFVN) and is considered part of the communication infrastructure, not the fire alarm system.”

Telephone service that is not provided using a traditional POTS line or with an MFVN would not be permitted for connection to a DACT in accordance with NFPA 72, Section 26.6.4.1.

MFVN testing and coordination with the building fire alarm interface is the building owner’s responsibility to arrange and coordinate. This last requirement inevitably falls into your lap to ensure compliance.

All the above, even with the quotes from NFPA 72, proves troublesome to the AHJ, and this single issue will have an impact on the final approval of your installed fire alarm system. To ensure approval by the AHJ, make sure the MFVN provider is a public utility telephone company or an authorized (by the state public utilities commission) local exchange carrier. Additionally, conduct the necessary tests to ensure the alarm, supervisory and trouble signals are transmitted to the supervising station.

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Behavioral analytics are a great way to get a sense of what users are or are not doing on your website or app. While behavioral analytics may not provide insights into why users are behaving a certain way, this method does provide a quick and cost-effective way to see what your users are currently doing at scale. Knowing how your users are engaging with your website or product can help you make informed decisions that have a positive impact on engagement and conversions.

Here at Viget, we use behavioral analytics data for a number of use cases:

  1. Our client has a specific question about a certain aspect of their website or app (e.g., a specific user flow or content type) and wants to learn more about how and when users are engaging. 
  2. We are redesigning a client’s website and want to get a sense of where the current experience is excelling or falling short.
  3. We are conducting an annual analysis to help clients keep an eye on potential areas of growth or stagnation. 
  4. We are reviewing behavioral changes on a site or app after launching a new experience or feature to assess performance.

But what kind of insights can you expect to find from behavioral analytics data? 

It ultimately depends on the website or app, the users, and the kinds of questions you are asking, but let’s go through a few different examples of what kind of information you can gain from behavioral analytics tools.


Who is using your website or product?

Understanding who is using your website can provide helpful context on your user base and potentially unlock growth with new user groups you may have been unaware of. To investigate this, we may look at geographic location, language, device type, and any other demographic information that may be available. Sometimes this kind of data provides what I like to call descriptive information—information that often doesn’t feel immediately actionable but can become more useful relative to other data points. This could come from comparing your data to last year, to industry standards, to other content on the website, or it might come from comparing it to an assumption that an individual or organization holds. 

Here are some examples of findings that shed light on who was using the website or product:

32% of sessions were from users outside the United States. 
  Through a previously conducted survey, we were aware that some users were looking for content that was not specific to the United States. This metric helped us better gauge the size of that need.
97% of Canadian sessions interacted with the website in English, with only 3% of Canadian sessions using French.
  We were unsure to what degree French content needed to be prioritized and this metric helped provide a sense of scale.
15% of searches were conducted on a mobile device. 
  Although 15% may seem low, this metric was actually higher than expected because there were known issues with the mobile search experience. This demonstrated that even though the mobile experience was harder to use than the desktop version, users were still inclined to use it, further illustrating the importance of improving the mobile experience. 

How do users get to your website or product?

Knowing how users navigate to your website or product can highlight what traffic sources are particularly effective in driving conversions, but it can also help to provide important context on user expectations or goals. To understand this, we look at both the source/medium that brought them to the website as well as the first page they viewed. 

For example, users might:

  • Come from google and land on a blog article
  • Go directly to your home page
  • Come from an email referral to a donation page 
  • Learn about you from ChatGPT and land on your About page

From there, we might look at engagement rate, conversion rates, or other metrics to get a sense of what these users are doing and whether anything stands out as particularly effective or ineffective. 

Here are some examples of acquisition insights that informed our understanding and approach:

Only 10% of sessions started on the home page, with most users starting much deeper in the site on content-specific pages.
  Because only a small portion of users entered on the homepage, we could not solely rely on homepage messaging to orient users to the site. This highlighted the importance of providing sufficient context on any page of the site to ensure that users navigate to their desired content, regardless of what page they land on.
Although the paid ads were effective in driving users to the website, those sessions had abnormally high bounce rates, with one traffic source having a 95% bounce rate. 
  This indicated a potential mismatch between what users expected based on the ad, and what was actually on the page.
Organic search brought in a large amount of new traffic to their site through the blog pages and while users engaged with the blog content, they were not engaging with the CTAs. 
  Because these new users were potentially learning about this organization for the first time, the donation CTAs were likely not the best fit, and we recommended shifting the CTAs on those pages to focus more on learning about the organization.

What content or features do users engage with?

Here is where we start to get to the meat of what your users are actually doing on your website or product. Knowing what users are doing and what they’re not using can help to establish priorities and inform decisions. You might be surprised to learn that users are actually engaging with specific features or content quite a bit, but others are barely used. If the content or feature is surprisingly popular, then we likely don’t want to outright remove it and may instead consider iterating or leveraging that offering more. If users aren’t engaging with content or a feature, it may be worth considering the effort to maintain and iterate on that offering. 

Here are some examples of engagement insights that helped us identify opportunities related to content or features:

Less than 1% of users were engaging with a particular feature. 
  These same users were showing high engagement with other features though, indicating that users either didn’t know this feature existed, knew the feature existed but didn’t understand the value add, or the feature was simply not something they needed.
For a highly engaged audience, there wasn’t a standout page that most users visited. These users viewed a variety of pages across multiple sessions, typically viewing highly specific content pages. 
  This indicated that instead of relying on a single page to drive conversions, getting users to the specific details they needed was likely a better approach in getting users to try the product.
Nearly 84K sessions engaged with a particular content type. 
  While this was lower than other content types, it was much higher than expected. It was largely organic traffic and the sessions were highly engaged. We recommended doing some additional research to better understand the potential opportunities with that type of content.

What is the user journey or path?

Another major area of investigation is the sequence of steps users take when viewing content or completing certain actions. This could be perusing content on the website, going through a signup funnel, or checking out to make a purchase. 

This helps us identify:

  • the actual paths that lead to conversions (which is not always the path we assume it is) 
  • areas where users drop off at key points in the funnel
  • moments where users have to “turn around” in the journey, because the path laid before them doesn’t align with their needs 

This information can help you build towards a frictionless experience that encourages users to sign up, complete a purchase, or find the resources they need.

Here are some examples of user journey insights that helped us understand where there were existing points of friction for users:

While the CTA to demo the product appealed to users and they were quick to engage with it, it often resulted in users backtracking to the previous page. 
  We hypothesized that users were eager to get to the demo, but were moving too quickly and missed important context, resulting in them having to go back to a previous page. We were able to confirm this with user testing and recommended transitioning some of that context to the CTA page.

What “turning around” in the user journey can look like:

A select few products had abnormally high drop off rates, but at different stages depending on the product. 
  For one product, there was an abnormally high cart-abandonment rate, and for another product, there was an abnormally low add-to-cart rate. Based on these findings we recommended looking further into what is impacting a user’s purchasing decisions.

What dropoff can look like at different stages:

The Ecosystem at Large

Some clients have a larger ecosystem of products or services, and it’s important to look at how users engage with and navigate across the ecosystem. This might include subdomains for a shop, a marketing site versus the product site, help documentation, etc. By looking at the larger ecosystem we can reveal important connections that are missing or connections that could be strengthened.

Here are some examples of insights that demonstrated a need for changes in those ecosystem connections:

For sessions where a user was looking for a particular kind of resource, 95% of the searches were done exclusively in a single subdomain or microsite.
  Through user interviews we were able to confirm that this siloed experience was intentional for experienced users but unintentional for less-experienced users, who were largely unaware of the other parts of the ecosystem that were available. We recommended making changes to improve discoverability of those other areas.
For sessions where a user navigated between two domains, 75% of sessions navigated to the other domain to view documentation specifically.
  Yet, depending on the product, sometimes the documentation was hosted on a subdomain specific to documentation and sometimes it was available on the product domain. This created an inconsistent experience where for some products, users could find what they needed on the product website, but for other products, users were sent to an entirely different subdomain. We recommended creating a more consistent experience for users, where regardless of the product, the documentation would be found in the same location. 

Here at Viget, there are a wide variety of insights we may discover for any one project through behavioral analytics. These insights can help to identify new user groups, help to prioritize content or features maintenance and updates, or bring to attention moments in the user journey that are causing friction. These opportunities can help you bring in new users and retain your existing users, by providing an experience that aligns with their needs, whether that is finding resources, getting involved in a community, or making a purchase.  

If you’re interested in making your website or application more effective for your users by leveraging the power of behavioral analytics data, we’d love to hear from you




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Discover how amStudio’s branding and visual identity of Chooch captures authentic, handmade aesthetics for fashion accessories.

Chooch, formerly known as Flat Fifteen, has redefined its brand to better reflect its founder Francesca Kappo’s evolving vision. With the guidance of amStudio, this rebrand has transformed the brand’s identity from a broad handmade focus to one that is solely centered around fashion accessories. Chooch stands out with its playful name, unique backstory, and brand elements that weave together storytelling, imperfection, and tactile aesthetics.

The Meaning Behind “Chooch”

The rebranding from Flat Fifteen to Chooch came as Francesca Kappo shifted her focus. The name “Chooch” is personal, rooted in a nickname given to Francesca by her uncle. He also played a foundational role in the brand’s beginnings, supplying her first batch of deadstock fabrics from his 1990s fashion label. These fabrics continue to be a vital part of Chooch’s accessory designs today, emphasizing the brand’s commitment to sustainability and storytelling.

The name itself is more than just a rebranding—it’s a celebration of heritage and identity. Short, memorable, and fun to say, “Chooch” captures the playful spirit of the brand. As Alam Mohammed, founder of amStudio, notes, the name’s flexibility in pronunciation makes it a warm, approachable identity that consumers can connect with personally. This idea carried over to the logo design, where the doubled O’s have a playful, imperfect alignment, mirroring the brand’s handmade ethos.

Playful Imperfection: The Brand Identity

Alam Mohammed and his team at amStudio developed a brand identity for Chooch that prioritizes authenticity. Hand-painted illustrations are central to this, appearing across the brand’s packaging, website, and social media. This choice keeps the look grounded, tactile, and relatable, evoking the feel of handmade fashion. By maintaining this aesthetic, the brand sets itself apart in a market often dominated by hyper-polished digital imagery.

The branding extends beyond static visuals. Chooch’s social media and marketing leverage stop-motion animations, adding a dynamic yet still homemade feel. This use of motion emphasizes the brand’s accessible nature, where every element ties back to the concept of imperfection being perfectly beautiful. The stop-motion clips give life to the fashion accessories, highlighting the fun and creativity behind each product.

Chooch’s narrative goes deeper than playful design. By continuing to use deadstock fabrics, Francesca Kappo honors her roots and commits to a more sustainable future. The tactile branding elements mirror this philosophy, creating a seamless experience from the physical product to the digital space. The history of the materials and the personal touch behind the brand make each accessory more than just a fashion statement—they become a story in themselves.

The rebranding also came with strategic moves to elevate Chooch’s market presence. The bags are now featured at the Victoria and Albert Museum’s shop as part of the first-ever Naomi Campbell exhibition. This collaboration has not only introduced the brand to a wider audience but also solidified its standing as a contemporary, fashion-forward label. The exhibition has boosted Chooch’s brand awareness and increased its social media following, translating to more sales and a growing fan base.

The Chooch rebrand exemplifies a growing trend: the embrace of imperfection in design. By favoring hand-drawn illustrations, irregular alignments, and a conversational tone, amStudio has given the brand an inviting, human feel. This approach rejects the overly polished and instead celebrates the beauty of the handmade. It’s a move that resonates well in today’s world, where consumers value authenticity and transparency.

Chooch’s rebranding is a masterclass in how thoughtful design can reflect a brand’s core values. From its name rooted in personal history to its playful logo and tactile illustrations, Chooch stays true to its story. Alam Mohammed and the amStudio team have created a brand identity that isn’t just about looking good—it’s about feeling real, celebrating imperfections, and staying connected to tradition. As Chooch grows, its story continues to inspire, reminding us that the imperfect is often the most perfect of all.

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