Throughout the 1920s the development of Schiphol was guided by a relatively clear and simple collective arrangement. By this we mean that the number of actors and persons involved was limited and most of them knew each other. Apart from the Ministries of War and Public Works a few other actors were involved in the development of Schiphol, particularly the city of Amsterdam, Dutch airline company KLM and to a lesser extent Fokker, the leading Dutch aircraft manufacturer. Amsterdam had started to show increasing interest in the airbase after a successful aviation exhibition which was organized in 1919: the First International Air traffic Exhibition Amsterdam (hereafter: ELTA). Many aviation enthusiasts were involved in the organization of this event ranging from people belonging to the Amsterdam financial sector such as Eddy Fuld, a prominent Amsterdam banker and a future Municipal Airport
ebrated its 90th birthday of this airport, one of the first of its kind in Europe. AmsterdamAirportSchiphol not only takes pride in its history, but its development over time reflects an ambition to be and remain the best in class. With 46 million passengers and 1, 5 million tonnes of cargo in 2006, it is current- ly the fourth largest airport in the world measured by passenger volume and third by cargo volume. Due to its successful cooperation with KLM Royal Dutch Airlines, ever since its start as a single airstrip in the Dutch polder landscape below sea level, its innovative designs and concepts, its customer oriented focus and hosting a significant worldwide network for the airlines, Schiphol has become one of the principal hubs in Europe with Air France/KLM as its hub-carrier.
In this section, we illustrate the approach outlined in the previous section through a case. For an effective illustration, a single in-depth case is preferred over several small cases. Given that AASP is intended to improve upon AMP under conditions of uncertainty, the case needs to have a multitude of different uncertainties. These uncertainties should cover the full range of uncertainties to which airports around the world are exposed. We choose to use the current challenges Schiphol faces in its longterm development as our case. As outlined below, Schiphol faces a range of uncertainties that could affect the airport in different ways. In addition, we are familiar with the current situation of Schiphol; the uncertainties the airport currently faces have been studied recently (Kwakkel et al., 2008), and a multitude of policy documents from multiple stakeholders is available (e.g. CPB et al., 2007; Provincie Noord-Holland, 2007; Schiphol Group, 2007; Schiphol Group and LVNL, 2007; V&W, 2007; V&W and VROM, 2007; Rijksoverheid, 2009). Aviation demand has experienced unprecedented growth since the early 1990’s, fuelled by privatization and liberalization of the aviation industry. AmsterdamAirportSchiphol has benefited from this growth and has evolved into one of the European Union’s major hubs. Since 1990, Schiphol has expanded its runway system and its terminal. Parallel to the increasing number of passengers and flights handled at Schiphol, negative external effects have also increased, resulting in regulations concerning noise, emissions, and third-party risk.
The second article titled “Politiche ‘Smart’ e Visione Metropolitana: la Dimensione Territoriale nell’Esperienza Progettuale della Amsterdam Smart City Platform” by Giulia Fini e Salvatore Caschetto aims at presenting the main projects and policies recently developed by the Municipality of Amsterdam in the field of energy policies, with particular reference to the projects promoted in the context of the ASC - Amsterdam Smart City Platform. The paper analyses projects and policies which are relevant for at least three aspects and for the matters raised by them: I. for the aim to connect policies and projects of the Amsterdam Smart City with the definition of a territorial vision for the Amsterdam metropolitan area; territory and the management’s choices related to urban planning and urban design; III. the experience is relevant in relation with the consolidation of the ACS’s platform as a place where several individuals are directly involved in the management of public services and where all requests and peculiarities contribute to define a common planning process on the energy and environmental fields of action in the metropolitan area. Based on the latest, most significant information of the activities performed by the Amsterdam Smart City Platform, the paper focuses on the results after four years since the projects and tests have been carried out, on the basis of a network structuring actions, energy-saving targets and space-related choices regarding the whole territory as well as ASC’s policies.
The changing perspective of airports from public utilities to businesses is coupled with a shift to move airport governance from public to more private sector participation. The move to privatization has been motivated be a number of factors (Gillen, 2011). The UK was the first to privatize a subset of airports beginning in 1987. Since the British Prime Minister Margaret Thatcher’s government privatized the former British Airports Authority; airport privatization has become a global phenomenon. Governments in Europe, Asia, Australia and New Zealand, Latin America and the Caribbean subsequently privatized major airports. By the end of 2010 a study by Airports Council International (ACI) Europe found that 22% of Europe’s 404 principal airports were either wholly investor-owned or had mixed (public/private) ownership (Airports Council International Europe). Elsewhere in the world, the primary mode of privatization has been via a long-term lease or concession. Some of the larger privatized airports have acquired full or partial ownership interests in other airports. This process has created a global airport industry, with significant investment recently coming from pension funds and infrastructure investment funds (Robert, 2014).
The Airport has two runways - the main runway, 01/19, is 2438 x 45 metres whilst the secondary runway, 07/25, is 1100 x 30 metres. The main aircraft apron can accommodate a combination of aircraft up to B747 in size. In the ‘nose in, push back’ configuration the apron can accommodate six jet aircraft and three commuter aircraft, with stand-off positions for another 10 commuter aircraft and approximately 20 general aviation aircraft. Helicopter facilities are also provided. Refer to Figure 1 for the layout of Townsville Airport services.
That was not my only reminder of Minnesota while in Amsterdam. In Novem- ber, I was struck once again by the abiding independence of Minnesota voters when Jesse Ventura, a former US Navy SEAL and professional wrestler, was elected Governor of the State. Our son Marcus hit the nail on its head when he sent me an e-mail saying, ‘ Guess what we ’ ve done now, Dad! ’ It turned out that actually Ventura was not a bad governor – among his accomplishments was se- curing public funds to construct a light-rail tram line from downtown Minneapo- lis to the Minneapolis-St. Paul International Airport, which since then has been expanded throughout and beyond the Twin Cities metropolitan area.
utilities. The environmental impact is also influenced by the regional development and airport environmental growth at and around airports. At the 3 (three) small airports in Indonesia (Sentani Airport, Jayapura, Papua Province; Mutiara Airport, Palu, Central Sulawesi Province; and Juwata Airport, Tarakan, East Kalimantan Province), from the survey results and analysis, it can be said that the movement of aircrafts, passengers and goods is still relatively small such that the impact of airport operations are also relatively small. Although the environmental impact of the operation of these airports were still relatively small but still need attention from the Government and the airport planners regarding to the airport environmental regulations and policies. The planning and development of airports should be able to anticipate the future impacts that will occur by applying the Green Airport Concept as effectively and efficiently, by integrating the transport system and regional development area at and around the airport area.
You can separate your wireless network from the outside world with firewall protection. The AirPort Extreme Base Station and AirPort Express have a built-in firewall that creates a barrier between your network and the Internet, protecting data from Internet- based IP attacks. The firewall is automatically turned on when you set up the base station to share a single Internet connection. For computers with a cable or DSL modem, AirPort can actually be safer than a wired connection.
Stichting Hogeschool van Amsterdam is a private-law organisation. This means that - unlike public-law organisations such as the University of Amsterdam - its representative authority does not fall under the Netherlands General Administrative Law Act (Algemene wet bestuursrecht). Instead, the representative authority of staff members of the Amsterdam University of Applied Sciences/Hogeschool van Amsterdam ("AUAS/HvA") is based on the Netherlands Civil Code (Burgerlijk Wetboek).
Amsterdam University College (AUC) offers a selective Bachelor’s programme in the Liberal Arts and Sciences. A key aspect of the programme is tackling the real-life problems and challenges facing today’s world. Emphasis is placed on the sciences and on interdisciplinary themes such as health and well-being; energy, climate and sustainability; and life, evolution and the universe. You are expected to have a broad academic background and may choose from courses in the Sciences, Social Sciences and Humanities (see www.auc.nl/downloads for Course Catalogue). As exchange students, you will live and study together on AUC’s campus at the Amsterdam Science Park.
is a good example of rapid technological change and the airports that serve it are key elements in its development. Aviation is a challenging field in the age when ùformation becomes readily available arid concepts and techniques to use it proliferate. In particular, we are p1annin in an era when what happens tomorrow needs not resemble today. Yet we often have only today upon which to build our models, and so have to make assumptions that are vulnerable Air travel is growing at a rate that outstrips the capacity of the airport and air traffic control system. Resulting in mounting congestion and delay. The consequences for the air transport industiy and the travelling public are higher cost, greater inconvenience, declining quality of service, and possibly diminished safety. The adequacy of airport and airway infrastnicture to serve ftiture air travel demand is paramount. This infrastructure needs to be properly conceived, planned, expanded, and managed, so as to support a volume of traffic far greater than we have today. Ifnot, congestion and delay in the aviation system will be a constraint on growth that will profoundly affect the society in the next millennium.
If the airport sponsor initiates a triggering action that requires FAA approval (approval of an ALP, modification of standards, approval of a construction safety and phasing plan, non- construction changes, etc.), the sponsor is expected to provide the panel facilitator. (See Section 7 for funding eligibility of SRM-related activities and Appendix F for information on facilitator qualification and acquiring facilitator services.) In certain circumstances, the sponsor and ARP project manager may consider using FAA facilitators. For example, ATO has trained facilitators in each Service Center that may be available to assist if supported by mission needs and availability. This may be appropriate for certain controversial projects where the sponsor or FAA (ARP project manager) believe that it would be difficult for the airport to obtain