The objective of this tourism developmentmasterplan is to identify the weaknesses in the Romanian tourism industry and provide strategic directions as to how it can be restructured, resourced and regenerated in order to compete effectively in the global marketplace. The plan addresses the grassroots deficiencies of weak and unintegrated physical planning; the ineffective coordination and leadership provided by the public sector; the outdated processes for human resource development; the lack of a robust statistical basis for analysis, planning and marketing purposes; and an outmoded approach to destination marketing. All of these areas must be addressed if the industry is to be given a firm foundation on which to develop and progress.
AMB Business Park consists of thirteen parcels which are zoned indus- trial. There are currently 1.4 million SF of commercial, industrial and warehouse space in the AMB Business Park. There is 723, 000 SF on available space on seven sites. A 51% vacancy rate exists in the AMB Business Park. Existing uses in the area include trucking and distribu- tion, flooring and carpet sales, warehousing, moving and storage and container distribution. Redevelopment of the existing vacant space could become flex space, if infrastructure improvements were available. Some of the land in the AMB Business Park is environmentally con- strained with wetlands and a high water table. Properties are reliant on septic systems, since no sewers currently serve the area. The existing water line is an eight inch line, which is not looped. In addition, there are no fiber optic lines serving the park at this time. AMB Business Park could benefit from development of an overall infrastructure im- provement plan for the area addressing both public and private utili- ties. When improvements to the water, sanitary or storm sewers in the area are made, an additional line should be laid for the potential future use for fiber to improve telecommunications.
The TFCAs projects in the region have been funded from a wide variety of sources both regional and international. The funds have been availed by individual organisations, national governments and multilateral organisations. The funding organisations include among others the World Bank, the European Union (EU), World Wildlife Fund (WWF), the Dutch and German governments, the Dutch Postcode lottery and the Development Bank of Southern Africa (DBSA). The funds have been offered either on a bilateral arrangement or on a multilateral arrangement. The sourcing of the funds has mainly been led by NGOs and in a number of instances International Cooperating Partners (ICPs) have identified the need to provide funding for specific programmes. This approach to funding of the projects has created a situation whereby some countries for a variety of reasons have not received meaningful resources to develop their projects. There is therefore a perception that there is a group of ‘favourite countries’ for ICPs funding for TFCAs and that the whole programme is focused more on the political and developmental agenda of NGOs and their funding partners than the agenda of SADC as pronounced in the RSIDP.
The PIDA Priority Action Plan 2020 projects that affect SADC countries amount to US$ 28.5 billion (Table 4.4). These projects include four power generation plants, namely the Mpanda‐Nkuwa Hydropower Plant in Mozambique (1 500 MW), the INGA III Hydro in DRC (4 200 MW), the Batoka Hydro‐electric Plant on the Zambezi River (1 600 MW) and the Lesotho HWP Phase II Hydropower Component (unspecified). The projects also include two transmission lines, the North‐South Power Transmission Corridor (8 000 km) and the Central African Inter‐connector (3 800 km). The transmission lines extend beyond the SADC region, therefore the countries involved will only participate in the transmission extention through their countries, probably bringing their investment costs down to below US$20 billion.
State & University (10) Walnut & Washington (18) Neil & Columbia (11) Market & Washington (#) = the ranking of the intersection in the 1994 MasterPlan Current Condition: All ten of these intersections are in poor condition. The traffic signal equipment was installed between 1953 and 1963. The conduit and, in most cases, the electrical wiring are over 40 years old with junction boxes located in the street. The intersections do not have mast arms. Over the last 3 years, signal posts and signal heads were replaced to improve signal visibility and allow for the installation of LED’s to reduce power consumption. In 2004, the signal posts and bases were painted black to match the new signals installed at Main & Neil and First & University. These
The Underground MasterPlan of Helsinki reserves designated space for public utilities and important private utilities in various underground areas of bedrock over the long term. The MasterPlan also provides the framework for managing and controlling the city’s underground construction work, and allows suitable locations to be allocated for underground facilities.
leadership that is focused on our ultimate goal, be willing to listen to all diverse views and to steer their team through this plan to its end. This plan is not only about systems, processes and technology; it is about the people who make up the government service and the people who they serve.
The way we live today is so much influenced by computing technologies. Computers control the economy, transportation, banking and many other functions. This development has made information attractive to criminals because of the economic value of such information. The advent of the Internet and wireless communication is believed to particularly have opened an entire new area of crime. The European cyber crime treaty has drawn a criminal policy aimed at protecting society against cyber crime by deterring and prosecuting actions directed against the confidentiality, integrity and availability of computer systems, communication networks and computer data . This indicates the extent to which authorities are getting prepared to fight cyber crime in society.
The circulation system proposed in the Villebois Village is designed to reflect the principles of smart growth encouraging alternatives to the automobile while accommodating all travel modes, including passenger cars, trucks, buses, bicycles and pedestrians. Accordingly, there is a system of public and private streets and trails that will connect users of the various modes to the major activities inside and outside the community. All public streets are connected without dead-ends or cul-de-sacs, except in those rare cases where required by topography or natural features. The circulation plan will also meet all ADA requirements. Figure 7 - Street Plan shows the planned transportation system. Figure 8 – Proposed Arterial & Collector System shows the planned Arterial and Collector street system, and Figures 9A & 9B – Street & Trail Sections show the planned cross-sections for the streets and trails.
continue to increase the ability to offer diverse instructional programs in shared computer lab facilities. For many programs, contextual learning is appropriate (ex: classroom and computer lab adjoining vocational technology spaces). Due to the overall organization of the campus, and the number of smaller, program-specific buildings, the legacy facilities at Chabot College lend themselves to clusters of classrooms, labs, faculty offices, and instructional support with specific program identification. Based on the 5 Year Capital Plan, Laboratory space is anticipated to be at around 95%. Construction of the new Bio-Sciences Building, scheduled for occupancy in 2017-2018, will increase capacity to just over 100%, adding 7,600 ASF, and providing a modern instructional setting with greatly enhanced health and safety provisions for the Bio-Science programs.
Sports fi elds are most effi ciently constructed and operated if designed and built within a complex of facilities, versus stand-alone and separated sites. Based on industry standards and maintenance consideration, this MasterPlan presents the concept of a regional sports complex as a visionary project that could feature multiple diamond ball fi elds and multiple rectangular sports fi elds. This facility would also need adequate parking, concessions, restrooms, and likely lighting on selected fi elds to expand usage. The costs of constructing and operating such a facility is likely to outpace the spending tolerance of the community and this time, as well as requiring signifi cant space or land. These issues make this a diffi cult reality for the City to pursue on its own.
The Energy Commission of Nigeria wishes to express its sincere gratitude to the United Nations Development Programme (UNDP) for the financial support provided for the review of the 2005 draft Renewable Energy MasterPlan (REMP). This draft review was therefore carried out in 2011 by the Grayfun International Limited under contract Number: ECN/UNDP/7CP/2011A of the UNDP. The invaluable criticisms by various national and other international stakeholders expressed and conveyed in various fora that added value to this review is also highly appreciated. Finally, the editorial work carried out by Prof. E. J. Bala, Director, Renewable Energy Department and Engr. O. N. Ekpenyong, Deputy Director, Energy Management, Training and Manpower Development Department of the Energy Commission of Nigeria is hereby duly acknowledged.
Use of Masks By Well Individuals – This measure is not recommended in the Canadian Pandemic Plan as a community based intervention. It is assessed that it is not likely to be effective in reducing disease spread in the general population. It is recognized that wearing a surgical mask properly at the time of an exposure may provide a barrier, if used with other infection control measures. If masks are used, they should only be used once and must be changed if wet (because they become ineffective when wet). As well, masks must be removed properly to avoid contaminating the wearer. It is not feasible to wear masks for the duration of a pandemic wave and there may be supply problems. Again, advice will be provided by the Health Department.
Like the state and the Seacoast region, the town of Newmarket has undergone numerous changes in the past decade, in terms of population growth, school enrollment, employment and income. Although the unemployment rate crept up from a low in 2000 of 2.3% to 5.0% in 2010, for Newmarket, it was still lower than Rockingham County or the state, both of which were above 6%. In addition, Newmarket’s full value tax rate of $20.51/ $1,000 of assessed valuation com- pares favorably with surrounding communities and other communities in Strafford and Rocking- ham Counties. Furthermore, its assessed valuation has increased significantly since 2000. Once a strong manufacturing center, Newmarket lost much of its industrial base between 1960 and 1990, with the closure of several manufacturing operations resulting in the loss of significant jobs, including those associated with United Technology, Suflex, and a furniture manufacturing company. However, during the 1990’s and early 2000’s, the town experienced significant com- mercial development on Route 108 south of the downtown, including the Irving Gas Station, Brook’s Pharmacy, McDonald’s, and the Kent and Pelczar Funeral Home. The other substantial commercial property in Newmarket consists of the buildings in the Newmarket Industrial Park on Forbes Road off NH Route 108. The total assessed value of the property in this industrial park amounts to approximately $7.36 million. Appendix E shows the extent of commercial and industrial development in Newmarket since 2001.
and therefore shoreline protection projects were the only project type that showed ‘restoration benefits’ for reducing edge erosion. Furthermore, eroded material was ‘lost’ from the system during previous modeling efforts. The focus of this task is to ensure the models used for the 2017 Coastal MasterPlan consider as many important processes contributing to landscape change as possible and to incorporate the eroded material as part of the sediment supply to the open water component of the model compartments. The formula(s) developed through this effort can be utilized in the Integrated Compartment Models (ICMs) to adjust the amounts of land and water within a compartment. This subtask will develop and test formulas to reflect key processes associated with marsh edge erosion and identify a recommended approach for incorporation in the 2017 Coastal MasterPlan modeling.
The separate institutional accreditations, missions, and faculty unions make this situation in Bemidji different from all others in our MnSCU system. Beginning in Fall 2014, the organizational structure for academic program over- sight, planning and approval between Northwest Technical College and Bemidji State University has changed to allow for much closer collaboration than in the past. Previously, NTC and BSU both maintained separate organiza- tional structures for curriculum oversight, academic planning, and academic program approval. A CAO (provost) for each location provided leadership under separate offices of academic affairs. As a result, NTC and BSU articulated programs where appropriate, cooperated periodically on new program development, and at times shared facilities for the delivery of academic programming.
Input was gathered on the types of higher education programs that area businesses and organizations feel would best support the regional economy and innovation in Michiana. A survey (Appendix C) was sent to members of advisory boards from each school and businesses and organizations in the areas of education, healthcare, city government officials, Chamber of Commerce members, non-profits, arts organizations, and science and technology industry. Surveys were sent to 120 businesses and organizations, and we received 24 responses (20% response rate). In addition an open forum was held on February 27, 2014 where the Chancellor, deans, and members of the Academic MasterPlan Committee met with community
In 2012, Developmental Pathways developed the first long term strategic plan in its then 48 year history. Since the creation of the plan, over 100 of the objectives and milestones have been successfully completed. This document illustrates some of the major accomplishments from the 2013 calendar year. This report outlines accomplishments of four distinct entities: Developmental Pathways, SUN Foundation, Nonprofit Management Services of Colorado, and Continuum of Colorado.
development of school district-owned parcel in north Warrenton as a neighborhood park The parcel in question is roughly triangular and bordered by Russell Drive (North), Pacific Drive (West), and Seventh Drive (East). It is currently informal fields and may be further developed into an active recreation area, dog park, or open space parcel. Acquiring this parcel and developing it as a neighborhood park does not directly address a critical need for the community because it is not located an underserved area and is not large enough to accommodate a sports fields complex. The feasibility of obtaining and developing this parcel should, however, be considered. If future development of Fort Stevens Parade Grounds does not include additional active recreation, this site may be of local importance and use to the neighborhood.