New York City's Staten Island Docks

<p>O <em>Greenmarket Farmers</em>, como são chamados os mercados hortícolas em Nova Iorque, Estados Unidos da América, tem como uma de suas particularidades a de ser organizado por produtores rurais apoiados pelo <em>Council of Environment of the New York City </em>e cuja venda de produtos deve ser feita diretamente aos consumidores, sem intermediários. Exerce uma importante função, tanto para os agricultores quanto para o público consumidor. No presente estudo foi realizado levantamento contínuo no período de um ano (agosto de 2008 a junho de 2009) seguindo-se de visitas pontuais nos anos de 2010, 2011 e 2012 ao levantamento sistemático, um refinamento dos dados sobre as plantas hortícolas comercializadas e seus produtores no <em>Greenmarket Farmers</em>, que possuem 46 pontos de venda em Manhattan, Brooklyn, Queens, Bronx e Staten Island. Neste período foram observados aspectos de entrelaçamento entre produtores rurais e consumidores urbanos, além da diversidade vegetal. Foram levantadas 120 espécies de plantas comercializadas por 60 produtores, nos diversos pontos do Green Market. Foram listadas 38 famílias botânicas, inseridas em 84 gêneros. A família mais recorrente é Brassicaceae (18), seguida de Asteraceae (13), Lamiaceae (12) e Rosaceae (12). Aspecto que se revela nestas feiras é a face agrícola do estado de Nova Iorque, em geral representado por atividades de turismo e do centro financeiro do mais poderoso país do mundo, e uma das maiores concentrações populacionais do planeta. O apelo ecológico, o estímulo ao consumo de produtos locais e a concessão de cupons de beneficio cedidos às pessoas em dificuldade<a title="" href="file:///C:/Users/Eraldo/Documents/02%20-%20Vivencias%20e%20tecnicas%20de%20relaxamento/Green%20market.NYC%20%2010_Out_2018%20Daniel%20GG%20(1).doc#_ftn1">[1]</a>, em uma comunidade cosmopolita e multi-étnica, canalizam recursos públicos e apoiam este tipo de mercado, permitindo uma reflexão sobre as relações e interatividade entre rural e urbano, diluídas pelas características próprias aos países desenvolvidos, em especial em grandes cidades. Portanto, percebe-se com este trabalho que os “greenmarkets” são pontos não só de venda de grande diversidade de vegetais, mas também local para relacionamentos, trocas de experiências e ideologias.</p><div><br clear="all" /><hr align="left" size="1" width="33%" /><div><p><a title="" href="file:///C:/Users/Eraldo/Documents/02%20-%20Vivencias%20e%20tecnicas%20de%20relaxamento/Green%20market.NYC%20%2010_Out_2018%20Daniel%20GG%20(1).doc#_ftnref1">[1]</a> Os cupons podem ser usados em qualquer supermercado ou nos Greenmarkets.</p></div></div>

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The 200 Year Bridge - The New Goethals Bridge as a Roadmap

IABSE Congress, New York, New York 2019: The Evolving Metropolis ◽

10.2749/newyork.2019.0202 ◽

2019 ◽

Author(s):

Thomas Spoth ◽

Seth Condell

Keyword(s):

New York ◽

New Jersey ◽

Service Life ◽

Light Rail ◽

Staten Island ◽

Modal Flexibility ◽

Steel Framing ◽

Protection Strategies ◽

Truss Bridge ◽

To Receive

<p>The Port Authority of New York and New Jersey has completed the replacement of the congested and functionally obsolete Goethals Bridge, a circa 1928 steel cantilever truss bridge, with a dual-span modern cable-stayed bridge connecting Elizabeth, New Jersey and Staten Island, NY. Designed as a 150 year service life structure, the newly opened crossing paves the way towards achieving the possibility of a 200 year bridge, both in material durability, structural redundancy / resilience, and modal flexibility.</p><p>The new crossing features three eastbound and three westbound lanes plus a 3 m wide shared use path (SUP) for bicycles and pedestrians. To accommodate future expansion, the superstructure of the cable stayed spans is designed to receive steel framing to support a variety of possible transit options including light rail, while the substructure need not be strengthened for this future load. With a 274 m main span, the new crossing provides a significant maritime navigational improvement over the original 205 m steel truss span.</p><p>Herein we focus on the strategic application of corrosion protection strategies to achieve the long service life in a competitive bid environment, structural benefit of the design as relates to resiliency, modal flexibility, and operational redundancy to withstand extreme events.</p>

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“It was a jet. It was a jet. It was a jet.”

10.7591/cornell/9781501759123.003.0001 ◽

2021 ◽

pp. 3-21

Author(s):

Jessica DuLong

Keyword(s):

New York ◽

The United States ◽

Staten Island ◽

Creative Problem ◽

1960S And 1970S ◽

The 1960S ◽

Maritime Infrastructure ◽

Maritime Community ◽

The U.S

This chapter provides a background of the waterborne evacuation that happened after the events of 9/11. New York harbor was, and is, a busy place — the third largest container port in the United States and a vital connection between New York City and the rest of the world. Manhattan is an island, and the realities of island real estate are what ushered the port's industries off Manhattan's shores and over to Brooklyn, Staten Island, and New Jersey in the 1960s and 1970s. By late 2001, maritime infrastructure had been replaced with ornamental fencing. On September 11, 2001, as the cascade of catastrophe unfolded, people found their fates altered by the absence of that infrastructure and discovered themselves dependent upon the creative problem solving of New York harbor's maritime community — waterfront workers who had been thrust beyond their usual occupations and into the role of first responders. Long before the U.S. Coast Guard's call for “all available boats” crackled out over marine radios, scores of ferries, tugs, dinner boats, sailing yachts, and other vessels had begun converging along Manhattan's shores. Hundreds of mariners shared their skills and equipment to conduct a massive, unplanned rescue. Within hours, nearly half a million people had been delivered from Manhattan by boat.

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Medical Society's Blueprint for a Successful Community Response to Emergency Preparedness

Prehospital and Disaster Medicine ◽

10.1017/s1049023x00006579 ◽

2009 ◽

Vol 24 (1) ◽

pp. 73-75 ◽

Cited By ~ 1

Author(s):

John Maese

Keyword(s):

New York ◽

Emergency Preparedness ◽

Disaster Preparedness ◽

Common Good ◽

Community Response ◽

Medical Society ◽

Physician Leadership ◽

Staten Island ◽

Community Needs ◽

Hospital Systems

AbstractIt is clear from disaster evaluations that communities must be prepared to act independently before government agencies can cope with the early ramifications of disasters. In response to devastation to the borough of Staten Island, New York in the wake of 11 September 2001, the Richmond County Medical Society established a structure to incorporate community needs and institutions to work together for the common good. A program that brings together two hospital systems, nursing homes, emergency medical services, and the Office of Emergency Management physician leadership in a meaningful way now is in place. This approach has improved the disaster preparedness of Staten Island and demonstrated how the Medical Society can provide leadership in disaster preparedness and serve as a conduit for communication amongst entities that normally do not communicate.

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