Building rapid transit in Canada: the problem of governance

Canadian cities have seen a boom in the construction of rapid transit infrastructure in recent years, fueled by the rise of financial support for transit from the federal government and the provinces. However, the extent to which individual cities have been able to productively harness this new financial support varies greatly. This study compares the recent development of rapid transit infrastructure in two of Canada’s largest metropolitan areas, Toronto and Vancouver. It finds that while both cities have recently developed regional transportation authorities to manage large transit investments, in Toronto the development of rapid transit has been highly contentious, marked by frequent changes in plan and the repeated cancellation and deferral of transit projects, while in Vancouver, the development of rapid transit has been much more consensual and orderly. The study introduces an analytical framework that interprets these different outcomes as the result of dissimilar institutional environments in the two cities, which vary in the extent to which they insulate long-range planning and decision-making from efforts by politicians to harness rapid transit decisions for short-term electoral advantage.

GELANGGANG REMAJA TANJUNG DUREN SARANA PENYALURAN MINAT DAN BAKAT UNTUK MENINGKATKAN KESEHATAN

Health is a fundamental aspect to maintain someone’s life. Espescially in this millenial era, millennials would be the generation with a bad health issue in their middle age (Health Foundation research institute). One of the main factor is the fact that 93% millennials did’t do any precaution on their own health. Sports in one thing we could do to achieve a healthy life. According to CSIS National Survey “Social orientation, economic, and politic on millennial generation” on 2017, sports got a number one position with 30.8% as the most engaging activity for millennials. Sports is a sistematical progress which aim to develop one’s physical and spiritual potential which can be done as a group of people / groups. Sports is a great stress-reliever to distract a negative mind as well to stretch body muscles (Jessica Dolland, 2004). Also , is an activity to train our body so that our organs could function well (Suryanto Rukmono S.Si). Health and sports activity then create a potential to answer millennials needs for a sports facility. Youth center is a medium to run a sports activity that’s comply to peoples need especially millennials. The chosen site is in Tanjung Duren, which has known as a housing area with a high density surrounded by various facility espescially on food & beverages and education facility in West Jakarta. This project would have a synergy with it’s surroundings, aim to create an accessibility also to provide a public space. The program based on the needs for indoor and outdoor sports court, multifunction room, discussion room, eSports community room, and interactive pool. This project aim to become a public space that could cater peoples needs espescially on physical health. Starting with a planning process that begins with identifying the components that support the object (complexity), conducts a study to look for the interrelationships of various influential factors, determines to decide the dominant factors that influence other factors, and predicts the various factors that make the future better. In the design, the process will be user-oriented, where the user becomes the main focus in orientation. As well as projecting up to> 10 years ahead, oriented to long-range planning to apply the concept of sustainable architecture. In its journey, between the planning and design process will be interactive, so that it is an ongoing process with a system of feedback from one to another. Abstrak Kesehatan merupakan sebuah aspek fundamental dalam menjalankan kehidupan sehari-hari. Terkhusus pada era milenial kini, generasi milenial akan menjadi generasi yang memiliki tingkat kesehatan yang buruk pada usia pertengahan (lembaga riset Health Foundation). Salah satu factor yang berperan adalah karena, faktanya 93% millennials tidak melakukan tindakan pencegahan dalam aspek kesehatan. Olahraga merupakan salah satu jalan yang harus ditempuh untuk meraih kesehatan. Menurut Survei Nasional CSIS “Orientasi Sosial, Ekonomi, dan Politik Generasi Milenial 2017, olahraga berada di posisi utama dengan persentase sebesar 30.8% sebagai kegiatan yang paling menarik minat generasi milenial. Olahraga merupakan sebuah proses yang bersifat sistematis yang dapat berbentuk kegiatan untuk mengembangkan potensi jasmani maupun rohani yang dilakukan oleh beberapa orang atau kelompok. Olahraga merupakan pereda stress yang baik untuk mengalihkan segala pikiran negatif serta untuk peregangan otot (Jessica Dolland, 2004). Juga, merupakan kegiatan untuk melatih tubuh agar segala organ tubuh kita dapat berfungsi secara baik (Suryanto Rukmono S.Si). Adanya potensi terkait kesehatan dengan kegiatan olahraga, khususnya terhadap generasi milenial kemudian menghadirkan potensi untuk menghadirkan sarana dan pra-sarana terkait kegiatan olahraga. Gelanggang remaja merupakan sarana dalam menjalankan kegiatan olahraga yang dinilai sesuai dengan kebutuhan masyarakat khususnya generasi milenial. Tapak yang dipilih berada di Tanjung Duren, yang dikenal sebagai daerah pemukiman padat yang dikelilingi dengan berbagai fasilitas yang cukup lengkap khususnya di bidang pendidikan dan kuliner di Jakarta Barat. Proyek ini bersinergi dengan lingkungan sekitar dalam menciptakan aksesibilitas serta pengadaan ruang bagi public. Program yang dihadirkan berdasarkan pada kebutuhan akan sarana olahraga berupa lapangan olahraga indoor dan outdoor, ruang serbaguna, ruang diskusi, ruang bagi komunitas eSports, serta interactive pool. Proyek diharapkan dapat menjadi sebuah ruang public yang dapat memenuhi kebutuhan masyarakat khususnya pada bidang kesehatan jasmani. Dimulai dengan proses perencanaan yang diawali dengan mengidentifikasi komponen yang menunjang objek (kompleksitas), mengadakan studi untuk mencari keterkaitan berbagai factor yang berpengaruh, mendeterminasi untuk menentukan factor dominan yang berpengaruh terhadap factor lain, serta memprediksi berbagai factor yang ada untuk menjadikan di masa depan lebih baik. Di dalam proses perancangan akan berorientasi kepada pengguna, dimana pengguna menjadi focus utama dalam orientasi. Serta memproyeksikan hingga >10 tahun ke depan, berorientasi kepada long-range planning untuk menerapkan konsep arsitektur berkelanjutan. Dalam perjalanannya, antara proses perencanaan dan perancangan akan bersifat interaktif, sehingga merupakan sebuah proses berkelanjutan dengan sistem umpan balik satu dengan yang lain.

Opening Strategy

Opening Strategy recounts the origins and development of Strategy as a profession from the middle of the last century to the present day. In particular, it focuses on how strategic planning superseded long-range planning, and the more recent rise of strategic management and open strategy. Together, these practices have contributed to growing inclusiveness and transparency in contemporary organizations. Informed by interviews with corporate strategists at leading companies around the world, eminent consultants at firms such as Bain, the Boston Consulting Group, and McKinsey & Co., and the internal archives of strategic innovators such as General Electric and Shell, this book provides vivid insights into the trials and tribulations of practice innovation in Strategy, and stresses the hard work of the little-recognized and sometimes eccentric innovators within the profession. By building on a wide range of illustrations, covering both successes and failures, the book draws out general lessons for practice innovation in Strategy. Those studying the topic will be able to set standard strategy techniques in historical and social context and develop new areas for investigation, while practising executives and consultants should gain a sense of how to innovate in Strategy—and how not to.

Strategic Planning

This chapter examines the development of strategic planning practices from around 1960. Strategic planning advanced on the prior practice of long-range planning by emphasizing choice, competition, and control. It also made an initial step towards more open forms of strategizing by widening the discourse of strategy among managerial elites. Strategic planning’s rise was supported by three exogenous forces: growing organizational complexity, a culture of rationality, and new analytical technologies. Nevertheless, strategic planning’s development still took two kinds of arduous and fallible institutional work: ‘rule-making’ and ‘resource-organizing’. Under the first, corporate strategists, such as Shell’s Pierre Wack, created and disseminated techniques, such as scenario analysis, while consultants, such as BCG and McKinsey, promoted portfolio analysis. Under the second, entrepreneurs, such as Bruce Henderson, had to create new consulting organizations, such as BCG, and corporate strategists, such as Jack McKitterick at General Electric, built the first corporate strategy units.

DEVELOPING A RESILIENCE TOOL FOR HIGHER EDUCATION INSTITUTIONS: A MUST-HAVE IN CAMPUS MASTER PLANNING

INTRODUCTION Resilience has become a prominent topic in the planning and design industry over the past several years. States, cities and entire regions face an ever-growing threat of environmental and societal challenges, including natural disasters, sea level rise, climate change, terrorism and financial insolvency. Around the world, universities are leading efforts in terms of research and problem solving regarding resilience and sustainability in their broader communities. As campus planners working nationwide with higher education clients, we see an increasing opportunity for higher education researchers, leaders and institutions to bring this same leadership stance to addressing their campus' own resilience. A campus master plan is perhaps the pinnacle opportunity to connect expert researchers with campus stewards and community leaders to engage in dialogue, identify priorities and advance resilience within their campus and community. A comprehensive master plan, by its very nature, will guide and protect an institution's long-range survival and plans. Such long-range planning is now more critical than ever given the deep financial pressures and flat or declining demographics that so many institutions face. Being proactive versus reactive increases the likelihood that institutions will succeed and continue to meet the needs of students and communities. Universities should continue or begin to address resilience challenges and opportunities in whatever scope possible. This paper will give university leaders and industry participants a broad framework to direct discussion and dissect levels of resilience, opportunities and potential shortfalls, and highlight resilient campus planning best practices. The aim is to provide a framework for institutions to measure and strengthen the resilience of their infrastructure, culture, and systems, while contributing to the resilience of their communities.

Geospatial Evaluation for Urban Agriculture Land Inventory

Urban agriculture is recently being recognized as a distinctive urban land use contributing to greenspaces and food security. The land inventory forms the critical first step in identifying sites for urban agriculture. The authors' analysis greatly expands on prior land inventory strategies, first analyzing land cover to identify all open areas available for siting urban agriculture. Then in GIS, the authors completed a land use suitability analysis, and finally a demographic analysis to assess potential sites for contribution to food security of lower income populations. Results show that Roanoke includes 2,312 hectares suitable for schoolyard gardens, urban farms, community gardens, orchards, and home gardens, of which 189.4 hectares are found in neighborhoods with extremely high rates of poverty. The authors' inventory strategy can be implemented elsewhere without special data or software. A detailed inventory offers opportunities for long-range planning, and broadening participation of stakeholders.