South Carolina Transportation Infrastructure Bank Annual Accountability Report Fiscal Year 2002-2003

The South Carolina Transportation Infrastructure Bank reports to the Office of State Budget its annual accountability report that includes an executive summary, organizational profile including leadership system, program descriptions and budgets, and program results.

South Carolina Transportation Infrastructure Bank Annual Accountability Report Fiscal Year 2003-2004

The South Carolina Transportation Infrastructure Bank reports to the Office of State Budget its annual accountability report that includes an executive summary, organizational profile including leadership system, program descriptions and budgets, and program results.

South Carolina Transportation Infrastructure Bank Annual Accountability Report Fiscal Year 2004-2005

The South Carolina Transportation Infrastructure Bank reports to the Office of State Budget its annual accountability report that includes an executive summary, organizational profile including leadership system, program descriptions and budgets, and program results.

South Carolina Transportation Infrastructure Bank Annual Accountability Report Fiscal Year 2005-2006

The South Carolina Transportation Infrastructure Bank reports to the Office of State Budget its annual accountability report that includes an executive summary, organizational profile including leadership system, program descriptions and budgets, and program results.

South Carolina Transportation Infrastructure Bank Annual Accountability Report Fiscal Year 2006-2007

The South Carolina Transportation Infrastructure Bank reports to the Office of State Budget its annual accountability report that includes an executive summary, organizational profile including leadership system, program descriptions and budgets, and program results.

South Carolina Transportation Infrastructure Bank Annual Accountability Report Fiscal Year 2007-2008

The South Carolina Transportation Infrastructure Bank reports to the Office of State Budget its annual accountability report that includes an executive summary, organizational profile including leadership system, program descriptions and budgets, and program results.

South Carolina Transportation Infrastructure Bank Annual Accountability Report Fiscal Year 2008-2009

The South Carolina Transportation Infrastructure Bank reports to the Office of State Budget its annual accountability report that includes an executive summary, organizational profile including leadership system, program descriptions and budgets, and program results.

South Carolina Transportation Infrastructure Bank Annual Accountability Report Fiscal Year 2009-2010

The South Carolina Transportation Infrastructure Bank reports to the Office of State Budget its annual accountability report that includes an executive summary, organizational profile including leadership system, program descriptions and budgets, and program results.

South Carolina Transportation Infrastructure Bank Annual Accountability Report Fiscal Year 2010-2011

The South Carolina Transportation Infrastructure Bank reports to the Office of State Budget its annual accountability report that includes an executive summary, organizational profile including leadership system, program descriptions and budgets, and program results.

South Carolina Transportation Infrastructure Bank Annual Accountability Report Fiscal Year 2011-2012

The South Carolina Transportation Infrastructure Bank reports to the Office of State Budget its annual accountability report that includes an executive summary, organizational profile including leadership system, program descriptions and budgets, and program results.

South Carolina Transportation Infrastructure Bank Annual Accountability Report Fiscal Year 2012-2013

The South Carolina Transportation Infrastructure Bank reports to the Office of State Budget its annual accountability report that includes an executive summary, organizational profile including leadership system, program descriptions and budgets, and program results.

Sextant. A spatial data infrastructure for marine environments

At national and European levels, in various projects, data products are developed to provide end-users and stakeholders with homogeneously qualified observation compilation or analysis. Ifremer has developed a spatial data infrastructure for marine environment, called Sextant, in order to manage, share and retrieve these products for its partners and the general public. Thanks to the OGC and ISO standard and INSPIRE compliance, the infrastructure provides a unique framework to federate homogeneous descriptions and access to marine data products processed in various contexts, at national level or European level for DG research (SeaDataNet), DG Mare (EMODNET) and DG Growth (Copernicus MEMS). The discovery service of Sextant is based on the metadata catalogue. The data description is normalized according to ISO 191XX series standards and Inspire recommendations. Access to the catalogue is provided by the standard OGC service, Catalogue Service for the Web (CSW 2.0.2). Data visualization and data downloading are available through standard OGC services, Web Map Services (WMS) and Web Feature Services (WFS). Several OGC services are provided within Sextant, according to marine themes, regions and projects. Depending on the file format, WMTS services are used for large images, such as hyperspectral images, or NcWMS services for gridded data, such as climatology models. New functions are developped to improve the visualization, analyse and access to data, eg : data filtering, online spatial processing with WPS services and acces to sensor data with SOS services.

Smart and sustainable public transport systems through improving level and quality of service

Buses are considered a slow, low comfort and low reliability transport system, thus its negative and por image. In the framework of the 3iBS project (2012), several examples of innovative and/or effective solutions regarding the Level of Service (LoS) were analysed aiming to provide operators, practitioners and policy makers with a set of Good Practice Guidelines to strengthen the competitiveness of the bus in the urban environment. The identification of the key indicators regarding vehicles, infrastructure and operation was possible through the analysis of a set of case studies -among which Barcelona (Spain), Cagliari (Italy), London (United Kingdom), Paris and Nantes (France). A cross comparison between the case studies was carried out for contrasting the level of achievement of the different criteria considered. The information provided on Regulatory, Financial and Technical issues allows the identification of a number of specific factors influencing the implementation of a high quality transport scheme, and set the basis for the elaboration of a set of Guidelines for the implementation of an intelligent, innovative and integrated bus system, including the main barriers to be tackled.

Iowa Department of Public Health's Office of Multicultural Health Strategic Plan FY 2007-2011, September 26, 2008

The Iowa Department of Public Health's Office of Multicultural Health invited 21 representatives, key informants throughout the State of Iowa and five state personnel to help chart a strategic map for the OMH staff and it constituents to travel during the next 3-5 years, as the office strengthens its infrastructure and continues to meet its mission.

Iowa Department of Public Health Office of Minority and Multicultural Health Strategic Plan 2012 to 2017, February 19, 2013

The Iowa Department of Public Health's Office of Multicultural Health invited 21 representatives, key informants throughout the State of Iowa and five state personnel to help chart a strategic map for the OMH staff and it constituents to travel during the next 3-5 years, as the office strengthens its infrastructure and continues to meet its mission. This two day strategic planning session brought forth the consensus of maintaining the four major function areas held within the 2007 to 2011 strategic plan. Those four areas are: education, advocacy, data and training and development. 2