Transit-Oriented Development Sample Clauses

Transit-Oriented Development. Locate mixed-use, medium to higher density development in appropriate locations along transit corridors. The Project appears to support implementation of this goal. Goal DES-3. New Development in Built Areas. New construction should occur in a compact form in developed locations whenever feasible. The Project appears to support implementation of this goal. Goal DES-5. Attractive and Functional Streets and Parking Areas. Design automobile use areas to fit the character of the community, and comfortably accommodate travel by pedestrians and bicyclists, while still meeting health, safety, and emergency access needs. This goal will be particularly relevant to the Project given the new parking guidelines
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Transit-Oriented Development. The City would like Owner to construct mid-rise higher density apartments with mixed-use ground floor commercial east of Town Center Drive near the BRT line, because the City finds that: a. This change to the project will promote the principles of smart growth, maximizing land use potential within walking range of Otay Ranch BRT station and ensuring transit-supportive densities near BRT line. b. The transit-oriented development will establish a compact walkable community by replacing surface parking with 5-level structured parking, benefiting the environment by reducing carbon emissions. c. This type of housing product, which is considered costly to construct and has not been built in Chula Vista, will improve housing affordability and economic development by providing a more diverse mix of housing types in a fiscally sustainable manner. d. The City wants this form of development and Owner is willing to fund this high-cost product.
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Transit-Oriented Development. Pedestrian-friendly development focused around a major transit access point or Public Transit Center. Elements include compact, mixed-use development with facilities and design that enhance the environment for pedestrians in terms of safety, walking distances, comfort and the visual appeal of the surroundings. • Transmission Line: Line carrying power from the point of generation and delivers it to distribution substations. Transmission lines operate at a nominal voltage of fifty-five (55) kilovolts or more, usually one hundred fifteen (115) or two hundred thirty (230) kilovolts. • Transportation Demand Management (TDM) Study: See Appendix C, Section 11.7. • Transportation Management Plan (TMP): A contract between the City and a property owner, employer, or group of employers stating that the property owner or employer(s) will provide education, opportunities, and employee incentives and ride sharing, parking incentives and other transportation alternatives. The TMP also addresses the responsibility of the property owner or employer(s) for monitoring the success of the TMP and reporting the annual results to the City.
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Transit-Oriented Development. TransLink and the Municipalities’ commitments to Transit-Oriented Development are set out in sections 4 through 9 of the City of Surrey, Township of ▇▇▇▇▇▇▇ and the ▇▇▇▇▇▇▇ City SPAs.
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Transit-Oriented Development. Transit-oriented development is compact, mixed-use development near transit facilities and high-quality walking environments which leverages transit infrastructure to promote economic development and smart growth (see Section 5.23 in Part Three of this Joint Development Solicitation) and caters to shifting market demands and lifestyle preferences. Transit-Oriented Development is about creating sustainable communities where people of all ages and incomes have transportation and housing choices, increasing location efficiency where people can walk, bike and take transit. In addition, transit-oriented development boosts ridership of transit systems and reduces automobile congestion, providing value for both the public and private sectors while creating a sense of community and place. For WMATA’s more specific purposes, Transit-Oriented Development means a development program that is compatible with and synergistic to a heavy rail transit station, including (without limitation): a walkable mixed-use community; active public amenities (such as performance spaces, libraries, day care centers, community meeting rooms, police substations and other uses that attract the public); open space in the form of high-quality small urban parks and plazas with facilities and activities customized to the size and location; the creation of a sense of place; unobtrusive loading and delivery facilities that do not detract from pedestrian and visual attraction; high-quality lighting and safe station areas; good connections with the surrounding properties, streets and neighborhoods where feasible so as to provide them access to the ▇▇▇▇▇ ▇▇▇▇▇▇▇ by bicycle and on foot; encouragement of transit ridership, whether by rail or by bus, whether by physical design or providing financial incentives; and reduction of automobile dependency by all of the foregoing means and also by other means such as transportation demand management, bike sharing and car sharing, eliminating or reducing free parking and unbundling parking fees from rent. The quality of the integration of the proposed development with the existing ▇▇▇▇▇ ▇▇▇▇▇▇▇ is an important component of a Transit-Oriented Development. For informational purposes, sample qualitative and quantitative guidelines for specific attributes of transit- oriented development are also available in the publication entitled “The ▇▇▇ Standard” published by the Institute for Transportation Development Policy at ▇▇▇.▇▇▇▇.▇▇▇/▇▇▇▇▇▇▇/▇▇▇▇▇▇▇▇▇▇▇▇. (This pu...
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Transit-Oriented Development. Should the County accept the proposed location in Symphony Overlook as discussed in the DRRA, as generally identified on the TIF maps, and with approximately the same footprint area as identified on p.11 of the 2011 ▇▇▇▇▇▇/▇▇▇▇▇▇▇ Transit Study prepared for CEPPA No. 5, then the Developer shall provide the site and all air rights above the site to the County by fee simple absolute transfer for no cost to the County. The transfer of the site and air rights shall occur in conjunction with the redevelopment of this area of Symphony Overlook known as 10-30 Columbia Corporate Center and following approval of an SDP for such redevelopment, but the site identification contained herein and commitment to transfer the property in fee simple absolute, including the air rights above and placement of a recorded covenant on the site with these terms, is intended upon Planning Board approval to constitute full satisfaction of CEPPA No. 14. If such transfer of the site has not occurred within ten (10) years, the County may elect to extend this requirement or request an alternate site and immediate turnover under the same terms as described above, specifically transfer by fee simple absolute with air rights above. Any development on the Transit Center site, whether the Symphony Overlook site or another site, shall not count against the density caps established in the Downtown Columbia Plan, except to the extent that Developer or its affiliates are a partner in the project, in which case the amount of development that counts against the density caps shall be proportional to Developer or its affiliates’ ownership. In the event that the County elects to, following transfer of the Transit Center site, sell all or a portion of the Transit Center site, Developer shall have, assuming that no related tax-exempt bonds have been issued and remain outstanding which would preclude such a right, a right of first refusal to purchase the Transit Center site or portion thereof to be offered for sale. After the future Downtown Columbia Transit Center location is identified and accepted by the County, the Developer will work with the County to produce a first- class transit-oriented development, which utilizes national best practices for transit-oriented development, maximizing the compactness, density, walkability, bikeability, and mix of uses surrounding the site so as to promote transportation choices beyond the single-occupancy vehicle.
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Related to Transit-Oriented Development

  • Research and Development (i) Advice and assistance in relation to research and development of Party B; (ii) Advice and assistance in strategic planning; and

  • Supplier Development lf the Buyer identifies problems in supplier performance based on supplier monitoring, he shall initiate improvement measures at the Supplier. The Buyer shall pursue the possibilities of continuous improvement of the Supplier. The supplier audit is a form of supplier development; the exchange of information and experience between the Buyer and the Supplier also serves this purpose.

  • Training and Development 3.1 Authorities will develop local 'Workforce Development Plans (see Part 4.8),' closely linked to their service delivery plans, which will provide the focus for the establishment of training and development priorities. Training and development should be designed to meet the corporate and service needs of authorities both current and in the future, taking into account the individual needs of employees. Local schemes on training and development should enable authorities to attain their strategic objectives through development of their employees. Training and development provisions should be shaped to local requirements and take account of the full range of learning methods. Such an approach should enable access to learning for all employees. The needs of part time employees and shift workers need particular consideration. 3.2 Employees attending or undertaking required training are entitled to payment of normal earnings; all prescribed fees and other relevant expenses arising. Employees are also entitled to paid leave for the purpose of sitting for required examinations. When attending training courses outside contracted daily hours, part-time employees should be paid on the same basis as full- time employees. (Assistance for other forms of learning, for example that directed at individual development, will be locally determined). Some training can be very expensive and authorities may require repayment of all or part of the costs incurred should an employee leave the authority before a reasonable time period has expired. The authority's policy in this regard should be made explicit. 3.3 Objectives for training and development programmes should include the following: • To enable Councils to attain their strategic objectives via investment in their employees. • To promote equity of access to learning. • To encourage employees to develop their skills and level of responsibility to the maximum of their individual potential. • To widen and modernise the skills profile of employees to maximise their versatility, employability and so, job security. • To enable employees to raise productivity, quality and customer service in pursuit of sustainable improvement 3.4 Authorities should establish local partnership arrangements, to include recognised trade unions, to develop their local workforce development plans. 3.5 The NJC endorses partnership provision such as the "Return to Learn" scheme. Authorities and the recognised trade unions shall encourage and support employees taking on the statutory Union Learning Representative (ULR) role. This will include agreeing facilities and paid release in accordance with statutory provisions. ULRs should be enabled to play a full part in promoting and implementing local training and development programmes.

  • Learning and Development 8.1 The Ministry is committed to creating a people management environment where the focus is on enhancing capability and supporting our people to build successful and rewarding careers. 8.2 This will enable the Ministry to meet the needs and expectations of stakeholders and continuously improve the quality of the service it provides by ensuring we have the capability and capacity needed to meet the expectations of New Zealanders in delivering first class justice services. 8.3 The Ministry will value and prioritise development – promoting and supporting learning as a constant for everyone. Career and personal development will be a strong focus within the Ministry. 8.4 We will endeavour to ensure that every employee has access to a range of development opportunities that ensure they have the skills needed to perform effectively in their role, and to develop new skills for future roles. People will take responsibility for their own learning and development, and will have the support and tools to enable them to do this. 8.5 The Ministry recognises that our managers and team leaders are critical to our success. 8.6 We will ensure they have the skills necessary to be successful in their roles, and encourage and support them in continually developing their leadership and management skills. 8.7 We will work to clearly define management structures and career paths, and focus on ensuring we have the management and leadership capability necessary to lead us into the future. 8.8 We will work in partnership with our managers and team leaders to identify development opportunities that contribute to their success as a leader and supporting their career aspirations. 8.9 To achieve this, the Ministry will develop a comprehensive range of learning and development opportunities for managers and team leaders.

  • Strategic procurement Aim of strategic procurement: No strategic procurement