national traveller partnership

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Traveller and Roma Policy in Ireland

Traveller inter-agency process, traveller inter-agency fund, special initiatives for travellers, traveller inter-agency conference 2015 - report, traveller inter-agency conference 2015 - presentations, search this site.

Inclusion, Equality and Gender Equality Policy Department of Children, Equality, Disability, Integration and Youth Montague Court Montague Street Dublin 2

Expert Workshops at the Royal Irish Academy of Ireland 2017, Irish Traveller Culture .

Who are Irish Travellers, and where do they fit in today’s society? learn about the origins of Irish Travellers, their unique culture, language and heritage.

Michael McDonagh, B.A. N.U.I.

A member of the Traveller community, Michael is an expert on Traveller history and culture. He has a passion for the retention of Traveller and Roma identity. A community activist, he is a founder/ board member on national and international organisations including Minceir Misle; the National Council for Travelling People; the Traveller Prison Initiative Steering Group, and Chairperson of the National Traveller Partnership.

If you enjoyed this Expert Workshop, now’s your chance to explore more!

Share your family  history skills, by volunteering to work with the Meath Traveller Network. If you’d like to know more, please contact  [email protected]

To relate in the news this week:

Travellers formally recognised as an ethnic minority.

https://www.irishtimes.com/news/politics/oireachtas/travellers-formally-recognised-as-an-ethnic-minority-1.2994309

Discover your family history .

National Traveller Partnership

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"I feel better in myself after talking to the counsellor"

National Traveller Mental Health Network

The National Traveller Mental Health Network was established in 2018 and offically launched in 2019. The N.T.M.H.N   is a collective of Travellers and Traveller Organisations across Ireland whose goal is to develop a collective space that is Traveller led, where local, regional and national Traveller mental health issues are highlighted, discussed and addressed. A space where solutions are explored with a view to being included in culturally appropriate policy on Traveller mental health.

Please see link to the Networks Strategic Plan

National Traveller Mental Health Network Strategic Plan

To get more information or find out how you can get involved please contact [email protected] or Phone 0851253211

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Mental Health Training

The launch of the Mincéir Mental Health training programme took place on 15th December 2021.  View the launch here ; view the evaluation report here .

Course participants can log into the training page here .

For more information please contact [email protected].

Conference 2019

In April 2019 The Traveller Counselling Service in conjuction with the Traveller Mediation Service and Exchange House Ireland ran a Conference exploring The Impact Of Inter-family Conflict on Traveller Mental Health.

A conference report will available in the coming weeks

Landline: 01 868 5761 Mobile: 086 308 1476 Email: [email protected]

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“As manager of the organisation, I have seen the impact since the local counselling service was set up some years now. The taboo that Travellers always had in relation to counselling is no longer there.”

“Our clients have said that they do feel the benefit of using the service for a number of reasons. Before they did not understand counselling or what it was for, and to be able to talk to someone about their problems and issues, whether it be drug related or not, in a "safe and confidential environment" is key.”

(Jim O’Brien, Manager, Bray Traveller’s Community Development Group Ltd.)

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Welcome to The Irish Traveller Movement

The irish traveller movement ( itm ) is a national membership organisation representing travellers and traveller organisations across ireland since its establishment in 1990. we work collectively to represent the views of travellers and to develop policies, actions, and innovative programmes to bring about change for travellers in ireland. the irish traveller movement holds strongly to the principle of solidarity and is a partnership between travellers and non-travellers committed to seeking full equality for travellers in irish society..

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Hate Speech and Hate Crime Law – December 6th 2023

National Traveller Partnership Company Limited By Guarantee

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Company Summary

National Traveller Partnership Company Limited By Guarantee was set up on Friday the 27th of May 2011. Their current partial address is Meath, and the company status is Normal. The company has 15 directors who have also been the directors of 43 other Irish companies between them; 15 of which are now closed. This Irish company shares its Eircode with at least 2 other companies.

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Mr Collins is a Company Director of National Traveller Partnership Company Limited By Guarantee since 2011 and a listed Director of 7 other companies.

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First National Traveller Health Action Plan launched

By Reporter - 28th Nov 2022

The National Traveller Health Action Plan (NTHAP) 2022-2027 launched today (28 November) aims to improve the health experiences and health outcomes for Travellers.

The Department of Health is providing additional ring-fenced funding of €1 million in 2023 to support the implementation of the plan, with a further €300,000 specifically for mental health services.

The NTHAP acknowledges the health inequalities that Travellers experience, arising from the social determinants of health and the obstacles they can face in accessing healthcare services. It will provide a solid foundation upon which to build and maintain a legacy of success in addressing the additional health needs of the Traveller population, according to the HSE.

Minister for Health, Stephen Donnelly said at the launch: “Today is about accepting the reality, acknowledging that in the past enough has not been done, [and] putting in place a plan for the future to make sure that the services that are needed for Traveller men, women and children are provided.”

He also said in a press statement: “[The NTHAP] is a comprehensive public health response to the health needs of Travellers, that that sets out tailored and affirmative measures to prevent disease, promote health and prolong life, and are delivered in partnership with Traveller. In particular, I welcome the focus on the mental health needs of Travellers, which is in line with the prioritisation of Travellers in my Department’s mental health policies.”

“To address the needs of Traveller women who experience homelessness additional funding is being provided from the Women’s Health Action Plan,” he added.

The plan includes health and social care interventions that will have the most impact on Traveller health, including mental healthcare and chronic disease diagnosis, early interventions and management.

The NTHAP contains 45 actions, which include:

• Continue to resource Primary Health Care for Traveller Projects (PHCTPs) in line with key responsibilities for marginalised communities
• Identify resources to reinstate and expand PHCTPs in areas where they do not exist.
• Consolidate the public health measures put in place to minimise the impact of Covid-19 and other communicable diseases on Travellers, including primary childhood immunisation programmes, control of outbreaks such as hepatitis A, and Covid-19 vaccinations.
• Support and resource peer-led initiatives focused on Traveller men’s health to improve mental health and wellbeing.

Ms Mary Brigid Collins, Primary Health Care for Travellers representative on the National Traveller Health Action Plan Steering Group, said: “I am delighted at the publication of this much-needed National Traveller Health Action Plan. I believe it has the potential to bring about real positive change for Travellers around the country.

“It has Traveller inclusion at the centre of the plan and recognises the impact of racism, discrimination, poor living conditions, poor outcomes in education and unemployment have on health outcomes.

“It recognises also the importance of active Traveller participation and the role of Traveller Health Units and Traveller Primary Health Care Projects. Travellers look forward to continuing to work with the [HSE] and the Department of Health and will continue to highlight the need for recurring and realistic budgets if we’re serious about implementing the plan.”

The Minister for Children, Equality, Disability, Integration and Youth, Roderic O’Gorman said: “We know that Travellers have poorer health outcomes than that of the general population, and face particular challenges in accessing health care services.

“The development and implementation of a detailed action plan to address the specific health needs of Travellers is an action of the National Traveller and Roma Inclusion Strategy [NTRIS], which is led by my Department, and is a key commitment of the Programme for Government.”

The HSE plans to establish a steering group before the end of 2022 to monitor and report on the implementation of the plan at national and regional levels. Traveller Health Units will also develop a 5-year implementation plan and publish an annual report.

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Irish Traveller Movement (ITM)

The Irish Traveller Movement (ITM) is a national network of organisations and individuals working within the Traveller community.

Established in 1990, the Irish Traveller Movement consists of a partnership between Travellers and settled people committed to seeking full equality for Travellers in Irish society. This partnership is reflected in all of the structures of ITM. The Irish Traveller Movement was formed to be a national platform, through which Travellers and their organisations are enabled to:

• Highlight the issues faced by Travellers and to press for real solutions.
• Debate ideas and formulate and promote culturally appropriate initiatives.
• Provide those active at a local level with support and solidarity.
• Develop alliances at national level.
• Challenge the many forms of individual, structural and institutional racism with which Travellers have to deal.

Contact information

Irish Traveller Movement 4/5 Eustace Street, Dublin 2. Tel: 01 - 679 65 77

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National traveller partnership.

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• Business Name: NATIONAL TRAVELLER PARTNERSHIP
• Time in Business: 13 Years
• Current Status: NORMAL
• Partial Address: DUBLIN
• Phone: +353 (0)1 878 0255
• Website: www.paveepoint.ie

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• Date of Last Movement: 16/07/2024
• Latest Accounts Filed: 30/11/2023
• Report Based On Accounts: 31/12/2022
• Next Set of Accounts Due: 30/04/2024
• Overdue: Yes

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National Traveller Mental Health Service

You are here:   Home » Services » National Traveller Mental Health Service

The National Traveller Mental Health service is a Traveller specific mental health and suicide prevention service. We provide these services to Travellers to improve mental health and overall wellbeing and reduce suicide. We deliver mental health supports and suicide prevention by engaging and consulting with Travellers and others to provide education, training, individual support and group work to the community.

We provide individual services to Travellers in Dublin, Offaly and West Cork in partnership with Offaly Traveller Movement and West Cork Travellers Centre. Click here for our online referral for individual mental health support .  These services are strictly confidential.

We aim to address inequalities that Travellers may experience by working with individuals, families and communities and service providers deepening understanding, improving referral pathways and aiding ongoing recovery. The service supports and delivers culturally appropriate programmes through a partnership approach with service users, local Traveller organisations and statutory, voluntary and community based mental health service.

The National Traveller Mental Health Service is fully funded by HSE National Office for Suicide Prevention.

Cognitive Behaviour Therapy

We teamed up with St. Patrick’s Mental Health Service to offer free cognitive behaviour therapy to members of the Traveller community in the Dublin area by appointment every Tuesday in Exchange House Ireland counselling rooms. This service is strictly confidential.

Cognitive Behaviour Therapy or CBT is a talking therapy that focuses on how our thoughts about something can affect how we feel and what we do. CBT can benefit anyone who is feeling stressed, unhappy, sad, angry, worried, nervous or having a hard time at home, school, college or work. Usually a person will meet and work with our CBT trained professional once a week for approx. one hour for up to 8 to 10 weeks.

Click here for our online CBT referral form or you can call Patricia on 01 524 0173.

The provision of CBT service to Travellers is funded by St. Patrick’s Mental Health Foundation.

Cognitive Behaviour Therapist

• Patricia Maher
• 01 524 0173 / 01 872 1094

Referrals and enquiries to Mental Health Team Lead

Suicide Prevention

Due to the rising number of Travellers taking their own lives, local and national Traveller organisations came together in early 2004. This was the beginning of the National Traveller Suicide Awareness Project. With the support of The Parish of the Travelling community, Crosscare, national & local Traveller groups, a working group was formed whose purpose was to develop a culturally appropriate plan to address the issue of suicide within the Traveller community.

In 2006 the HSE National Office for Suicide Prevention funded a full time worker for a National Suicide Awareness Project which was hosted by Crosscare. In 2011 two male workers were funded to work specifically with Traveller men on mental health & suicide prevention and awareness issues. In 2012 the Project went out for tender and was awarded to Exchange House National Travellers Service, where the aim remains to work with Travellers to reduce the suicide rate within their community.

Mental Health and Wellbeing

The National Traveller Suicide Awareness Project applied for funding to Genio for a 3 year pilot project called Traveling to Wellbeing (T2WB). In late 2012, this application was successful and the project commenced managed by Exchange House Ireland and based in Exchange House Ireland, Offaly Traveller Movement, West Cork Traveller Centre and North Cork Travellers. The aim of T2WB was to reduce stigma around mental health and suicide in the Traveller community. The project provided mental health clinical workers in 4 locations in Ireland who worked with Travellers, experiencing mental health issues, to build and apply their individualised recovery plans.  In 2015, an independent evaluation of Travelling to Wellbeing was completed which showed the project to be an effective intervention and support to Travellers in supporting their mental health recovery. You can find it here. 

In 2016 ongoing funding for Travelling to Wellbeing was secured through HSE National Office for Suicide Prevention. The National Traveller Suicide Awareness Project and Travelling to Wellbeing merged into the National Traveller Mental Health Service.

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Intermodal Passenger Facility Planning and Decision-Making for Seamless Travel (2024)

Chapter: 7 governance and partnerships.

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PRE-PUBLICATION DRAFT—Unedited Text and Graphics Chapter 7 Governance and Partnerships Introduction This chapter introduces intermodal passenger facility governance, using examples from recent projects at airports, ferry terminals, rail stations, and transit centers. It explains the essential elements of governance, the assignment of roles and responsibilities throughout the facility’s life cycle. It introduces different models of project delivery and offers an overview of private development partnerships with references to available publications about joint development. Governance is the act or process of governing or overseeing the control and direction of something such as a country or an organization. 1 For intermodal passenger facilities, governance typically involves multiple entities supported by strong partnerships. Effective governance and partnership agreements incorporate flexibility throughout the facility’s lifecycle and reflect the local stakeholder environment. Ineffective governance can contribute to project delays, cost overruns, legal disputes, and other negative impacts. Identifying the right governance model at project inception is an essential first step in project planning and sets the stage for positive outcomes. Types of Governance Models Different governance models are available to deliver, maintain, and operate intermodal passenger facilities. The choice of models used often depends on local circumstances, types and scales of project delivery efficiencies, financing plans, and legal authority. The main types include:  Single public entity  Public entity cooperative agreement  Public and joint powers authorities  Special purpose vehicles and public private partnerships Single Public Entity When one entity owns an intermodal passenger facility and provides services directly or through vendors, its governance follows the entity’s internal processes and procedures. The single entity can make all decisions and negotiate all agreements. In single public entity formats, partnerships tend to be internal, assigning responsibilities for project development, 71 PRE-PUBLICATION DRAFT—Unedited Text and Graphics 

PRE-PUBLICATION DRAFT—Unedited Text and Graphics planning, financing, design, construction, operation, and maintenance. See Coleman Dock example in text box. Single Public Entity: Coleman Dock Washington State Ferries, a division of Washington DOT Transportation, began replacing the aging Seattle Coleman Dock in 2017 to enhance the ferry terminal’s role as a regional multimodal transportation hub. Improvements include a new 1,900 passenger terminal, elevator access and other accessibility improvements, elevated pedestrian walkways, and an elevated connection across Alaskan Way via the Marion Street Walkway to/from Downtown Seattle. See https://wsdot.wa.gov/construction-planning/search-projects/ferries-seattle-multimodal- terminal-colman-dock-project. Public Entity Cooperative Agreement A public entity cooperative agreement involves two or more agencies that have distinct processes and procedures. Such agreements typically cover approaches to project funding/financing, delivery, and performance. This may include identifying how roles and responsibilities are allocated and whose processes and procedures will govern the distinct phases of the asset’s lifecycle. See San Francisco Ferry Terminal example in text box. Public Entity Cooperative Agreement: San Francisco Ferry Terminal Following completion of its terminal expansion project in San Francisco, the San Francisco Bay Area Water Emergency Transportation Authority (WETA), the operator of regional ferry service, entered into a cooperative agreement with the Port of San Francisco for landside operations and maintenance. See https://sanfranciscobayferry.com/. Public and Joint Powers Authorities For more complex projects or programs that may involve multiple entities, governments often establish public authorities or joint powers authorities through legislation to develop and maintain public infrastructure. Such authorities may receive public funds, directly finance projects, and procure goods and services. Public authorities provide a single point of accountability and clear policies, processes, and procedures for making decisions throughout a project’s life cycle. Public authorities also include procedures and policies to ensure transparency, accountability, and oversight, often reporting to a board made up of representatives of the partnering organizations. See Greater Orlando Aviation Authority and Transbay Joint Powers Authority examples in text box. 72 PRE-PUBLICATION DRAFT—Unedited Text and Graphics 

PRE-PUBLICATION DRAFT—Unedited Text and Graphics Public Authority: Greater Orlando Aviation Authority The Greater Orlando Aviation Authority (GOAA) oversees airports in Orlando, Florida. As part of the new Orlando International Airport Terminal C expansion project, GOAA leased three platforms to Brightline, an intercity passenger rail line serving destinations in Florida. Brightline service opened at the airport in 2023. The terminal expansion project also includes a modern car rental facility with provisions for EV charging. See https://tjpa.org/tjpa/about-the-tjpa. Joint Powers Authority: Salesforce Transit Center The Transbay Joint Powers Authority (TJPA) has primary jurisdiction for financing, design, development, construction, and operation of the Salesforce Transit Center (Transbay Terminal). Led by an eight-member board, TJPA was created by the City and County of San Francisco, the Alameda- Contra Costa Transit District, the Peninsula Corridor Joint Powers Board, the California High Speed Rail Authority, and Caltrans (ex officio). See https://www.orlandoairports.net/press/2022/09/13/orlando-internationals-new-terminal-c- arriving-on-schedule/. Special Purpose Vehicle and Public Private Partnerships U.S. DOT defines a public private partnership (P3) as a contractual agreement formed between a public agency and a private entity that allows for greater private participation in transportation project delivery and financing. 2 All P3s include financing, operations, and maintenance. See Appendix C for a more detailed discussion of using a P3 for delivering an intermodal passenger facility project. Public Private Partnership (P3): LAX People Mover Station The Los Angeles Airport (LAX) People Mover connects the airport with a new Metro station, airport parking garages and a new consolidated car rental facility. The project was developed under a P3 delivery model. Agreements among L.A. Metro and individual airlines delineated responsibilities for limits of the developer’s work and those of other entities. The private developer is responsible for delivering and financing infrastructure, including the people mover system along with its operations and maintenance. See https://www.lawa.org/transforminglax/projects/underway/apm. Essential Elements of the Governance Process Regardless of the model chosen, successful governance of intermodal passenger facilities is built on a shared vision, identification of partners and stakeholders, and clearly defined stakeholder relationships. Establishing a Shared Vision Establishing a shared vision with potential partners and stakeholders is a critical first step in the planning and development process. TCRP Report 102: Transit-Oriented Development in the United States: Experiences, Challenges, and Prospects and TCRP Report 224: Guide to Joint 73 PRE-PUBLICATION DRAFT—Unedited Text and Graphics 

PRE-PUBLICATION DRAFT—Unedited Text and Graphics Development for Public Transportation Agencies provide examples of projects with shared visions. As an example, for Arlington County, Virginia, maintaining a focus on its shared vision was critical to successful TOD implementation. Through a process that encompassed multiple stakeholders in the early 1970’s, the county adopted a bull’s eye metaphor to articulate its TOD goal (Cervero et al. 2004). This enabled the county to leverage Metrorail’s presence and transform once dormant neighborhoods into vibrant clusters of office, retail, and residential development. The original vision and subsequent general plan and subsequent station-area plans contributed to the realization of that vision. The county’s ability to promote and sustain growth for over 40 years is the result of maintaining the original vision while adapting to the changing needs of its communities (Cervero et al. 2004). Identifying Partners and Stakeholders Strong coordination among partners and stakeholders is paramount to a successful intermodal passenger facility, particularly those that feature multiple modes of transportation and service providers. Each mode or service may have unique public and/or private stakeholders. Categorizing partners and stakeholders helps to clarify roles and responsibilities, which are then reflected in governance processes and procedures. Partners and stakeholders generally fall into three categories, direct participants, consulting parties, and external stakeholders: Direct Participants Direct participants include public entities with direct responsibility for the facility, and typically include the property owner, a major tenant or operator, a major service provider, or public agencies with authority over the facility. Direct participants, either singly or jointly, have roles in governance and have ultimate decision-making authority. The direct participants’ roles and responsibilities are codified through legal agreements, partnership agreements, contracts and/or legislation. Consulting Parties Consulting parties may have a role in project delivery or facility management but are not involved with decision-making. Examples of consulting parties include public agencies with review and/or permitting roles, project abutters, public safety agencies, contractors, project tenants, and modal operating agencies. Agreements with consulting parties may take the form of contracts, cooperative agreements, interface agreements, memorandums of understanding (MOUs), and operating agreements. These flow from the authority of the direct participants. External Stakeholders External stakeholders are public and private entities with an outside interest in an intermodal passenger facility. External stakeholders include community organizations, neighborhood or business associations, and advocates. Intermodal passenger facility projects need well- 74 PRE-PUBLICATION DRAFT—Unedited Text and Graphics 

PRE-PUBLICATION DRAFT—Unedited Text and Graphics established plans for external stakeholder communications. Appointed project advisory committees are often used for this purpose. In some instances, specific communications protocols can be established between the primary participants and the external stakeholders to outline the types and schedules for communications. Defining Stakeholder Relationships The process of defining stakeholder relationships typically begins with mapping all facility stakeholders and grouping them into functional categories, such as owners, customers, transportation providers, service providers, and community groups. Figure 8 illustrates a mapping example for airport stakeholders, derived from the International Air Transport Association (IATA) Airport Governance Toolkit. This comprehensive example helps to illustrate parties directly involved in an airport (e.g., facility owner, airlines, owners), consulting parties (e.g., government and related entities), and external entities (e.g., communities). The mapping process in this example also considers other important stakeholders such as consumers and passengers, modal providers (airlines and surface transportation providers), and retail tenants. Source: Deloitte Professional Services (DIFC) Limited Figure 8. Example stakeholder map. 75 PRE-PUBLICATION DRAFT—Unedited Text and Graphics 

PRE-PUBLICATION DRAFT—Unedited Text and Graphics Assigning Roles and Responsibilities Because intermodal passenger facility projects often involve several public and private entities as well as external stakeholders, project planners should address certain key questions while defining relationships, roles, and responsibilities, including:  Who has the legal authority to participate in the project? Is a legislative change required to include the pertinent parties?  Who can provide funding for the project? Is financing available and by whom? Can equity/revenue flow to the project and if so, though what party?  Who has property rights, including land ownership, leases, and development rights?  Whose regulations and standards will apply and who has oversight?  Who will sustain and maintain the project through its lifecycle?  Who has responsibility for safety and security? For governance purposes, entities identified through this initial set of questions are then typically divided into direct participants, consulting participants, and external stakeholders. Using an RACI Matrix to Assign Roles and Responsibilities RACI (responsible, accountable, consulted, informed) is an acronym for a type of responsibility matrix specifying who is responsible for a task, who is accountable for a task, who needs to be consulted, and who needs to be informed. An RACI matrix is helpful when projects have multiple participating entities performing different tasks that feature multiple timelines, key milestones, and decision points. RACI is commonly used for managing different types of construction, implementation, and monitoring activities. 3 An RACI matrix or other matrix approach can help inform the structuring of governance agreements. Once roles and responsibilities are established, legal agreements, contracts and/or legislation can be developed to formally establish the relationships among the parties. Figure 9 presents an example for a hypothetical intermodal passenger facility. 76 PRE-PUBLICATION DRAFT—Unedited Text and Graphics 

PRE-PUBLICATION DRAFT—Unedited Text and Graphics Figure 9. Hypothetical RACI matrix for facility development process. Accommodating Changes Over a Project’s Life Cycle Stakeholder roles and responsibilities may evolve as a project moves from inception to delivery to operations and maintenance. Governance models should consider the full life cycle and what roles each party may play at different times. Flexible governance agreements consider the different roles parties may play during planning, design, construction, and operations and maintenance phases of the project. In addition, the governance model should be flexible and designed to accommodate potential changes in roles and responsibilities. Governance Model Checklist A governance model should address all aspects of the intermodal passenger facility from planning and delivery through operations and maintenance. Once the model is created by clarifying roles and responsibilities, governance agreements can be created. Regardless of the model of governance, all governance agreements should include these elements:  A statement of the shared vision for the project and its objectives  An outline of the relationships between all internal and external partners and stakeholders and those with property interests 77 PRE-PUBLICATION DRAFT—Unedited Text and Graphics 

PRE-PUBLICATION DRAFT—Unedited Text and Graphics  A formal agreement among the direct participants that identifies a structure with a single point of authority for decision-making  Authority for representing the project in contracting and working with external stakeholders and third parties throughout its lifecycle  A preliminary financing plan that identifies sources and uses of funds, conditions for receiving grant funds or revenues, and potential for creating incentives to foster cooperative behavior. See Chapter 8.  Considerations for future expansion  An agreement on management mechanisms for − Processes and procedures − Independent reviews and oversight − Dispute resolution − Approving changes − Reporting and transparency Documenting the approaches to these governance framework essentials and identifying the strategies to implement them will contribute to successful project delivery and high levels of performance throughout the facility’s useful life. Spending time early in the intermodal passenger facility development process to document the approach to governance and implementing the framework is a critical first step in project development. Flexible Governance at Denver Union Station The Denver Union project illustrates how governance can change over time. The City of Denver originally adopted the Denver Union Station Master Plan in 2004. Four years later, the Denver Union Station Project Authority (DUSPA), a nonprofit, public benefit corporation was established to finance and oversee project implementation. Partners included Regional Transportation District (RTD), the City and County of Denver, Colorado DOT, and the Denver Regional Council of Governments. Since project completion, RTD is responsible for station elements while a private developer is responsible for the historic station building. See Appendix D. Project Delivery Methods With a governance model in place and project planning and permitting complete (scoping, environmental evaluation and clearance, property acquisition, initial business case and financial plan), the next step is to select a method of project delivery. The following discussion offers a high-level summary of available methods. Appendix C provides more details on project delivery methods, including structures and timelines. 78 PRE-PUBLICATION DRAFT—Unedited Text and Graphics 

PRE-PUBLICATION DRAFT—Unedited Text and Graphics Design-Bid-Build (DBB) Design-bid-build (DBB) is a common method of project delivery that many government entities use. Each project phase (design and construction) is bid out sequentially through separate procurements. The public owner or project sponsor manages the interfaces between the designer and contractor. The designer develops the design and specifications to a level near 100% and the owner uses a procurement process for the construction components. The construction contracts are bid based on 100% design drawings and specifications. In a DBB procurement, the owner assumes risks for cost and schedule. Construction Management/General Contractor (CM/GC) Construction management/general contractor (CM/GC) is a progressive project delivery option. A CM/GC is delivered in two phases (preconstruction and construction). This method is also known as construction manager at risk (CMAR). This delivery method brings the contractor on at the 30% level of design and requires delivery at a guaranteed maximum price. Design-Build (DB) Design-build (DB) integrates different elements of delivery into a single contract. Project owners typically develop concept designs to approximately 30% then initiate a procurement process to engage a contractor with design experience or a team that includes contractors and designers. The procurement process itself can be interactive by allowing bidding teams to propose alternative technical concepts and innovative solutions to reduce costs and accelerate the schedule. As with CMAR, this delivery method brings the contractor on early at 30% level of design and transfers design and construction integration from the owner to the contractor. However, the level of design requires contractors to take a larger share of risk on unknowns because of the limited design stage. This can lead to more claims and changes for the owner if unknowns are encountered during the delivery and the risk. Progressive Design-Build (PDB) Progressive design-build (PDB) is gaining in popularity. Like CM/GC, under a PDB framework, the owner chooses a design-builder based on qualifications. The relationship between parties is like a DB contract in that the designer is working for the contractor instead of the owner, however the PDB includes two distinct phases: development and delivery. A PDB delivery approach provides greater flexibility than a DB approach by defining and de- risking the project during the development phase. Once the project scope is defined to a sufficient detail, the PDB contractor then submits a hard bid for the delivery phase, which is negotiated with the owner on an open-book basis. The development phase fosters an opportunity for the contractor to partner with the owner to further progress the design, determine the need for early work packages, and arrive at a 79 PRE-PUBLICATION DRAFT—Unedited Text and Graphics 

PRE-PUBLICATION DRAFT—Unedited Text and Graphics more confident project cost. This method can reduce the overall delivery schedule and potential claims but has the disadvantage of negotiating with a single party. Design-Build-Operate-Maintain (DBOM) In most intermodal passenger facility projects, the owner is ultimately responsible for facility operations and maintenance and receives the facility back from the contractor once construction is complete. Under a DBOM delivery model, the same team involved with DB or PDB is also responsible for operations and maintenance over a defined period. DBOM projects typically require the contractor to meet performance measures during the operations and maintenance period to ensure that the facility is well maintained throughout the term. With a DBOM, the overall project design and selection of construction materials places greater emphasis on durability of materials to optimize lifecycle costs since the DBOM contractor is concerned with the whole life of the asset. DBOM contracts typically include risk-sharing provisions and incentives to encourage cooperation between the contractor and the owner. Public Private Partnerships (P3s) P3s combine design, construction, financing, and operations and maintenance under one contract. P3s are performance-based contracts. They are often used when an owner wants to accelerate delivery of a facility and combine that with performance-based operations and maintenance over a set term. It is important to have a defined project scope, environmental clearance, performance-based specifications, and a project champion representing the owner. P3s require expertise from public owners that they may not have in-house. Because P3s are complex, public owners should have competent legal, financial, and technical advisors in place to assist with development of procurement documents and throughout the procurement process. It can take up to two years or more to procure and negotiate a P3 contract, but the benefits of an integrated delivery with project financing and performance-based operations and maintenance contract can overcome the disadvantages of a lengthy procurement timeframe. Evaluating Project Delivery Models When evaluating project delivery options, project planners and owners should determine the legal authorities available, the goals for the procurement, and how each option meets the goals, which can include cost and schedule certainty, speed of delivery, integration of services, degree of risk transfer, and compatibility with existing services available to the owner. The evaluation process is typically both qualitative and quantitative. Qualitative Comparison of Project Delivery A qualitative comparison can identify necessary tradeoffs to achieve stakeholder consensus. For more complex intermodal passenger facility projects, more than one delivery model may be appropriate for different project elements. For example, the redevelopment of Denver Union Station and the surrounding transit-oriented development project used a P3 for the 80 PRE-PUBLICATION DRAFT—Unedited Text and Graphics 

PRE-PUBLICATION DRAFT—Unedited Text and Graphics station while a private real estate development team redeveloped the project around the station. See Figure 10, which shows a hypothetical evaluation using the six models discussed in this chapter by goal category. In this example, the project goal is to quickly deliver a facility funded through facility revenue and downstream grants. The qualitative analysis indicates P3 as the most promising delivery model. P3 works in this instance because of the project’s accelerated schedule, the ability to meet the funding profile, the integration of design, construction, and operations and maintenance, the ability to enhance innovation, and price and schedule certainty. A PDB delivery option also scores well but does not include operations and maintenance services. Source: WSP Figure 10. Hypothetical qualitative comparison of project delivery methods. Quantitative Analysis of Project Delivery Options Following the qualitative evaluation, a quantitative analysis can be used to refine the most promising options to evaluate specific project risk assessments, updated cost estimates and schedule comparisons, as well as conceptual financing plans for each delivery model. It is important that the analysis receives input from identified stakeholders, that they understand their roles and responsibilities, and how each delivery model will affect their workstreams and 81 PRE-PUBLICATION DRAFT—Unedited Text and Graphics 

PRE-PUBLICATION DRAFT—Unedited Text and Graphics overall project governance. Table 9 shows the overall approach to the selection of a delivery method, including both qualitative and quantitative analysis. Table 9. Qualitative and quantitative analysis of project delivery methods. Qualitative Analysis Quantitative Analysis Options Constraints Feasibility Study Preferred Option Procurement method Stakeholder objectives Refinement of cost and Variation over phases revenue estimates Project scope Market appetite Risk analysis Risk allocation Phasing Potential public funds Financial structure Governance Legal Value of options Legal changes comparison Regulatory Range of funding need Source: WSP Private Development Partnerships Many intermodal passenger facilities include a private development component, either within or adjacent to the facility. Assuming market conditions support a mix of new land uses to complement the facility, there are a variety of ways to integrate development. In most cases, this future development potential can and should be factored into the overall governance model and used as a source of potential funding, depending on the mechanisms available and applicability to the scenario. Ultimately, the most appropriate land development model will depend on who has property rights, including ownership and/or control of the developable area under consideration. Joint Development Depending on the development scenario and owner goals, developable land can be sold outright or developed through ground or air-rights leases. Detailed guidance on a range of development options is provided in TCRP Research Report 224 Guide to Joint Development for Public Transit Agencies. This report describes best practices for public transit agencies to optimize joint development opportunities and provides detailed guidance on each step of the process. The report defines joint development by its transactional relationship to the transit agency and its ability to generate lease or sale proceeds, cost avoidance arrangements or other forms of financial return (Raine et al. 2021). The scale and mix of potential uses will also influence the land development model and eventual selection of a single developer partner, multiple, or a master developer. In a scenario where there is limited developable land inventory, a single developer partner may be selected to deliver a specific use on a parcel or parcels. If the scale of developable land availability and development potential is larger, a master developer land development model may be more 82 PRE-PUBLICATION DRAFT—Unedited Text and Graphics 

PRE-PUBLICATION DRAFT—Unedited Text and Graphics applicable. In this scenario, the master developer typically acquires the land and oversees the phased development of several parcels and uses. This model ensures that there is a holistic approach to the timing, scale, and mix of uses and a cohesive planning framework around the intermodal passenger facility. Provider Partnerships Intermodal passenger facility owners may choose to form partnerships with modal providers and with others local entities. These include areas transportation management associations (TMAs), private mobility providers, social service agencies, and community-based organizations. Transportation Management Associations TMAs are non-profit organizations comprised of various public and private stakeholders collaborating to address specific transportation issues. TMAs enable businesses to serve in an advocacy role for its members and gather resources to support various commuter transportation strategies. TMAs often focus on alternatives to driving alone. While TMA funding traditionally derives from employed membership, federal grants in partnership with local jurisdictions have become more common in recent years. 4 Shared Mobility Providers Cities across the U.S. (and the world) have responded to the growth in private shared mobility companies operating bikesharing, scooter sharing, ridehailing, and other services by requiring companies to obtain operating permits. Contracts with local governments contracts typically include per-vehicle deployment fees annual application renewal fees. In exchange, cities often limit the number of shared mobility providers allowed to enter the market, sometimes granting exclusive rights to operate within the market. Fees from these agreements can then be earmarked for infrastructure improvements, maintenance, or expansion. TCRP Research Report 204: Partnerships Between Transit Agencies and Transportation Network Companies (TNCs) provides a review of partnerships between transit agencies and TNCs in the U.S. (Curtis et al. 2019). The report also presents a partnership playbook that offers step-by-step guidance to transit practitioners interested in pursuing partnerships with TNCs. TCRP Research Report 221: Redesigning Transit Networks for the New Mobility Future includes toolkits for leveraging partnerships with other entities and for working with the private sector. Intermodal passenger facilities can also work with the local government to impose a small surcharge for each ridehailing/TNC trip. Trips to and from airports or major train stations could have additional surcharges for construction and maintenance of accommodating facilities. Moreover, bikeshare programs such as Citi Bike in New York City or Divvy in Chicago, have emerged through public-private partnerships. These partnerships unlock private investment through additional funding opportunities such as advertising revenue and corporate sponsorships. Also see micromobility discussion in Chapter 6. 83 PRE-PUBLICATION DRAFT—Unedited Text and Graphics 

PRE-PUBLICATION DRAFT—Unedited Text and Graphics 1 https://www.merriam-webster.com 2 https://www.transportation.gov/buildamerica/p3 3 https://www.tamguide.com/ 4 The Association for Commuter Transportation is a valuable resource for working with TMAs. 84 PRE-PUBLICATION DRAFT—Unedited Text and Graphics 

The intermodal travel experience has changed significantly over the past two decades and continues to evolve. The broad adoption of digital technologies has altered how customers plan, book, and pay for travel and navigate spaces. Those that plan, build, and manage intermodal passenger facilities—such as airports, transit centers, rail and bus stations, and ferry and cruise terminals—must consider recent trends and emerging technologies and the impact on the travel experience.

TCRP Research Report 250/ACRP Research Report 275/NCHRP Research Report 1129: Intermodal Passenger Facility Planning and Decision-Making for Seamless Travel , from TRB’s Transit Cooperative Research Program, Airport Cooperative Research Program, and National Cooperative Highway Research Program, describes the state of the practice, emerging lessons, and recommended practices for how intermodal passenger facilities can meet the needs of diverse users in the 21st century as new technologies emerge. The report emphasizes support for seamless travel, considering how different people experience intermodal passenger facilities.

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OpenAI announces content deal with Condé Nast, including content from Wired, The New Yorker and Vogue

By hayden field,cnbc • published august 20, 2024 • updated on august 20, 2024 at 4:13 pm.

• OpenAI on Tuesday announced a partnership with Condé Nast, in which the AI startup's products, such as ChatGPT and SearchGPT, will be able to display content from the media company's outlets.
• OpenAI specifically named Vogue, The New Yorker, Condé Nast Traveler, GQ, Architectural Digest, Vanity Fair, Wired and Bon Appétit.

It is the latest in a recent trend of some media outlets joining forces with AI startups such as OpenAI to enter into content deals.

OpenAI on Tuesday announced a partnership with Condé Nast, in which the Microsoft -backed artificial intelligence company's products, such as ChatGPT and SearchGPT, will be able to display content from Vogue, The New Yorker, Condé Nast Traveler, GQ, Architectural Digest, Vanity Fair, Wired, Bon Appétit and other outlets.

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"With the introduction of our SearchGPT prototype, we're testing new search features that make finding information and reliable content sources faster and more intuitive," OpenAI wrote in a blog post . "We're combining our conversational models with information from the web to give you fast and timely answers with clear and relevant sources."

OpenAI added that the SearchGPT prototype offers direct links to news stories and that the company plans "to integrate the best of these features directly into ChatGPT in the future."

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In July, Perplexity AI debuted a revenue-sharing model for publishers following more than a month of plagiarism accusations. Media outlets and content platforms including Fortune, Time, Entrepreneur, The Texas Tribune, Der Spiegel and WordPress.com were the first to join the company's "Publishers Program."

OpenAI  and Time magazine  announced a "multi-year content deal"  in June that will allow OpenAI to access current and archived articles from more than 100 years of Time's history. OpenAI will be able to display Time's content within its ChatGPT chatbot in response to user questions, according to a  press release , and use Time's content "to enhance its products," or, likely, to train its AI models.

China's state media slams U.S. over Biden nuclear strategy report

Tim Walz tells DNC that he and Harris will ‘turn the page on Donald Trump'

OpenAI announced a similar partnership in May with  News Corp. , allowing OpenAI to access current and archived articles from The Wall Street Journal, MarketWatch, Barron's, the New York Post and other publications.  Reddit also announced  in May that it will partner with OpenAI, allowing the company to train its AI models on Reddit content.

Other news publications and media outlets are aggressively trying to protect their businesses as AI-generated content becomes more prevalent.

The Center for Investigative Reporting, the country's oldest nonprofit newsroom,  sued  OpenAI and lead backer  Microsoft  in federal court in June for alleged copyright infringement, following  similar  suits from publications including  The New York Times , the Chicago Tribune and the New York Daily News.

In December, The New York Times filed a suit against  Microsoft  and OpenAI, alleging intellectual property violations related to its journalistic content appearing in ChatGPT training data. The Times said it seeks to hold Microsoft and OpenAI  accountable for  "billions of dollars in statutory and actual damages" related to the "unlawful copying and use of the Times's uniquely valuable works," according to a filing in the U.S. District Court for the Southern District of New York. OpenAI  disagreed  with the Times' characterization of events.

The Chicago Tribune, along with seven other newspapers, followed with a  suit  in April.

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