- Traveller & Roma Communities in Ireland
- National Traveller and Roma Inclusion Strategy
- Traveller Inter-Agency Groups
- Conflict and Mediation
- Key Statistics
- Pride, Culture and Identity
- Publications and Press
- News and Press
- Traveller and Roma Representative Organisations
![](http://carpathians.online/777/templates/cheerup/res/banner1.gif)
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
Web Design and Development by Annertech
![national traveller partnership Traveller Counselling Service logo](https://travellercounselling.ie/wp-content/uploads/2012/04/tc2.png)
"I feel better in myself after talking to the counsellor"
National Traveller Mental Health Network
![national traveller partnership](https://travellercounselling.ie/wp-content/uploads/2019/08/NTMHNLogo-06-002-300x150.png)
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
Comments are closed.
Mental Health Training
![national traveller partnership](https://travellercounselling.ie/wp-content/uploads/2016/04/Launch-vid-thumbnail-300x166.png)
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
![national traveller partnership](https://travellercounselling.ie/wp-content/uploads/2013/02/phone_blue.jpg)
Landline: 01 868 5761 Mobile: 086 308 1476 Email: [email protected]
Latest News
![national traveller partnership](https://travellercounselling.ie/wp-content/uploads/2022/02/annmarie-tc-bio-50x50.jpg)
View our Leaflet
Click here to download or print our leaflet!
![national traveller partnership leaflet_thumb](https://travellercounselling.ie/wp-content/uploads/2013/04/leaflet_thumb.png)
This service is proudly supported by
![national traveller partnership dept-justice-equality-law-reform](https://travellercounselling.ie/wp-content/uploads/2016/09/dept-justice-equality-law-reform.png)
“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.)
Privacy Overview
![national traveller partnership Irish Traveller Movement](https://itmtrav.ie/wp-content/uploads/2016/10/Logo_ITM-Travellers.png)
- What is ITM?
- Key Achievements
- Irish Travellers
- ITM Members
- Become a Member
- Accommodation – Key Issues
- Traveller Homes Matter Files
- Anti Racism & Interculturalism – Key Issues
- Traveller Ethnicity
- Anti Traveller Racism
- Traveller Pride
- Education – Key Issues
- The Yellow Flag Programme
- ITM submissions
- Joint Oireachtas Committee on Key Issues Affecting Travellers
- Key Reports
- Newsletters
- ITM Notice Board
- ITM Strategic Plan 2023-2027
- Annual Reports
- Sign up to our Newsletter
- Support Our Work
![title= national traveller partnership](https://itmtrav.ie/wp-content/uploads/2022/04/website-slider-3.png)
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..
![national traveller partnership](https://itmtrav.ie/wp-content/uploads/2022/04/29216514_10156048581573260_6409543334074777600_n.jpg)
Policy and Political
![national traveller partnership recent-news_logo](https://itmtrav.ie/wp-content/uploads/2016/12/Recent-News_logo.png)
Hate Speech and Hate Crime Law – December 6th 2023
![national traveller partnership](https://itmtrav.ie/wp-content/uploads/2022/04/Youth-Programme-1.png)
![national traveller partnership CRIF Vision-net](https://www.vision-net.ie/assets/img/logo.png)
National Traveller Partnership Company Limited By Guarantee
Summary Latest Updates Credit Score Business Checks
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.
Key Contact Profile
![national traveller partnership](https://www.vision-net.ie/img/key-contact-profile.png)
Mr Collins is a Company Director of National Traveller Partnership Company Limited By Guarantee since 2011 and a listed Director of 7 other companies.
Similar Companies - Create a marketing list of similar companies
![national traveller partnership Ella advertisement](https://static.vision-net.ie/assets/img/ella-ads/vn_ella_140_700.png)
Latest Updates
The latest documents filed with the Companies Registration Office for National Traveller Partnership Company Limited By Guarantee (which can include the Account Details) are listed below.
View CRO company documents and company reports any Irish company or business with ease.
Credit Report
View the Latest Credit Report and Credit Limit on National Traveller Partnership Company Limited By Guarantee.
Full Credit Rating
![national traveller partnership](https://www.vision-net.ie/img/find-a-credit-rating.png)
To View the latest Credit Rating or Credit Limit on National Traveller Partnership Company Limited By Guarantee simply click 'Log-In' or 'Join-Up' below.
Vision-net Credit Scores save your business the time and cost of chasing slow payers. Evaluate risk at client application stage or run continuous credit checks on your full customer base.
Directors & Owners
Satisfy due diligence requirements on National Traveller Partnership Company Limited By Guarantee in one single 'time-saving' search. Run full background checks for Fitness and Probity on the directors of National Traveller Partnership Company Limited By Guarantee and Anti-Money Laundering checks (AML checks) on National Traveller Partnership Company Limited By Guarantee
Ownership Structure
![national traveller partnership](https://www.vision-net.ie/img/compliance-and-due-diligence.png)
Log-in now to run Due Diligence checks and Compliance checks on National Traveller Partnership Company Limited By Guarantee or click Join-up to get started.
Background check Companies, Sole Traders or Individuals and minimise your spend with more efficient Anti-Money Laundering checks and reports.
![national traveller partnership national traveller partnership](https://www.vision-net.ie/assets/img/menu-icon-01.png)
Credit Advice
![national traveller partnership national traveller partnership](https://www.vision-net.ie/assets/img/Pillar/menu-icon-01.png)
Ask Us A Question...?
More people choose Vision-net over any other search service... ask us why?
Free Resources
![national traveller partnership national traveller partnership](https://www.vision-net.ie/emails/2024/Blog-Preview-Template-Barom-Blog-20-08-2024.png)
56% Increase of Consumer Judgements in H1 2024
The number of consumer judgements in H1 2024 has seen a significant increase, when compared to the same period in 2023, 56% up...
Read More »
![national traveller partnership national traveller partnership](https://www.vision-net.ie/emails/2024/Blog-Preview-Template-Barom-Blog-13-08-2024.png)
Staying Informed In An Interconnected World
Today's world is interconnected, and companies have expanded their operations, options, and work across countries, and continents in a way never seen before...
![national traveller partnership national traveller partnership](https://static.vision-net.ie/marketing/blog/Blog-Preview-Template-Barom-Blog-06-08-2024.png)
What the Corporate Sustainability Reporting Directive means for your business
A key pillar of the CSRD requires businesses to start reporting on their ESG activities...
![national traveller partnership national traveller partnership](https://www.vision-net.ie/emails/2024/Blog-Preview-Template-Barom-Blog-09-07-2024.png)
Identify to Comply: Better PEP Checks for AML Compliance
A politically exposed person (PEP) is an individual who has been entrusted with a prominent public function...
- Investigations
- Dr Paddy Barrett
- Dr Neasa Conneally
- Prof Gabrielle Colleran
- Dr Michael Conroy
- Dr Lucia Gannon
- Dr Pat Harrold
- Dr Muiris Houston
- Prof Brendan Kelly
- Prof Seamus O’Mahony
- Dr Christine O’Malley
- George Winter
- Medico-Legal
- Clinical News
- Case Studies
- Clinical Podcast
- Innovation In Healthcare
- Book Review
- Food and Drink
- The Dorsal View
- Catherine Reilly
- David Lynch
- Paul Mullholand
- Priscilla Lynch
- Print Subscription
- Classifieds
- About Mindo
- Privacy Policy
- Terms & Conditions
Related Sites
NOTE: By submitting this form and registering with us, you are providing us with permission to store your personal data and the record of your registration. In addition, registration with the Medical Independent includes granting consent for the delivery of that additional professional content and targeted ads, and the cookies required to deliver same. View our Privacy Policy and Cookie Notice for further details.
To read more about cookies click here.
Don't have an account? Register
ADVERTISEMENT
First National Traveller Health Action Plan launched
By Reporter - 28th Nov 2022
![national traveller partnership Traveller Health](https://www.medicalindependent.ie/wp-content/uploads/2022/11/Untitled-design-32.png)
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.
Leave a Reply Cancel reply
You must be logged in to post a comment.
Lack of ‘effective’ workforce planning highlighted by new figures-IMO
By - Reporter - 15th Aug 2024
![national traveller partnership consultant recruitment](https://www.medicalindependent.ie/wp-content/uploads/2024/06/MI2024-06-11-recruitment.jpg)
Taskforce recommends models of pharmacist prescribing across the health service
By - Reporter - 13th Aug 2024
![national traveller partnership](https://www.medicalindependent.ie/wp-content/uploads/2024/08/the-medical-independent-Taskforce-recommends-models-of-pharmacist-prescribing-across-the-health-service.png)
Prof Gabrielle Colleran elected President of the IHCA
By - Reporter - 30th Jul 2024
![national traveller partnership](https://www.medicalindependent.ie/wp-content/uploads/2024/07/the-medical-independent-prof-gabrielle-colleran-elected-president-of-the-ihca.png)
![](http://carpathians.online/777/templates/cheerup/res/banner1.gif)
Many tributes paid to disability activist Ms Leigh Gath
By - Catherine Reilly - 29th Jul 2024
![national traveller partnership](https://www.medicalindependent.ie/wp-content/uploads/2024/07/the-medical-independent-many-tributes-paid-to-Leigh-Gath.png)
HIQA publishes HTA of shingles vaccination for adults
By - Reporter - 19th Jul 2024
![national traveller partnership](https://www.medicalindependent.ie/wp-content/uploads/2024/07/the-medical-independent-HIQA-publishes-HTA-of-shingles-vaccination-for-adults-.png)
Latest Issue
![national traveller partnership](https://www.medicalindependent.ie/wp-content/uploads/2024/08/Screenshot-2024-08-13-at-12.14.30.jpg)
The Medical Independent 13th August 2024
You need to be logged in to access this content. Please login or sign up using the links below.
HSE staffing restriction ‘does not bode well’ for NCHD contract talks – IMO
By Mindo - 15th Jul 2024
The IMO has welcomed the lifting of the HSE’s recruitment embargo. However, it has warned that...
![national traveller partnership](https://www.medicalindependent.ie/wp-content/uploads/2024/07/the-medical-independent-HSE-staffing-restriction-‘does-not-bode-well-for-NCHD-contract-talks-–-IMO.png)
Hospital waiting lists now at highest level ever – IHCA
The IHCA has urged the Government to take the necessary actions to follow through on commitments...
![national traveller partnership waiting list action plan](https://www.medicalindependent.ie/wp-content/uploads/2023/07/mindo_250723_waitinglists.jpg)
Trending Articles
![national traveller partnership Mercedes E-Class](https://www.medicalindependent.ie/wp-content/uploads/2024/08/Mercedes-Benz-CLE-3-scaled.jpg)
The Mercedes E-Class: A new era
There is a lot of publicity given to the Volkswagen Golf, which is celebrating 50 years...
By - Dr Alan Moran - 11th Aug 2024
![national traveller partnership vocation](https://www.medicalindependent.ie/wp-content/uploads/2024/06/mi-june11-med.jpg)
Medicine is turning into a day-job not a vocation
As older doctors retire, a new generation has arrived with different professional and personal priorities. Around...
By - Dr Neasa Conneally - 09th Jun 2024
![national traveller partnership Laboratory medicine](https://www.medicalindependent.ie/wp-content/uploads/2024/05/MI2024-05-28_lab_medicine.jpg)
Laboratory medicine under the microscope
Catherine Reily examines the growing pressures in laboratory medicine and the potential solutions,with a special focus...
By - Catherine Reilly - 26th May 2024
![national traveller partnership Lifetime Achievement Award](https://www.medicalindependent.ie/wp-content/uploads/2023/10/p26_dougveale-scaled.jpg)
Prof Doug Veale receives Lifetime Achievement Award
The highlight of this year’s Irish Society for Rheumatology (ISR) Autumn Meeting was undoubtedly the...
By - Priscilla Lynch - 22nd Oct 2023
![national traveller partnership Activelink logo](https://www.activelink.ie/themes/custom/weatherlab/components/images/activelink-logo.png)
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
- Race-Ethnicity
Activelink email bulletin
Activelink sends out two weekly digests of the content that's currently available on our web site. To subscribe complete the form below. Read the bulletin terms .
Added to your basket
National traveller partnership.
- Edit My Business Details
- 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
Full Report
Full Business Vitals, Business Owners, Activities and Document list.
Full Business Report
Buy the full business report which includes:
- Business Owner Details
- Business Type
- Registered Date
- Ceased date (where relevant)
- Previous Names (where relevant)
Credit Score
![The Credit Score For This Company Decreased Up](https://www.solocheck.ie/imgs/down.jpg)
- 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
Credit Report
- Credit Report & Financials
- Company Printout Report
- Directors & Owners Report
- Bad Debt Judgments Report
- Mortgages Report
View a sample report
PLEASE NOTE: This Registered Business Name is owned by the company National Traveller Partnership Company Limited By Guarantee and the Credit Report information will pertain to this company.
![national traveller partnership Ella advertisement](https://www.solocheck.ie/imgs/ella-large-banner-solocheck-generic-01.png)
We use cookies to help you navigate efficiently and perform certain functions on this website. Third-party technologies used on this website may also set cookies. You will find detailed information about all cookies under each consent category below. You can choose to enable or disable some or all non-essential cookies, but disabling some of them may affect your browsing experience. Further data-security information can be found on the Privacy Statement page .
Necessary cookies are required to enable the basic features of this site, such as providing secure log-in or adjusting your consent preferences. These cookies do not store any personally identifiable data. [+ more details]
- Cookie PHPSESSID
- Duration User session
This cookie is set by the PHP server hosting the website and is used to allocate resources and maintain security and continuity with users' sessions.
- Cookie trackshare
- Duration 30 days
This cookie is set by the Exchange House website and is used to store user preferences regarding cookie settings specifically on this website.
Analytical cookies are used to understand how visitors interact with the website. These cookies help provide information on metrics such as the number of visitors, bounce rate, traffic source, etc. [+ more details]
- Cookie _ga _utma _utmb _utmc _utmt _utmz
These cookies, installed by Google Analytics, calculate visitor, session, campaign data, and also keep track of site usage for the site's analytics report. The cookies store information anonymously and assign a randomly generated number to recognise unique visitors.
Functional cookies help perform certain tasks like sharing the content of the website on social media platforms, collecting feedback, and other third-party features. Marketing cookies are used to provide visitors with customised advertisements based on the pages you previously visited and to analyse the effectiveness of the ad campaigns. By default, embeded media content on this website does not pre-set cookies. Cookies will be set if the embeded media is interacted with. [+ more details]
- Cookie yt-player-headers-readable
- Duration Never
- Description The yt-player-headers-readable cookie is used by YouTube to store user preferences related to video playback and interface, enhancing the user's viewing experience.
- Cookie ytidb::LAST_RESULT_ENTRY_KEY
- Description The cookie ytidb::LAST_RESULT_ENTRY_KEY is used by YouTube to store the last search result entry that was clicked by the user. This information is used to improve the user experience by providing more relevant search results in the future.
- Cookie yt-player-bandwidth
- Description The yt-player-bandwidth cookie is used to store the user's video player preferences and settings, particularly related to bandwidth and streaming quality on YouTube.
- Cookie yt-remote-session-app
- Description The yt-remote-session-app cookie is used by YouTube to store user preferences and information about the interface of the embedded YouTube video player.
- Cookie yt-remote-cast-installed
- Description The yt-remote-cast-installed cookie is used to store the user's video player preferences using embedded YouTube video.
- Cookie yt-remote-session-name
- Description The yt-remote-session-name cookie is used by YouTube to store the user's video player preferences using embedded YouTube video.
- Cookie yt-remote-cast-available
- Description The yt-remote-cast-available cookie is used to store the user's preferences regarding whether casting is available on their YouTube video player.
- Cookie yt-remote-fast-check-period
- Description The yt-remote-fast-check-period cookie is used by YouTube to store the user's video player preferences for embedded YouTube videos.
- Description YSC cookie is set by Youtube and is used to track the views of embedded videos on Youtube pages.
- Cookie VISITOR_INFO1_LIVE
- Duration 6 months
- Description A cookie set by YouTube to measure bandwidth that determines whether the user gets the new or old player interface.
- Cookie yt-remote-device-id
- Description YouTube sets this cookie to store the video preferences of the user using embedded YouTube video.
- Cookie yt-remote-connected-devices
- Duration 1 year 24 days 1 minute
- Description Google DoubleClick IDE cookies are used to store information about how the user uses the website to present them with relevant ads and according to the user profile.
- Cookie yt.innertube::requests
- Description YouTube sets this cookie to register a unique ID to store data on what videos from YouTube the user has seen.
- Cookie yt.innertube::nextId
![national traveller partnership Exchange House National Travellers Service](https://www.exchangehouse.ie/userfiles/image/logoNEW.png)
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.
- Research & Policy
- National Traveller Youth Mental Health Service
- Referral Form for Mental Health
- Traveller Cognitive Behaviour Therapy Referral Information
- Family Support and Crisis Intervention Service
- EU Partnership Projects
- Education and Training Service
- Concluded Programmes
- Children and Young People's Services
![national traveller partnership national traveller partnership](https://www.lenus.ie/themes/OR//images/repo-logo.png)
- Home
- Primary and Social Care
Map of Submissions
Show simple item record
National Traveller Health Action Plan (2022-2027): Working together to improve the health experiences and outcomes for Travellers
Files in this item.
![national traveller partnership Thumbnail](https://www.lenus.ie/bitstream/handle/10147/634947/national-traveller-health-action-plan-2022-2027.pdf.jpg?sequence=4&isAllowed=y)
This item appears in the following Collection(s)
entitlement
Related items
Showing items related by title, author, creator and subject.
![national traveller partnership Thumbnail](https://www.lenus.ie/bitstream/handle/10147/559117/CorkKerrychooper.pdf.jpg?sequence=6&isAllowed=y)
Cork and Kerry Community Healthcare Organisation: operational plan 2015
![national traveller partnership Thumbnail](https://www.lenus.ie/bitstream/handle/10147/313376/FINALCongenitalAnomalyRegisterLeafletV43.pdf.jpg?sequence=4&isAllowed=y)
Congenital Anomaly Registers in Ireland
Congenital Anomaly Registries in Ireland
Export search results.
The export option will allow you to export the current search results of the entered query to a file. Different formats are available for download. To export the items, click on the button corresponding with the preferred download format.
By default, clicking on the export buttons will result in a download of the allowed maximum amount of items.
To select a subset of the search results, click "Selective Export" button and make a selection of the items you want to export. The amount of items that can be exported at once is similarly restricted as the full export.
After making a selection, click one of the export format buttons. The amount of items that will be exported is indicated in the bubble next to export format.
- Country/Region
- Company revenue
![national traveller partnership national traveller partnership](https://search.infobelpro.com/Content/v2023/img/chart-img.jpg)
Dear user - your feedback matters!
Dear user, thank you for your feedback your message has been sent to our team. at any moment, feel free to reach out to us again, search.app team.
![national traveller partnership National Academies Press: OpenBook](https://nap.nationalacademies.org/read/img/openbook-header-print.png)
Intermodal Passenger Facility Planning and Decision-Making for Seamless Travel (2024)
Chapter: 7 governance and partnerships.
Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.
PRE-PUBLICATION DRAFTâUnedited 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 facilityâs 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 facilityâs 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: ï§ Single public entity ï§ Public entity cooperative agreement ï§ Public and joint powers authorities ï§ 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 entityâs 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 DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited 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 terminalâs 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 assetâs 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 projectâs 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 DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited 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 developerâs 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 DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited 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 1970âs, the county adopted a bullâs eye metaphor to articulate its TOD goal (Cervero et al. 2004). This enabled the county to leverage Metrorailâs 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 countyâs 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 participantsâ 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 DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited 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 DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited 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: ï§ Who has the legal authority to participate in the project? Is a legislative change required to include the pertinent parties? ï§ 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? ï§ Who has property rights, including land ownership, leases, and development rights? ï§ Whose regulations and standards will apply and who has oversight? ï§ Who will sustain and maintain the project through its lifecycle? ï§ 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 DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics Figure 9. Hypothetical RACI matrix for facility development process. Accommodating Changes Over a Projectâs 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: ï§ A statement of the shared vision for the project and its objectives ï§ An outline of the relationships between all internal and external partners and stakeholders and those with property interests 77 PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics ï§ A formal agreement among the direct participants that identifies a structure with a single point of authority for decision-making ï§ Authority for representing the project in contracting and working with external stakeholders and third parties throughout its lifecycle ï§ 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. ï§ Considerations for future expansion ï§ An agreement on management mechanisms for â Processes and procedures â Independent reviews and oversight â Dispute resolution â Approving changes â 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 facilityâs 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 DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited 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 DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited 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 DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited 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 projectâs 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 DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited 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 DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited 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 DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited 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 DRAFTâUnedited 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.
READ FREE ONLINE
Welcome to OpenBook!
You're looking at OpenBook, NAP.edu's online reading room since 1999. Based on feedback from you, our users, we've made some improvements that make it easier than ever to read thousands of publications on our website.
Do you want to take a quick tour of the OpenBook's features?
Show this book's table of contents , where you can jump to any chapter by name.
...or use these buttons to go back to the previous chapter or skip to the next one.
Jump up to the previous page or down to the next one. Also, you can type in a page number and press Enter to go directly to that page in the book.
To search the entire text of this book, type in your search term here and press Enter .
Share a link to this book page on your preferred social network or via email.
View our suggested citation for this chapter.
Ready to take your reading offline? Click here to buy this book in print or download it as a free PDF, if available.
Get Email Updates
Do you enjoy reading reports from the Academies online for free ? Sign up for email notifications and we'll let you know about new publications in your areas of interest when they're released.
![national traveller partnership NBC Connecticut](https://media.nbcconnecticut.com/2024/08/WVIT_station_logo_dark.png?fit=126%2C58&quality=85&strip=all&w=87&h=40)
Money Report
![national traveller partnership CNBC](https://www.nbcconnecticut.com/wp-content/themes/nbc-station/client/src/images/nbc-cnbc-logo.png)
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.
Free 24/7 Connecticut news stream: Watch NBC CT wherever you are
"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."
Get top local stories in Connecticut delivered to you every morning. Sign up for NBC Connecticut's News Headlines newsletter.
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.
![national traveller partnership](https://media.nbcconnecticut.com/2024/08/107369365-1707184821345-gettyimages-1496565122-chinavusauntitled.jpeg?quality=85&strip=all)
China's state media slams U.S. over Biden nuclear strategy report
![national traveller partnership](https://media.nbcconnecticut.com/2024/08/108023811-17242709302024-08-21t190918z_477139543_hp1ek8l1h7fnz_rtrmadp_0_usa-election-democrats.jpeg?quality=85&strip=all)
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.
- Fund manager — who's consistently beaten the S&P 500 — names a key stock to own if recession hits
- Goldman says buy these cheap stocks with healthy fundamentals during this sell-off
- How Warren Buffett's big Japanese investments fared in the global market rout
- 'We haven't seen the bottom': Dan Niles names 2 tech stocks to ride out a potential recession
Also on CNBC
- Waymo says it has doubled its weekly paid robotaxi trips to 100,000 since May
- Who is Mike Lynch, the UK tech entrepreneur missing after superyacht sinks?
- European Union slashes planned tariffs on China-made Tesla EVs, other Chinese firms
![national traveller partnership Subscribe to the CNBC YouTube Channel](https://www.nbcconnecticut.com/wp-content/themes/nbc-station/client/src/images/cnbc-cta-youtube.png)
This article tagged under:
![](http://carpathians.online/777/templates/cheerup/res/banner1.gif)
IMAGES
COMMENTS
The National Traveller Partnership (NTP) under the auspices of a non-Governmental organisation, Pavee Point Traveller and Roma Centre (Pavee Point) co-ordinated the delivery of the LCDP in partnership with 14 Traveller Community Development projects by means of a community development approach, promotion of human rights and a clear recognition ...
Traveller health infrastructure This refers to local, regional and national Traveller health partnership structures (e.g. PHCTPs, regional health networks, THUS, NTHN and THAF). WORKING TOGETHER TO IMPROVE THE HEALTH EXPERIENCES AND OUTCOMES FOR TRAVELLERS 5.
Pavee Point, alongside other Traveller organisations, has been actively advocating for a National Traveller Health Action plan over the last 12 years and we believe it is vital in order to address Traveller health inequalities. "This is a very important plan," said Mary Brigid Collins, Pavee Point Traveller Primary Health Care Project.
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.
In 2014, the funding that supports the core work of WTCDP under the LCDP (Local and Community Development Programme) came from the Department of Environment, Community and Local Government (DECLG), and was administered by the National Traveller Partnership Ltd (NTP). Core funding for the two Traveller Health Projects comes from the HSE South East through the…
Tel: +353 (0) 1 454 8727. (Mon - Fri, 10 am - 1 pm & 2 pm - 4 pm) Email: [email protected]. or contact us here. Newsletters. Sign up for The Wheel's range of regular newsletters for sector news, updates and opportunities. Signup for a free user account on our website to manage your subscriptions. Sign up now.
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 ...
The Northside Traveller Support Group was incorporated under the Companies Act in February 1988 with the Trading Name of TravAct (Company No.245190); now a registered Charity with the RCN No. 20205673. ... TravAct, an honoured member of the Irish Traveller Movement and the Irish National Traveller partnership, has been assured of adequate core ...
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.
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 would involve strengthening the structures that work in partnership with Travellers at national, regional and local levels. ... states that the plan is "integrally linked" with the National ...
The National Traveller Partnership structure was approved as the funding structure for Traveller CDP's nationally in 2011. In January 2012, WTCDP became a member of the National Traveller Partnership Ltd (NTP) which is based in Pavee Point Travellers Centre in Dublin. It received LCDP funding from the new body.
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 ...
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.
"Involve are really looking forward to this new partnership with the DCEDIY and Comhairle na nÓg. As a youth service that specialises in working with the Traveller community we are aware of some of the barriers that exist for Traveller Youth participation in Comhairle, such as a lack of self-confidence, cultural aspects and discrimination, but we hope through working together we can increase ...
PLEASE NOTE: This Registered Business Name is owned by the company National Traveller Partnership Company Limited By Guarantee and the Credit Report information will pertain to this company. Quick, Reliable and Confidential Company Reports, Credit Ratings and Judgment Searches. SEARCH Location Ireland UK Intl.
the National Traveller and Roma Inclusion Strategy for the years 2017 - 2021 inclusive. This Inclusion Strategy is a cross-Departmental initiative to improve the lives of the Traveller and Roma communities in Ireland. Travellers and Roma are among the most disadvantaged and marginalised people in Ireland. During the years of the financial
The fund will enable development of an interagency community approach led by HEIs, in collaboration with local Traveller and Roma organisations. It will support and promote the building of partnerships between HEIs and local and national Traveller and Roma organisations, as well as schools, and all other relevant education and training bodies.
• National Traveller Partnership -32.1% • Traveller SPY youth projects -29.8% • Health -5.4% These cuts have had an overwhelming negative effect on services and supports to the Traveller community and have had an adverse effect on Travellers social,economic,civil,political and cultural
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. ... The service supports and delivers culturally appropriate programmes through a partnership approach with service users ...
This National Traveller Health Action Plan (NTHAP) outlines significant Traveller health inequalities that must be addressed during the 5-year period of 2022-2027. It contains a clear framework for the implementation and monitoring of the actions herein, including the need for targeting and mainstream measures as well as evidencebased policy, which requires systematic ethnic equality ...
Find company information, contact details, financial data & company linkages for NATIONAL TRAVELLER PARTNERSHIP COMPANY LIMITED BY GUARANTEE of Navan, Ireland.
Suggested Citation:"7 Governance and Partnerships." National Academies of Sciences, Engineering, and Medicine. 2024. Intermodal Passenger Facility Planning and Decision-Making for Seamless Travel. Washington, DC: The National Academies Press. doi: 10.17226/27953.
OpenAI on Tuesday announced a partnership with Condé Nast, in which the AI startup's products, like ChatGPT and SearchGPT, will be able to display content from the media company's outlets.