accountability · Build Operate Transfer · Business · Circular Economy · Commerce · destination management · Energy Savings Plan · entrepreneurs · Historic District · Historic Towns · intercity transit · Logistics · Mobility · Partnerships · pay-per-use · Resilience · responsibility · shared economy · Tradition · travel plan

Collaborations and Partnerships in the Pay-per-Use Economy

Consumers, Manufacturers and Businesses in the Servitization Economy

Consumers increasingly prefer usership to ownership by utilizing pay-per-use and other on-demand services, as scalable and resilient value-driven outcomes such as pay-per-mile become available.

The Traditional make, use and dispose economy is supplanted by a circular one in which resources have a longer useful life, with product and materials recovery at the end of service life. End to end providers will be replaced by multiple product and service offerors with unique expertise in the provision of customer-centric rather than asset-centric services.

Small Businesses, especially those with clients located in rural and smaller urban communities, can increase their capabilities with environmentally viable offerings by entering into collaborations and partnerships in a multi-sector ecosystem as new companies enter the marketplace to target these opportunities via data democratization and new organizational models.

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Communities that rely on connections and collaborations within and among regions will have access to technologies to transition from a sale to a service culture that features pay-per-use and pay-by-outcome models such as pay-per-mile and power-by-the-hour, creating locally owned enterprises and achieving economies of scale pricing in areas ranging from travel service and destination management, to local and intercity mobility programs connecting large cities with micropolitan areas, and innovative energy savings, water conservation and building automation systems solutions for buildings typically found on main street and in historic districts. Technology tasks include data sources integration, micro payments, flexible billing and cost-effective self-service customer and partner interfaces.

Linking Manufacturing and Services

Circular and Shared Economies create new value as pay per use models and outcome payments change the points of reference of projects and transactions as manufacturers repair and upgrade their products with modular designs; asset management and optimum maintenance become major capabilities. Equipment re-use, remanufacturing and redeployment as well as asset harvesting allow manufacturers to offer life cycle management services.

a collaborative system that delivers seamless customer experiences

canals · Commerce · Cultural Heritage · cultural itineraries · destination management · Friends and Family Travel · Historic District · Historic Towns · intercity transit · Italy · Lakes · museums · Tradition · Travel · travel plan · waterways

Milan Monza and Lake Como

Water History Food Fashion and Design

Unlike most European and world leading cities, Milan was not settled on a river or by the sea, but in the middle of the Po River Valley. Hence, Milan’s is a history about water and how water was brought to the city. The concentric layout of the city center has been influenced by the Navigli, an ancient system of navigable and interconnected canals, now mostly covered.

Water History and Leonardo Da Vinci

A Source of energy for transportation and as a defense system throughout the centuries.Leonardo Da Vinci spent his most productive years in Milan, and his activity as an engineer crossed with the water history of the city; marks of his activity are still visible after hundreds of years. Water, sustainability and Leonardo are the threads that unify the different epochs in the city’s history and this part of Italy.

Traditions and Innovations in Energy and Water

Classical Milan the old Roman city of Mediolanum, and the more hidden parts of Milan, will connect the visitor with old artisan shops, the new Museum of Cultures, Villa Necchi Campiglio and the Last Supper.

Shopping and Design Milan is a global capital in industrial design, fashion and architecture. It is also a mecca for food lovers.As the commercial capital of Italy and one of Europe’s most dynamic cities, it accounts for the lion’s share of the fashion trade, with some of the most renowned fashion houses headquartered here. Its upscale fashion district- il quadrilatero della moda – and La Galleria, the world’s first shopping mall, offer the best shopping opportunities anywhere. 

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The Royal Villa in Monza has its own history dating back to the middle ages with a Royal Villa and the surrounding Monza Park. Recently restored the villa rivals in size and quality Versailles and Caserta’s Royal Palace. Behind the Royal Villa, Monza Park is the largest walled park in Europe. You may be already familiar with it as the racetrack where the Monza Formula 1 Grand Prix takes place every September.

Lake Como Bellagio is a cozy old village where the two branches of the lake converge in a narrow Canyon and where the water is still feeding an old-fashioned power plant. Isola Comacina is an old settlement with ruins dating back from the middle ages, and a terrific view of the Lake. The road back to Milan is via the Strada Regina – Queen’s Road – along the lakeshore and an opportunity to look at some gorgeous villas, including George Clooney’s residence.

Traveling to Milan Monza and Lake Como

Atlantic Coast · Commerce · Cultural Heritage · destination management · Geography · Historic Towns · intercity transit · Mobility · public transit · Resilience · Sustainable Communities · travel plan · water quality

Community Planning

The Montgomery County, Maryland Experience

As Montgomery County continues to attract an increasingly diverse, technologically savvy, well-educated population, the Planning Department focuses its skills and talents to bring high-quality design in both form and function to all areas, from central business districts to rural villages and improve quality of life by conserving and enhancing the natural and built environment for current and future generations.

Community Planning great communities are created by developingmaster plans, reviewing applications for developmentand analyzing information to help public officials plan the future. Multi-disciplinary geographic teams with regulatory as well as community planning functions lead to better integration and more balanced decision-making. Staff also provide recommendations, information, analysis and services to the Planning Board, the County Council, the County Executive, other government agencies and the general public.

The Environment sustainability and a reduced carbon footprint contribute to healthier communities by

o   assisting property owners to improve or develop their properties

o   analyzing natural resources for community planning

o   reviewing development applications, and

o   participating in efforts to promote environmental sustainability for residents and visitors.

Travel to the US Mid-Atlantic

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Sustainable communities are created by addressing resource protection, climate change, air quality, water quality and availability, human health and well-being.

Historic Preservation is supported by providing identification, designation, and regulation of historic sites in Montgomery County.  Staff maintains an archive and library of documentation on historic resources and provides preservation outreach and guidance on best-practices to the public.

Transportation Planning entails detailed analyses of transportation issues and improvements needed to support expected growth during master plan preparation as well as planned improvements. A biennial Mobility Assessment report plays an integral role in developing recommendations for growth policies matching transport services with new development.

Urban Designers establish guidelines, blend architecture, landscape architecture, and environmental stewardship, resulting in:

o   Street Character improving the character of the street system, promoting walking, providing easy access to transit, creating inviting connections to services

o   Open Spaces establishing open space systems designed to serve people of all ages and needs, providing a variety of urban spaces – plazas, urban parks and town commons – connected by a system of greenways and sidewalks

o   Building Form and Character fostering the design of buildings that shape public streets and open spaces, density, building heights, setbacks from the curb, and parking locations

o   Landmarks and Gateways preserving and highlighting the elements that make a community unique and increasing access to historic resources.

tell us about your community projects

Build Operate Transfer · Business · Commerce · Conservation · destination management · Efficiency · Geography · Historic Towns · intercity transit · microtransit · Mobility · Travel

Build Operate and Transfer Projects

Travel Mobility Services Energy Efficiency and Water Conservation

The Concept a program anchored in communities with a history as hub cities, hence a reliance on connections and collaborations within and among regions, resulting in a national trading platform with economies of scale utilizing historic trade routes and state of the art products and services to the benefit of community commuters, residents and visitors.

The Objective achieve economies of scale pricing in selected communities around the US in the areas of travel, destination management, transit, 5G, energy efficiency and water conservation.

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Ways and Means a build operate and transfer project, unique to each community but connecting participating towns via customer sharing, transit programs, energy management and similar measures.

Participants a team of product and services providers who provide know-how and resources to jump-start projects in collaboration with local partners.

The BOT is established for a set duration – 18 to 24 months, renewable – with transfer to local partners, inclusive of training for local individuals, existing businesses, local government and nonprofits, where applicable.

Client Targets: US and International Vacationers, Business Travelers and Commuters

Connecting air and rail metro hubs with micropolitan communities via

Intercity Multimodal and Local Micro Transit hub and spoke services to

Leverage travel client relationships and engage local product and service providers in:

travel related value-added services    transportation   

 energy efficiency    water conservation

Creating Virtual Hotels and improving Customer Service.

A Team Tasked with Developing Deploying Managing and Marketing Systems and Tools that Benefit Your Community

Commerce · Efficiency · hub and spoke transport · intercity transit · Last Mile · Logistics · mobility network · optic fiber · Performance

Telecom and Energy Networks First and Last Miles

The last mile or last kilometer is a term widely used in the telecommunication, energy and transportation industries to deliver services to retail customers; specifically, it refers to the portion of the network chain that physically reaches the end-user’s premises. The word mile is a metaphor because the last mile of a network to the user is conversely the first mile from the user’s premises to the outside world when the user is sending data or initiating a transport service.

The Speed Bottleneck in networks occurs in the last/first mile; bandwidth effectively limits the data that can be delivered to the customer because networks have relatively few high capacity trunk channels branching out to feed many final mile clients. The final mile links, being the most numerous and thus most expensive part of the system, as well as having to interface with a wide variety of user equipment, are the most difficult to upgrade to new technology. Phone trunk lines that carry calls between switching centers are made of optical-fiber but the last mile is a technology which has remained unchanged for over a century since the original laying of copper phone cables.

The term last mile has expanded outside the communications industries to include other distribution networks that deliver goods to customers, such as the pipes that deliver water and natural gas and the final legs of mail and package deliveries. The problem of sending any given amount of information across a channel can therefore be viewed in terms of sending Information-Carrying Energy ICE. For this reason, the concept of a pipe or conduit is relevant for examining existing systems.

conduits that carry small amounts of a resource a short distance to physically separated endpoints

Cost and Efficiency the high-capacity conduits in these systems tend to also have in common the ability to efficiently transfer a resource over a long distance. Only a small fraction of the resource being transferred is wasted or misdirected. The same cannot be said of lower-capacity conduits; this has to do with efficiency of scale. Conduits that are located closer to the end-user, do not have as many users supporting them; resources supporting these smaller conduits come from the local area. Resources for these conduits can be optimized to achieve the best solutions, however, lower operating efficiencies and greater installation expenses can cause these smaller conduits to be the most expensive and difficult part of a distribution system.

economies of scale increases of a conduit’s capacity are less expensive as the capacity increases

The economics of information transfer an effective last-mile conduit must:

Deliver signal power, must have adequate signal power capacity;

Experience low occurrence of conversion to unusable energy forms;

Support wide transmission bandwidth;

Deliver high signal-to-noise ratio, low unwanted-signal power;

Provide nomadic connectivity.

In addition, a good solution to the last-mile problem must provide each user high availability, reliability, low latency and high per-user capacity. A conduit which is shared among multiple end-users should provide a correspondingly higher capacity in order to properly support each individual user for information transfer in each direction.

Optical fiber offers high information capacity and is the medium of choice for scalability given the increasing bandwidth requirements of modern applications. Unlike copper-based and wireless last-mile mediums, it has built-in future capacity through upgrades of end-point optics and electronics without having to change the existing fiber infrastructure. 

optical fiber is the future of local and regional commerce

America · Build Operate Transfer · Business · Commerce · Conservation · Cultural Heritage · cultural itineraries · destination management · entrepreneurs · Friends and Family Travel · Historic District · Historic Towns · hub and spoke transport · intercity transit · Logistics · museums · Sustainable Communities · travel plan

The Aberdeen South Dakota Commercial Historic District

Railroad Town Hub City and Main Street Commercial Development

Since its founding in 1881, Aberdeen has been the dominant regional commercial center for northeast South Dakota and the Aberdeen Commercial Historic District is the commercial core of this regional hub.

Main Street is a homogeneous collection of brick buildings built between 1884 and 1983, with special emphasis on the 1908-29 period. The district conveys a strong feeling of architectural cohesiveness with design elements such as corbelling and geometric brick and concrete patterns as distinguishing features that reinforce the feeling of time and place.

General Characteristics the Aberdeen Commercial Historic District extends six full blocks on either side of the predominant commercial street in town, Main Street. All eighty-two buildings were built for commercial use, except for the recent brick Sherman Apartments and the 1899 Masonic Temple. As befits a railroad town, the linear district emanates from the source of Aberdeen’s establishment, the Milwaukee, St. Paul & Pacific Railroad tracks, then continues south to Sixth Avenue – Highway 12.

aberdeen buildingThe commercial development of Main Street has been continuous and the break in construction between 1938 and 1951 offers a distinct end to the period of significance, 1884 to 1938. The lengthy, four-decades-long period provides a significant continuum that illustrates the initial and unbroken economic vitality of Main Street. Within this fifty-four-year period of significance is a notable cluster of construction dates. Fully forty of the eighty-two buildings were built between 1908 and 1929, reflecting the boom years of Aberdeen’s and South Dakota’s commercial development.

Aberdeen was born of railroad construction and the related Dakota land boom of the 1880s. The selection of a site reflected the economic motives behind its creation. Representatives of the Milwaukee, St. Paul & Pacific Railroad were responsible for the town’s founding and based their selection on the best chance for maximum economic return. They chose this site at the expense of the existing settlement of Columbia, favoring an intersection point with the North-Western Railroad, fully recognizing the economic dividends of a location at two intersecting rail lines.

Experiential Tourism in Aberdeen South Dakota

aberdeen sd viewThe site was very flat and low. Sloughs and marshes greeted the actual surveyors in the fall of 1880. A town plan, named for the home town of Milwaukee Road president Alexander Mitchell, was filed on January 3, 1881, and the first lot buyers arrived that spring. The first train stopped at the station at the north end of Main Street on July 6, 1881, and from then on building after building was erected in rapid succession, according to contemporary reports by pioneer merchant T. Clarkson Gage. By that fall there were reportedly 250 residents.

Lots on Main Street sold for $125 for a 25-foot frontage, $150 for corner sites

The early buildings were small, hastily constructed wood frame stores with boom town fronts. With the highly advantageous position at the crossing of two rail lines and the resulting converging travelers, merchandise, and commodities, Aberdeen was immediately a locus for commercial enterprise in Brown County. The county grew from just 353 people in 1880 to 12,241 five years later, approximately 2,000 of them in Aberdeen.

By 1886 the eminence of Aberdeen was assured. Now three railroads served the community, giving the city the sobriquet, the Hub City. The U.S. Land Office opened an office there, and all manner of commercial enterprise served the growing hinterland. An 1889 city directory, for example, lists no less than eleven farm implement dealers, six banks and eight mortgage companies, seven dry goods stores, twenty hotels and boarding houses, six newspapers, and ten saloons

aberdeen south dakota downtownDepression and Rebuilding 1890s-1929. The late 1880s also brought the end of the initial and speedy prosperity of the heady settlement era. Crop failures, then a nationwide financial depression in the 1890s ended the construction boom and stilled commercial development in Aberdeen. None of the extant buildings along Main Street apparently were built between 1893 and 1898. At the turn of the century came another cycle of plenty which continued unabated into the 1920s. Again, a land boom triggered speculation; rising crop prices brought a return to prosperity. Population mushroomed from 4,087 in 1900 to 10,150 a decade later, a 160 percent increase.

The further development of Main Street reflected the newfound abundance in Aberdeen, both in its expansion and in the quality of construction. Larger and more permanent and costly brick- veneered replacements dotted Main Street; every decade brought a spate of new buildings. Aberdonians gained the largest steel and concrete building in the state, except for the contemporary State Capitol. Built the following year, the McDiarmid & Slater Building occupied a pivotal corner site on the south end of block five, west side. Its distinctive tan brick with contrasting red- brown brick, corbelled cornice and lively geometric patterns exemplified Aberdeen commercial buildings from the early twentieth century. In 1926 the elaborate five- story Capitol Theatre opened, its exotic Moorish and Gothic Revival motifs and immense neon sign a beacon on Saturday nights.

The 1920s marked the arrival of national chain stores in Aberdeen. Kresge and J.C. Penney Company

Aberdeen ViewThe Great Depression 1929-41. Following WWI and the related slide in farm product prices, agricultural areas such as northeast South Dakota suffered an economic decline. In 1929 the boom period ended in earnest nationally with the dramatic end to high stock market prices. Aberdeen was still the largest town on the Milwaukee Road between Minneapolis and Butte, Montana. With its large trading area extending from Roberts County west to the Missouri River and from the North Dakota border south to Redfield, it still could count on retail and wholesale sales, but at a diminished rate.

Design Sources for many of the Main Street buildings are likely the product of presently anonymous practices–contractors, pattern books, local architects. During the rebuilding years of the early twentieth century, it is known that architects flocked to booming Aberdeen. Little has been identified about Aberdeen architects, but the 1910 city directory listed no less than seven architects.

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Build Operate Transfer · Business · Commerce · Conservation · Cultural Heritage · destination management · Efficiency · entrepreneurs · Historic Towns · hub and spoke transport · intercity transit · Maritime Heritage · microtransit · Mobility · museums · Rivers · Sustainable Communities · Travel · travel plan

Tourism and Environment Projects in Historic Towns

Managing and Marketing Tourism and Environment Projects

The Successful Implementation of Projects in one or more local areas rests on a clear plan to develop and implement a commercial strategy as well as the identification and application of the capital and human resources required.

A Commercial Strategy with Economies of Scale and Revenue Based Funding 

Aberdeen Main Street 1912Objective achieve some measure of economies of scale in small towns and rural communities through the application of a team effort across multiple communities that share in the marketing and sales effort as well as revenue generation.

Business Philosophy develop, fund and manage sustainable tourism, environmental and community economic development projects in collaboration with local partners.


Mission create new economic opportunities in your community by: Improving local knowledge and expertise, Ensuring accountability and responsibility by participants, Educating clients about your historic town to ensure respect for local values and traditions, Utilizing market forces to achieve economies of scale and purchasing power, Developing markets for products and services, Focusing on sustainable projects in tourism, energy efficiency and water resources, Generating capital resources for small enterprises, Partnering with local government and nonprofits to reach into a community,

A Local Economic Development Program that creates New Entrepreneurial Opportunities

Rondout West StrandLocal a project made specifically for your community that draws on the history, traditions and talents that are unique to your town and region.

Collective a multidisciplinary approach that rests on the following income creating pillars:

Education and Training; Water Conservation and Management; Energy Savings and Creation Programs;

Travel Related Services and Local Typical Products.

Private and Public drawing on the resources, expertise and vantage points of both in a carefully constructed partnership that is unique to the culture, values and needs of your territory.

Boats in GeorgetownEntrepreneurial the freedom to be creative, to try something new, and to succeed!

Sustainable quality skills that empower individuals in the community in respect of the environment

Where history and culture, knowledge and learning, local citizens and visitors, the past and the future can come together and, building on past achievements, create new opportunities.

wilson store

Project Targets small commercial, retail and office buildings as well as museums and entertainment venues located in historic towns that have a history as manufacturing, agricultural and river, canal, coastal, rail and lake transport hubs.

Utilization purchase and/or lease of energy efficiency and water resources equipment, parts and related software, legal and accounting services, social media, traditional marketing and advertising, specialized consulting in community planning, architecture and design and training services.

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