The design of the airport itself is half of the success equation - how to ensure seamless door-to-door travel experience for various people including the elderly and disabled is a key. Haneda International Airport Terminal is directly connected to the city’s major urban centers by two railway companies. When the new terminal and stations were built, TIAT and these two railway companies collaborated to get rid of physical barriers across facilities for people with mobility disadvantages. For example, a hall in the terminal allows passengers to directly access to departure/arrival lobbies, public transportation services (e.g., Monorail, railway, buses, and taxies) and a car parking area via flat and straight paths. Several large-size elevators set in the station can also carry a large volume of passengers between the platforms and the arrival/departure floors. A railway line redirected the guideway from the existing platform at the domestic terminal to the second floor of the international terminal to produce flat passenger access from the station to the departure lobby. In addition, the both railway lines introduced movable step boards that bridge train vehicles and platforms for wheelchair users, and platform screen doors for passengers’ safety.

The universal design committee organized approximately forty universal design workshops and reflected the opinions collected from a wide range of users to the detailed drawing of the terminal. The members also visited existing airport facilities and used mock-ups to assess the effect of the design plan. As a result of these joint design efforts, the terminal successfully provides seamless access to public transportation, especially railways. It also progressively introduced world-class terminal facilities with the Universal Design concept; Multipurpose toilets, boarding bridges, and versatile concierge service and communication devices exemplify its novelty.

During this survey, the Nature Reserve's launch was made available to study the shallow coastal waters. With a length of 8 meters
equipped with sounder, GPS and radar. To complement this equipment and obtain the finest possible accuracy, the launch was equipped with a differential GPS operating in real-time WAAS/EGNOS metric mode, with an accuracy of the order of 1 to 2 meters. An RTK (Real Time Kinematic) system was used for greater precision during the investigations. Its beacon was placed on the roof of the Cap Béar semaphore, close to the survey area. This is a method whereby GPS signal corrections are transmitted in real time from a reference receiver, located at a precise known point, to the boat's mobile receiver. Accuracy can then be
centimeters if you are close to the reference receiver.

For several years now, numerous studies have been carried out on Posidonia meadows in the Reserve. Each study provided increasingly accurate results, but left a number of gaps. The Reserve decided to fill these gaps by simultaneously using several innovative systems, such as side scan sonar (SBL). This sonar provided an overview of the characteristics of the seabed. The integration of Acoustic Systems for Automatic Bottom Classification (SACLAF) data from previous missions into this project will have been a complementary means to the acoustic scanning imaging system, providing an element of data validity. The reliability of the results was assessed using GoPro® cameras. All data were processed using ArcGIS version 10.3 geographic data processing software.

The various zones engage in joint zonal networking activities such as having joint learning and sharing forums, joint farmer exchange visits, joint exhibitions, joint proposal writing and implementation among others. This enhances learning and sharing amongst the network members as this provides an opportunity to interact. Through the zonal initiative, members are able to apply for consortium funds are this enhances their level of winning the funds. For instance,  five members from Nairobi and Central zone are currently implementing a joint project by the name Food Security and Livelihoods (FOSELI). This is a way of creating synergy and doing things that one member organization cannot do alone.

The decentralised zonal networking operates in such a manner that member organizations from a certain geographical region are clustered together in one zone. This brings together members who are experiencing similar challenges based on their geographical locations together.

The members are able to engage in decision making process and representation in various initiative in the national network is based on zonal representation and decisions

Members in the same zone are therefore able to meet more in a cost effective manner as limited time and resources is require to engage a fellow member organization in the same zone

The members in a certain zone are also able to engage in joint advocacy initiatives in their various regions

In the case of Marugamemachi, a community development company manages a range of properties and services (e.g., commercial buildings, housing, tenants, car parking, and community bus operation). In contrast to such companies that in general often hire city officers or private executives to promote and coordinate redevelopment projects, all the staff are business professionals who have rich knowledge and experience in managing commercial buildings. Financially, 95% of the investment to the company comes from the private sector and the rest comes from the local government. This means that the involvement of local government is very limited in the management of the company. Nevertheless, several government subsidy schemes were utilized for the re-development project to reduce the amount of borrowing from banks, which resulted in a reduced financial burden for the land owners.

Historically, retailers along old shopping streets are both individual land owners and local business operators. Although a large-scale redevelopment project has a great potential to generate huge benefits to all the stakeholders, these land owners are often less cooperative with each other for protecting their own property rights. In the case of Marugamemachi, this issue was solved by land owners’ decision to lease their land use rights for the redevelopment project while retaining their property rights, with the strong initiative of local land owners themselves. Through this ownership arrangement, fragmented land lots with different owners were efficiently consolidated into a large parcel for redevelopment and leased to a community development company. Then, the company selectively invited new competitive tenants in consideration of a well-balanced mix of business types to make the place more attractive for customers.

Under a market freehold system, it is not always easy for local planning departments to curb large shopping mall projects and gain control over individual land uses by zoning. When and where traditional planning and regulatory systems are not sufficient to manage land use and shape development, generous incentives (e.g., direct subsidies, tax reductions, and expedited reviews) may be needed to move new residents to the target districts and corridors.

Holding one iconic vision with all citizens is essential to make long-term efforts in tarnsforming a city structure and synchronizing a variety of individual capital projects and operation programs delivered by several public-private stakeholders.