Agency 24: Raw Materials and Transport

20 min read

The Raw Materials and Transport Agency is the 24th agency in the community. The agency’s core responsibility is to facilitate the community’s access to raw materials, in the process supporting limited partners who have expertise in extracting resources and promoting best practices in raw material extraction. The agency also coordinates intra and inter-community transport by providing the necessary infrastructure and tools.

The agency forms part of the Land and Utilities Bureau, which also includes Cropland and Pastures (agency 22) and Community Land and Utilities (agency 23). The bureau’s agencies control all land, which is used for agriculture, buildings, easements, raw materials extraction, and transport.

The Raw Materials and Transport Agency’s other core responsibility is to ensure that, through the capital and loans received from the Capital and Commercial Banks, it can return a profit. The capital granted to it is sourced from limited partners’ partnership interest, for which they expect a return. The agency therefore aims to be prudent in its investment in transport infrastructure and land for raw material extraction to ensure maximum benefit for the community.

Raw materials extraction in the community

The three agencies in the Land and Utilities Bureau buy or otherwise acquire rights to use all land that the community needs for different uses. The Raw Materials and Transport Agency manages land used to extract all natural resources, including oil, water, ores, gas, and coal, among others.

The Raw Materials and Transport Agency does not engage in raw material prospecting and extraction. Instead, it facilitates limited partners’ access to these resources, empowering them to prospect and extract. The agency provides the necessary conditions to do this, and through contractors, provides consultancy services to enhance prospectors’ chances of success.

Limited partners working as prospectors employ their skills and net worth to prospect for a specific raw material in an area. Once they discover the resource, they sell their findings (claims) to the community through the Commercial Bank, which on behalf of the community leverages them, making them more accessible to other limited partners who may need to use them. The agency thereafter owns all rights to resource extraction in the specified area, for the specified resource, which it grants to extractors at a fee. During the prospecting process, the Raw Materials and Transport Agency facilitates any approvals and exemptions required from land owners and authorities in the area where the land earmarked for resource extraction is based.

The agency only engages in the process once it is satisfied that the resource is needed in the community, is in sufficient quantities, and that it can be extracted sustainably. Therefore, prospectors are encouraged before embarking on prospecting to acquaint themselves with the community’s systems, priorities, and potential market conditions. For instance, prospecting for sodium nitrate to be used as fertilizer when its use has been supplanted by synthetic fertilizer will not be encouraged. 

The community does not acquire the surface rights (land buying) when it acquires mineral rights to extract a resource. This can only change in instances where a land–owner requires this, and the community, through the Commercial Bank and Raw Materials & Transport agencies working together, deems the resource to be extracted to be of a value that justifies the cost.

The discoverer of a resource maintains first of first refusal and pays 1% of the value of resources extracted. Should the community issue the rights to another business, that business pays 4%. 2% is retained by the Commercial Bank, and 2% is paid to the prospector who discovered the resource.

Once the Raw Materials and Transport Agency has approved rights, that is, the authority to extract resources from a certain area that has been definitively prospected, the Commercial Bank acquires these rights. The Raw Materials and Transport Agency it invites raw material extractors, who are limited partners in the community, to apply for licenses to mine. This is so in instances where the prospector who filed the original claim does not wish to engage in extraction.

The Raw Materials and Transport Agency offers the Commercial Bank with technical expertise in assessing applications. Among other things, the agency considers an applicant’s technical expertise and strategy to ensure safe extraction and safeguarding of the health of the nearby human population and the environment, especially when extracting sensitive resources such as uranium. The agency also considers the applicant’s ability, both technical and financial, to perform effective reclamation of land when the raw material in question is no longer viable, and the land needs to be readjusted for other uses.

The application to mine is part of a business plan, which is also submitted to the Business Planning Agency (agency 19). The Business Planning Agency focuses on the quality of a business plan to be the basis of a successful business operation, detailing what a business intends to do, what it hopes to achieve, and the assistance it needs from community agencies. The Raw Materials and Transport Agency only grants a business the rights to extract once its business plan has been approved.

After the Business Planning and Raw Materials & Transport agencies have given their approvals and rights, the business aiming to extract resources requests any equipment needed from the Business Operations Agency (agency 3). The agency checks what it has and leases them to the business. It takes out a loan from the Commercial Bank Agency to purchase any unavailable equipment as detailed in the request and the business plan.

The Raw Materials and Transport Agency will regularly monitor mining activities to ensure best practice and other regulations are followed. It requires that miners and other raw material extractors give quarterly reports, which are audited with help from the Audit Agency (agency 15). The QHSE Agency (agency 18) also helps in ensuring that guidelines regarding environmental impact, safety, and health, are followed during extraction, transportation, and further processing.  

Illustration

A business owner who prospects for minerals identifies an opportunity for iron ore prospecting, based on demand for the metal, and less than optimal supply of similar businesses. The prospector, an experienced professional, reasonably thinks there is a high likelihood to discover iron ore in an area he has identified.

The business owner embarks on prospecting, and applying aerial and satellite imaging before core drilling once they have a better idea of if and where the mineral is located. The prospector documents their findings, which include details on the quantity of iron ore available, where, the land ownership details, approvals needed, and environmental impact. The prospector will likely contract other businesses as consultants to help in the documentation process.

The prospector presents their finding to the Raw Materials and Transport Agency. The agency vets the claim, verifying its contents, and decides whether or not to take up the claim. The agency then buys the rights and advertises it to potential miners to come forward and apply. The agency only does so once it has ascertained from the prospector that they do not wish to mine the mineral.

Applicants accompany their applications with a business plan that indicates other aspects of their business, including how much iron ore they intend to extract, the market outlook and their strategy, financial forecasts, and any other relevant details. The application shows the expected environmental impact, the miner’s credentials, their understanding of the community’s ideals, and their readiness to invest to help in reclamation if necessary. It also shows the applicant’s readiness to immediately begin extraction.

The vetting of applications is competitive, and performed by the agency’s automated system. The successful applicant is informed and with this approval, approaches the Business Operations Agency for the lease of equipment including excavators, crushers and conveyors, blast hole drills, and haul and water trucks. The agency establishes the need, grants what it has, and procures/ leases the rest with financial help from the Commercial Bank in the form of loans.

The agency requires a weekly report from the miner, detailing how much ore they have extracted in the past week, and future projections. From the reports, the agency determines how much the business should pay for rights, and how much the agency should pay the prospector who originated the rights. The report also helps the agency effectively monitor the mining methods employed by the miner.  

Transport

There is no motorized traffic (e.g., trucks, cars, and buses) within the community. Participants walk, cycle, or use a mule (an automated, multifunctional electric vehicle that can serve as a personal car, desk, and even bed) to get around or transport supplies. Mules are also used in the mirrored villages and hubs, alongside robots to help farmers as they work. Like all other assets, mules and bikes are owned by the community.

However, further afield, it is necessary to use other means of transport as circumstances dictate. Airplanes, helicopters, trucks, and trains may be used to move people and goods between communities, or for instance, to get iron ore from a mine deep in the mining areas to an iron smelting plant in the mirrored industrial zone.

The Raw Materials and Transport Agency constructs airports, roads, and railroads as needs dictate. They are run by limited partners as a business. For instance, once the agency has constructed a road, it will hand it to a limited partner, through a competitive bidding process, for maintenance. The limited partner will levy a cess/ toll on road usage, which they will use to pay for their lease.

Farmers, miners, and other businesses who need bulk transport for materials contact businesses who lease transport equipment from the agency. This helps maximize the performance of the equipment, such that, for instance, a truck is not tied to one miner even when they are not using it. Hiring terms are flexible to allow use and payment only when needed.

Some facilities, such as airports and railroads may be shared between communities or even a NewVista. The agencies in the respective communities collaborate on cost-sharing and leasing of the airport to promote equality and efficiency.

Roles of the Raw Materials and Transport Agency

  • Acquire rights for raw material extraction and transport
  • Facilitate access to raw materials through leases and rights to businesses
  • Facilitate transport outside the community
  • Monitor resources extraction
  • Training

Resource extraction rights’ processing

The Raw Materials and Transport Agency helps participants to process rights to extract resources. The agency charges prospectors a fee to use its automated system, while also facilitating engagement between them and contractors who are experts in the relevant field. Once a prospector has identified a viable resource, the agency walks with them through the process of acquiring these rights, which are then sold to the Commercial Bank.

Facilitate extraction of resources

Limited partners who run resource prospecting and extraction, such as miners and water providers identify the potential of a place to supply a resource and present this to the agency. The agency issues a permit to the business, which specifies where they are to mine the methods to be used, the level of extraction, and other important details. The permit also specifies how much money the business will pay per a specific measure of raw material mined, such as a ton of ore, cubic meter of water, or barrel of crude oil. The permit enables a mining business to secure the help it needs from the Business Operations agency in terms of equipment and any other facilitation needed to engage in business.

Transport

The Raw Materials and Transport Agency facilitates transport between the community and other communities, or for distances outside the community and its mirror, such as distant pasturelands, mines, and resorts. The first step in this is developing transport infrastructure – the agency builds airports, helipads, roads, and railroads as needed. The agency thereafter invites bids from businesses that want to run these facilities, and maintain them, charge participants for usage, and pay a weekly fee to the agency. Equipment used on this infrastructure – planes, lorries, and trains, for instance, are run by businesses and are leased from the Business Operations Agency. The agency regularly monitors how its infrastructure is used, and determines whether usage aligns with lease agreements.

Monitor resources extraction

The Raw Materials and Transport Agency monitors resource extraction to ensure that best practice is followed, and methods employed correspond with environmental needs.As the agency gives leases for extraction, the permits that businesses receive extensively detail how the raw materials in question will be extracted. The agency constantly monitors extractors’ activities to ensure they abide by the requirements of the permit. If new changes occur, permits are amended accordingly. The agency uses its automated system to conduct audits, while it may also offer contractors to help in monitoring and recommending any changes necessary to encourage businesses to strictly follow what their permits provide.

Training

The Raw Materials and Transport Agency is keen to ensure that raw materials are extracted according to regulations and best practice. As they monitor extraction to ensure sustainability and profitability for both the extracting business and the community, the agency deploys intensive training to acquaint businesses with what is required of them.

Training is automated, with modules prepared by contractors being made available on the agency’s website. Before a business is issued with a lease or permit, the limited partner who owns it needs to show proficiency by undergoing training satisfactorily. Regularly, the agency introduces new training to reflect changes in regulations and best practice, which limited partners are encouraged to undergo.

How the agency works

Background on presidencies

Every presidency in the community presidency is a four-member entity whose members represent one of the four major demographics: married men (A), married women (B), single women (C), and single men (D). However, a president serves the whole community in their role, rather than only their own demographic. Presidents’ diversity and commitment to serve all is provided for in the community bylaws and ensures that all access services without any discrimination.

These four major demographics are evenly split in ordinary society, with each group accounting for between 23 and 27% of the population, and with regular fluctuations as people’s status changes. The community appreciates that discrimination across all social categories happens based on marital status, other social categorizations notwithstanding; married men are likelier to dominate other demographics, especially single men and single women. Married women are also likelier to have better outcomes in careers and leadership than single women.

The community’s infrastructure promotes equal access to economic and social resources and opportunities. The composition of the community as a whole and those who serve it in the community public service is closely monitored to prevent numerical domination, which can lead to nepotism or unequal access.

Besides marital status, the recruitment to be a participant, and to serve in the public service carefully considers other social categorizations, to ensure racial, ethnic, religious, and sexual groups are well represented in the community as they are in the society in which a community operates. These considerations inform the constitution of the community public service. The diversity in community public service, which is provided by bylaws, is aimed at creating a community that is blind to all other considerations besides service to participants. The service is therefore designed to be free of discrimination.

Executive presidency, bureau board, and demographic presidencies

The Raw Materials and Transport Agency is served by an executive presidency of four presidents. The executive presidency sets the agency’s overall strategy and operating policies. It also sets up an automated system through which the agency interacts with participants. Adjusts the strategy, policies, and automated system as needed to better serve the community.

As part of the Land and Utilities Bureau, the executive presidencies of Raw Materials and Transport, Cropland, and Pastures, and Raw Materials and Transport agencies form a 12-member bureau board. The board is a check and balance tool for individual presidents and agencies, especially on decisions that have far-reaching implications for the community. In the initial period, as a community is formed, the board plays a critical role in the acquisition, zoning, and development of land for various uses.

Within the bureau board, three presidents from the same demographic form a demographic presidency. There are four such presidencies in the bureau. The demographic presidency works on matters of common interest to a demographic, that cut across the three agencies. The demographic presidency also plays an important role in the mentorship and training of new presidents.

Demographic presidency ADemographic presidency BDemographic presidency CDemographic presidency D
Executive presidency, Cropland and Pastures (22)22A22B22C22D
Executive presidency, Community Land and Utilities (23)23A23B23C23D
Executive presidency, Raw Materials, and Transport (24)24A24B24C24D

Limited partners, branch presidencies, and boards

As part of the Land and Utilities Bureau, the Raw Materials and Transport Agency does not have operational presidencies that serve participants on agency-specific matters. Instead, the agency relies on branch presidencies and the human relations’ village presidencies for interactions with participants, in addition to the automated system and contractors. This section illustrates how this works, from the community’s organization, to branch presidencies and boards. 

Limited partners and dependents

A limited partner is the basic unit in the community. A limited person, usually above 18 years old, but sometimes as young as 16, has been admitted into the community and has invested $20,000 as partnership interest, for which they earn a return. This is regarded as one unit of partnership interest.

Over time, a limited partner can add more units of partnership interest, as their business prospers. The more partnership interest units a limited partner has, the more the return they receive from the agency.

 A dependent is a minor, or a person living with a disability, under the care of a limited partner. In some instances, a dependent may be a fit adult, who for various reasons is supported by community agencies, and assigned by contract to a limited partner.  Limited partners are responsible for any legal agreements that their dependents enter into, either with community agencies or other participants.

Together, limited partners and dependents are referred to as participants. Participants who are dependents, because they are still minors, can start a business when they reach 12 years of age. This allows them to save up and invest $20,000 into the community by their 18th birthday, and possibly as early as 16.

Limited partners and their dependents reside in apartments (village buildings). Each apartment has 4 floors, with each floor containing 16 apartments. Each floor has floor has 7 – 12 limited partners, with each limited partner having 1 – 3 dependents. Each floor therefore has around 25 residents. With four floors, each building has approximately 100 residents. An apartment building also forms a branch.

Group councils and branch presidencies

 Of the approximately 100 residents in a branch, around 40 of them are limited partners. Each group has around 10 limited partners and forms a group council. A group council is diverse, containing different social groups that are reflective of the society within which a community operates.

Additionally, a group contains members of the four main demographics: married men (A), married women (B), single women (C), and single men (D). The council meets at least quarterly and provides limited partners with a platform to interact and discuss common interest matters to their demographic within their branch. One of the members of the group council serves the group as a captain.

Four captains who serve the four groups in an apartment building (branch) form a branch presidency. A branch presidency’s membership is drawn from the four main demographics, for the purposes of representation.

Captains are responsible for recruiting limited partners into the community through their council and by extension, branch. A captain does not recruit limited partners only from their demographic. Instead, they work to ensure that their recruits are diverse, considering social categorizations, gender, and social status, in addition to demographic groups.

Captains work in concert with their fellow captains in the branch presidency, and other presidencies in a village and district to ensure that the district is as diverse as possible. They are guided by present data on how diverse their district, village, and branch are, and what needs to be focused on to improve. They are also guided by community bylaws, which expressly require diversity as shown by demographic data about a population from which the community intends to recruit limited partners.

Numbering system for branches

The captain serves as a service extension of the Human Relations Agency, though they also act as an interface between participants and other community agencies. For agencies that do not have operational presidencies, such as agencies in the Economic and Public Administration Bureaus, captains come in handy in helping participants navigate the agency’s automated system and other relevant tools used by the agency to deliver services.

10 branches form a village. Each of the branch presidencies also belongs to a specific branch board. Branch boards provide an additional check and balance for captains and branch presidencies. Branches are numbered based on the village’s hub, in the direction of the breezeway one-way traffic direction.

A hub is formed at the intersection of breezeways between villages. Hub buildings are used for a range of commercial activities that need to be closer to residential areas, such as daycare centers, grocery stores, and emergency centers, among others.

A branch’s number determines with whom its presidency will form a branch board. Branch presidencies 1, 2, and 3 form one branch board, as do 4, 5, and 6, and 7, 8, and 9.

Four villages make a district. The last branch presidency in each village in the community (branch presidency 10) combines with three others in their district or cluster of 3 districts to form additional branch boards. The last branch presidencies in villages 1, 2, and 3 in each district make a board. The last branch presidencies in village 4 of each of the 3 districts in a cluster also form a board.

This can be illustrated as follows:

Besides belonging to a branch presidency and a board, every captain belongs to a demographic presidency of 3. A demographic presidency is made up of 3 captains within a board, and who serve the same demographic. The demographic presidency mainly serves an advisory function, safeguarding issues common to the particular demographic, and helping in mentorship and support for incoming captains.

The automated system is designed to help participants with all the help they need in matters related to various agencies, including the Raw Materials and Transport Agency. However, should they run into problems, captains assist them in navigating the system, or direct them to relevant contractors who help them at a fee.

Automated system

The Raw Materials and Transport Agency interacts with contractors and participants through an automated system. The system deploys AI to comprehensively deal with all operational issues that the agency deals with, including requesting applications for prospecting rights, surveys, training, and any other tasks. The agency also uses this system to monitor miners’ activities, as well as those it grants leases to manage transport infrastructure.

The agency needs contractors to develop infrastructure, handle preliminary prospecting and surveys, and training preparation. These contractors interact with the agency through the system, after the executive presidency has set up the general strategy and policy guidelines and framework.

Contractors

Contractors, who are limited partners who run consultancy businesses in the community, assist participants in accessing some services from the agency, especially when the agency’s system is unable to help participants sufficiently. Contractors also help the agency in implementing and monitoring some aspects of its operations, such as ensuring best practice is adhered to during extraction.

Inter-agency cooperation

The 24 community agencies form three columns of 8 agencies each. There is loose collaboration between the agencies in a column. The raw materials and transport Agency forms part of the third column.

The agency receives loans to buy and prepare land, and to develop transport infrastructure from the Commercial Bank Agency (agency 9). Once a limited partner’s business plan has been approved, The Underwriting and Risk Management Agency conducts a risk assessment to establish the viability of the plan. the Raw Materials and Transport Agency liaises with the Business Operations Agency (agency 3) to provide them with equipment to mine. The two agencies also coordinate on transport, since Agency 3 provides the transport equipment (vehicles, helicopters, etc.), while Agency 24 provides the infrastructure that the equipment uses.

The QHSE Agency (agency 18) plays an instrumental role in ensuring that resource extraction is performed safely and per environmental protection guidelines. It helps the Raw Materials and Transport Agency in developing guidelines that help achieve this.

The Raw Materials and Transport Agency conducts regular audits to ascertain the efficacy of resource extraction methods, how long a mining business will be a going concern and adherence to the terms of a permit. The Audit Agency 9agency 15) plays a critical role in developing suitable audit templates and strategies to enable effective audits.

Presidencies’ offices, meetings, and quarterly conferences

Offices

The Raw Materials and Transport Agency’s executive presidency has offices in District Building 24’s first floor, on the western side. Facing them on the eastern side are the offices for trustee presidency and Regulatory Bureau’s operational presidency serving the agency and District 24.

Trustees and the regulatory operational presidencies alternate their offices. Trustees have the offices in building 24 on Tuesdays and Thursdays, while the operational presidencies use the offices on Mondays and Wednesdays, as shown in this timetable:

Building 12/ Public RelationsBuilding 24/ Raw Materials and Transport
MondayTrustee presidencyRegulatory Bureau Operational presidency
TuesdayRegulatory Bureau Operational presidencyTrustee presidency
WednesdayTrustee presidencyRegulatory Bureau Operational presidency
ThursdayRegulatory Bureau Operational presidencyTrustee presidency

The first floor’s layout is as follows, including other public servants who serve District 24.

Working hours and meetings

All community public servants work from Monday to Thursday, from 8:00 to 8:45 in the morning. The Raw Materials and Transport Agency’s executive presidency uses this time to interact with other public servants and in some instances, contractors. On Thursday, each presidency (four presidents serving A, B, C, and D) meets for a 45-minute meeting from 9:00 to 9:45 in the morning.

On the last Friday of each quarter, between 9:00 AM and 12:00 PM, each demographic presidency meets. The three-member presidency discusses common bureau matters that are of interest to the demographic they serve. On Saturday, again between 9:00 AM and 12:00 PM, the whole board meets, where the presidents present their input from the previous day’s demographic presidency meeting, and prepare for the quarterly conference. The aim is to have a cohesive presentation during the quarterly conference but tailored to specific demographic interests.

Quarterly conferences

Quarterly conferences are held on the last Sunday of each quarter, from 9:00 AM to 3:00 PM, with a lunch break in between. During quarterly conferences, each demographic presidency sits together in the same row.

Quarterly conferences are held in District Buildings 5 and 17. Each building has a lower and higher assembly court. The different demographic groups use the assembly courts as follows:

BuildingAssembly courtDemographic
5Lower courtMarried men (A)
5Higher courtMarried Women (B)
17Lower courtSingle women (C)
17Higher courtSingle men (D)

Branch presidencies do not attend quarterly conferences. Instead, they follow the relevant proceedings online alongside other participants.

Each of the four assembly courts has seats for 480 presidents representing the respective demographic. In the diagram below each of the 4 courts is illustrated. The ceiling of each court has an elliptical arch that enables executive presidents, who are the only ones who make a presentation during the conference, to speak without the need to amplify their voices. The 480 seats are easily rotatable to enable presidents to face whoever is speaking.

Each of the four courts has an identical arrangement and number of seats. The exact arrangement of each court can therefore be illustrated using one court, in this case, building 5’s lower court that is used by married men (A).

Within an assembly court, the 480 presidents are arranged in terms of demographic presidencies of 3. Land and Utilities Bureau’s demographic presidency for married men (22A, 23A, and 24A) sits as highlighted in the graphic below.

Representations of hierarchical- and matrix-type organizations.
The structure of a hierarchical-type organization is shown on the left, and that of a matrix-type organization is shown on the right.

Some additional notes/definitions from an earlier version of this page:

  1. Public housing has been experimented in several countries, with some success. One of the major advantages of such housing is that it is cheaper, since, while the public body is still interested in income, it is not only driven by cost and a shorter period to breakeven. Public housing has also succeeded in creating mixed-income neighborhoods, rather than residential areas segregated based on economic ability, among other social markers. Public housing enables even those who have less economic ability to access quality housing, as opposed to private-owned housing (Eerola, E. and T. Saarimaa. Who Benefits from Public Housing? Discussion Paper. Helsinki: bank of Finland, 2015).
  2. The real estate industry has slowly moved to smart real estate (SRE) management, whereby the property managers use automated tools to better track their property, and troubleshoot issues faster. One of the most important aspects of SRE is its focus on the user (user centeredness). Another is its ability to be improved as new technologies come up, as opposed to traditional methods. These two attributes will be important as the community seeks to automate its processes and services to participants (Ullah, F., C. Wang and S. Sepasgozar. “A Systematic Review of Smart Real Estate Technology: Drivers of, and Barriers to, the Use of Digital Disruptive Technologies and Online Platforms.” Sustainability 10.9 (2018): 1-44).
  3. According to the NewVistas Foundation, the plan offers communities the chance to live in a setting that is healthy, environmental-friendly, and which affords them grater chances of social and economic prosperity. The plan is also scalable and applicable everywhere – regardless of terrain and other barriers. This will allow the Asset Management Agency to carry out development in the same way, without having to make local adjustments to suit issues (NewVistas. the worlds biggest mansion. n.d. 20 07 2019).
  4. As much as possible, development should involve the community. This gives the developers a better idea of how their development can positively affect the community. While the NewVistas plan is not expected to be modified to fit specific or personal preferences, the community nonetheless needs to understand how particular developments will improve their lot (Community-Wealth. Policy Brief: Real Estate Development that Builds Place and Stimulates Economic Revitalization. n.d. 20 07 2019).
  5. Procurement is a vital operation in any organization. There are huge amounts of money involved, and the procured equipment will need to match expectations. E-procurement has been found to streamline the procurement process, resulting in lower costs, and better decision making. By pursuing e-procurement, the Asset Management Agency will realize a better value for its money, than if the process was manual (Nawi, M, et al. “E-Procurement in Malaysian Construction Industry: Benefits and Challenges in Implementation.” Intrernational Journal of Supply Chain Management 6.1 (2017): 209-213).
  6. Automated maintenance has several advantages. It is easier to schedule regular preventive maintenance exercises, where the maintenance team monitors machines and prevents costly breakdowns. Automation also enhances management of work orders, and the spare parts inventory. It is therefore unlikely that machines will stop working due to unavailability, on short notice, of a part. The bottom-line in all this is that automation will enhance productivity and eliminate wasted person-hours and money (DPSI. 10 Advantages of Using Computerized Maintenance Management Software. 2019. 19 07 2019).
  7. Real estate development has to ponder some serious challenges it poses to human health and safety, as well as environmental conservation. Some of these issues include the need to develop new housing within already existing neighborhoods, reducing social exclusion, and improved public transport. Additionally, pollution needs to be reduced to make the developments sustainable. The Asset Management Agency’s cooperation with QHSE, and close attention to the NewVistas plan will help overcome these challenges (Apanavičienė, R, et al. “Sustainability Aspects of Real Estate Development: Lithuanian Case Study of Sports and Entertainment Arenas q.” Sustainability 7 (2015): 6497-6522).
  8. While the community will endeavor to freely trade with the outside world, it will nonetheless try to produce what it can in an economically viable way. The community will seek to increase its capacity to provide for its needs as much as possible, only seeking external supplies where they are cheaper, of higher quality, or impossible to be produces locally. Self-sufficiency helps improve economic growth by creating more employment, and strengthens an entity’s independence (economic and social) (Deval, J. “Free Trade or Self-Sufficiency?” School of Economic Science Justice and Equity Conference 2010. London: School of Economic Science, 2010. online publication).
  9. Building technologies have helped cut the time in which houses are built. Through these technologies, efficiency has been improved, as well as the uniformity of quality in finished units. Automated building tools have enabled better decision-making, and the sharing of information across different projects and forums. The community will benefit from this, especially the uniformity of housing, which will further entrench the equitableness envisaged in founding the system (Kurdinger, S. The Impact of Technology on Construction of Buildings. 12 11 2013. 19 07 2019).