This document provides a summary of the stakeholders involved in the Sydney Opera House project from its initial construction period between 1959-1973 and in the present day. During construction, the key stakeholders were the New South Wales government who initiated the project, the judging panel who selected the design, architect Jorn Utzon whose design was chosen, and structural engineer Ove Arup. After cost overruns and design changes caused Utzon to resign in 1966, other architects were brought in to complete the project. Lottery participants also provided crucial funding. Present day stakeholders include those involved in ongoing operations and maintenance of the landmark building.
This presentation is an attempt of a comprehensive study about the man behind some of the greatest Modern Architecture marvels of this age, Architect Renzo Piano.
Renzo Piano is an Italian architect known for his high-tech modern designs that showcase technological shapes and materials. Some of his most famous works include the Centre Pompidou in Paris, Kansai International Airport Terminal in Osaka, and the New York Times Building. Piano's buildings are characterized by their use of steel, aluminum, and glass, with functional elements like ducts and pipes displayed on the exterior. He is considered a pioneer of high-tech architecture focused on maximizing interior space through exposed structural elements.
The Sydney Opera House is a multi-venue performing arts centre in Sydney, New South Wales, Australia. And it is a masterpiece of late modern architecture.
presented by students of University Of Asia Pacific
"Architecture is an artistic craft, but at the same time it is also a scientific profession, it is precisely its distinctiveness"
"Architecture is a service."
"When style gets to become a brand, a personal seal, this becomes a cage"
"The architect is first and foremost a builder, but also should be a poet, and above all a humanist''
The Centre Georges Pompidou in Paris, France was designed by architects Richard Rogers and Renzo Piano. They won the competition to design the building in 1977 despite not being famous architects at the time. The building features a colour-coded exterior displaying its functional mechanical systems. It has an open floor plan interior and a large glass and steel superstructure supported by a reinforced concrete structure.
Norman Foster designed the Hearst Tower in Manhattan, which incorporated the original 1920s facade into a new 46-story skyscraper. To preserve the landmark facade and allow for an open floor plan, Foster used an asymmetrical diagrid structural system on the building's perimeter. This efficient design saved on materials while providing strength and redundancy against extreme loads. The Hearst Tower also achieved sustainability through landscape design, stormwater management, and reuse of the original structure's materials.
The Sydney Opera House is a multi-venue performing arts centre located in Sydney, Australia. Designed by Danish architect Jorn Utzon in the 1950s in the style of expressionist modernism, its construction took place from 1959 to 1973. The building is defined by its distinctive white sail-like roofs and is surrounded by Sydney Cove and the Royal Botanic Garden.
This presentation is an attempt of a comprehensive study about the man behind some of the greatest Modern Architecture marvels of this age, Architect Renzo Piano.
Renzo Piano is an Italian architect known for his high-tech modern designs that showcase technological shapes and materials. Some of his most famous works include the Centre Pompidou in Paris, Kansai International Airport Terminal in Osaka, and the New York Times Building. Piano's buildings are characterized by their use of steel, aluminum, and glass, with functional elements like ducts and pipes displayed on the exterior. He is considered a pioneer of high-tech architecture focused on maximizing interior space through exposed structural elements.
The Sydney Opera House is a multi-venue performing arts centre in Sydney, New South Wales, Australia. And it is a masterpiece of late modern architecture.
presented by students of University Of Asia Pacific
"Architecture is an artistic craft, but at the same time it is also a scientific profession, it is precisely its distinctiveness"
"Architecture is a service."
"When style gets to become a brand, a personal seal, this becomes a cage"
"The architect is first and foremost a builder, but also should be a poet, and above all a humanist''
The Centre Georges Pompidou in Paris, France was designed by architects Richard Rogers and Renzo Piano. They won the competition to design the building in 1977 despite not being famous architects at the time. The building features a colour-coded exterior displaying its functional mechanical systems. It has an open floor plan interior and a large glass and steel superstructure supported by a reinforced concrete structure.
Norman Foster designed the Hearst Tower in Manhattan, which incorporated the original 1920s facade into a new 46-story skyscraper. To preserve the landmark facade and allow for an open floor plan, Foster used an asymmetrical diagrid structural system on the building's perimeter. This efficient design saved on materials while providing strength and redundancy against extreme loads. The Hearst Tower also achieved sustainability through landscape design, stormwater management, and reuse of the original structure's materials.
The Sydney Opera House is a multi-venue performing arts centre located in Sydney, Australia. Designed by Danish architect Jorn Utzon in the 1950s in the style of expressionist modernism, its construction took place from 1959 to 1973. The building is defined by its distinctive white sail-like roofs and is surrounded by Sydney Cove and the Royal Botanic Garden.
The Sydney Opera House is a performing arts center located in Sydney, Australia. It was designed by Danish architect Jørn Utzon and took over 15 years to complete after breaking ground in 1957. The building houses several performance venues including a 2,679 seat concert hall and 1,507 seat opera theater. With its distinctive modern expressionist design of precast concrete shells on a monumental podium, the Sydney Opera House is one of the most famous performing arts centers and iconic buildings in the world.
The document discusses risk management strategies for the construction of the Sydney Opera House. It identifies key risks that contributed to cost overruns and schedule delays such as an unrealistic initial cost estimate of $7 million, an incomplete design that lacked structural details, failure to control escalating costs, and pressure to accelerate the construction schedule. These risks led to a final cost of over $100 million, over 15 times the initial estimate, and completion 14 years late. The project was also impacted by political risks like deceptive cost disclosure and design changes.
The Taipei Performing Arts Center in Taiwan elevates a substantial part of its program to create an open public square underneath. By lifting the main plateau, panoramic views of the city are created. The building contains more void space in the form of this three-dimensional urban square than mass. The square fundamentally becomes part of the building and is activated by various balconies and terraces with different programs. The four "legs" of the building that support the horizontal slab are each programmed differently and contain performance spaces at varying altitudes, connected by a system of loops, stairs, and elevators.
Hi- tech Architecture and its pioneering architects, Norman Foster , Richard ...Rohit Arora
Norman Foster is considered a pioneer of hi-tech architecture. Some key aspects of hi-tech architecture include the display of the building's structural components on the exterior, use of prefabricated materials like glass panels, and steel frames. Hi-tech buildings aim to be energy efficient through the use of high technology. Norman Foster and other architects like Richard Rogers and Renzo Piano have designed several landmark hi-tech buildings around the world.
The document discusses energy efficiency in buildings. It defines renewable and non-renewable energy sources. Renewable sources include solar, wind, and hydro power that can be replenished, while non-renewable sources like fossil fuels are finite. The document then discusses the Hearst Tower in New York City, designed by Norman Foster. It has a diagrid steel frame that uses 20% less steel. 90% of the steel is recycled. The tower achieves LEED Gold certification and uses efficient lighting and rainwater collection.
Norman Foster is a renowned British architect known for high-tech and sustainable architecture. Some key points about his works and design philosophy:
- He believes architecture should enhance people's quality of life and accommodate technological changes over time.
- His designs emphasize natural light, energy efficiency, and flexible, adaptable spaces.
- Notable works include 30 St Mary Axe (London), known as "The Gherkin", which uses its curved, aerodynamic shape to reduce wind loads and maximize natural ventilation. His City Hall building in London also prioritizes sustainability through its spherical form.
Norman Foster is a renowned British architect known for his high-tech and environmentally-conscious designs. Some of his most famous works include 30 St Mary Axe (nicknamed "The Gherkin") in London, which uses an unusual diamond shape and double-glazed skin to maximize natural light while minimizing energy usage. He also designed the Hong Kong International Airport, known for its innovative structural design, as well as the Hearst Tower in New York, featuring an unusual articulated structural expression of the building. Foster's designs are focused on sustainability and human experience, featuring natural ventilation, maximum use of light, and blending new and old architectural styles. He has received numerous awards and is considered one of the most influential architects
Zaha Hadid was an Iraqi-British architect known for her innovative deconstructivist designs. Her MAXXI Museum of 21st Century Arts in Rome, completed in 2009, exemplifies her style through fluid, curving forms that blur indoor and outdoor spaces. Key aspects of her philosophy included fluidity, using light and sharp angles to create a sense of dynamism. She received many awards throughout her career for pushing the boundaries of architecture and was the first woman to receive the Pritzker Prize in 2004.
Jørn Utzon was a Danish architect born in Copenhagen who became interested in ships and naval careers as a youth due to his family's interest in engineering. He studied architecture and was influenced by the works of Frank Lloyd Wright. For the Sydney Opera House, Utzon drew inspiration from nature to create an organic sculptural form. The building consists of 1000 rooms including five main auditoriums and has become a symbol of Sydney, forming a freestanding sculpture contrasting with surrounding square buildings. Utzon emphasized experience and adding elements like nature to achieve his vision of "additive architecture".
Moshe Safdie designed the Kauffman Center for the Performing Arts in Kansas City, Missouri. His design took advantage of the site's dramatic views by placing the two performance halls facing south with glass enclosures, opening the foyers to views of the city skyline. The enveloping structure features undulating vertical segments that form a segmented, gently curving crown. The curved roof descends towards the south, intersecting with an outwardly inclined glass wall containing the southern-facing foyer.
The document provides details about the CCTV Headquarters building in Beijing, China designed by OMA and Rem Koolhaas. Some key points:
- The building consists of two towers joined at the top and bottom to form a loop structure. It houses CCTV television studios, offices, and facilities.
- Construction began in 2004 and was an engineering challenge due to the complex loop structure and seismic zone. An exoskeleton system of diagonal grids supports the towers.
- The 473,000 square meter building includes administration, production, broadcasting, and cultural spaces. Rigorous seismic analysis and testing was required due to its unconventional design.
The document provides details about the Sydney Opera House, including its architect Jorn Utzon, location in Sydney, and key architectural features. It describes the concept behind the architecture, which drew inspiration from nature with shell-like roof structures. The Opera House functions as a performing arts center, containing various theaters and performance spaces. Its aesthetic qualities have made it an internationally recognized symbol of both modern Australia and the city of Sydney.
The document summarizes the Gherkin building in London, designed by Norman Foster. It is a 180m tall skyscraper constructed from 2001-2004 that uses a distinctive twisting shape and high-tech architecture design. Key features include a diagrid structural system, double-skinned facade for natural ventilation, and sustainability measures like computer-controlled windows and daylight wells. The building won awards for its innovative design and engineering.
Renzo Piano is an Italian architect born in 1937 in Genoa. In 1971, he won a competition to design the Centre Georges Pompidou in Paris with Richard Rogers, which turned the typical museum design inside out with its exposed colored pipes and ducts. One of Piano's notable designs is the Paul Klee Center in Bern, Switzerland, which takes the form of three grass-covered hills of different sizes that house the museum's functions. Piano's style is defined by solid construction using excellent materials and designs that integrate with nature.
The Hearst Tower in New York City was designed by Norman Foster and completed in 2006. It rises 46 floors from the preserved 1928 Art Deco building that formerly housed Hearst offices. The tower uses a diagonal bracing system that eliminates the need for interior columns and allows free floor plans. It was the first skyscraper in NYC to receive gold certification for sustainable design, through features like rainwater recycling, efficient energy systems, and use of recycled materials.
The document discusses the design and construction of the London Aquatics Centre. It describes Zaha Hadid's concept of designing the wavy roof to mimic the fluid movement of water. It details how the complex roof structure, daylighting, and construction process supported this concept. The document outlines the structural design and construction process, which involved building temporary spectator seating that was later deconstructed, leaving the building in its current "legacy mode."
The Centre Pompidou in Paris, France is known for its innovative exposed structure and mechanical systems. Key elements include:
1) A large exposed steel structure and color-coded mechanical systems on the exterior create an "inside-out" design.
2) Flexible floorplates are created through a structural system of hollow steel columns, trusses, and cantilevered gerberette beams.
3) The structure utilizes 13 identical structural bays to create column-free interior spaces for its various museum, library, and exhibition functions.
The Sydney Opera House Concert Hall has undergone changes to improve its acoustics. Originally designed by Jørn Utzon in the 1950s with a large ceiling void and lightweight materials, the hall's acoustics were found to be lacking. Trials in the late 1990s involved adding temporary reflectors and panels to the ceiling and walls to control reverberation times. Square and circular reflector prototypes were tested visually before infilling the holes in the existing ceiling "clouds" with removable convex discs. Additional wall panels and adjustments to the existing sawtooth walls further enhanced the acoustics. The upgrades aimed to improve sound quality while maintaining the hall's heritage character.
Sydney is the capital city of New South Wales, Australia, located on the southeast coast. It has a population of over 4.6 million inhabitants called "Sydneysiders." Some of Sydney's most famous landmarks include the Sydney Opera House, known worldwide for its distinctive architecture, and the Sydney Harbour Bridge, which spans the harbor. The document discusses Sydney's transportation systems, natural attractions like koalas and kangaroos, museums and parks that attract many tourists, and popularity for outdoor team sports like rugby and soccer.
The Sydney Opera House is a UNESCO World Heritage Site located in Sydney, Australia. It was designed by Danish architect Jørn Utzon and took 14 years to complete between 1957-1973. The iconic building is considered a masterpiece of modern architecture and is one of the most famous performing arts centers in the world. It cost a total of $374.4 million to construct and refurbish over several stages between 1957-2002.
The Sydney Opera House is a performing arts center located in Sydney, Australia. It was designed by Danish architect Jørn Utzon and took over 15 years to complete after breaking ground in 1957. The building houses several performance venues including a 2,679 seat concert hall and 1,507 seat opera theater. With its distinctive modern expressionist design of precast concrete shells on a monumental podium, the Sydney Opera House is one of the most famous performing arts centers and iconic buildings in the world.
The document discusses risk management strategies for the construction of the Sydney Opera House. It identifies key risks that contributed to cost overruns and schedule delays such as an unrealistic initial cost estimate of $7 million, an incomplete design that lacked structural details, failure to control escalating costs, and pressure to accelerate the construction schedule. These risks led to a final cost of over $100 million, over 15 times the initial estimate, and completion 14 years late. The project was also impacted by political risks like deceptive cost disclosure and design changes.
The Taipei Performing Arts Center in Taiwan elevates a substantial part of its program to create an open public square underneath. By lifting the main plateau, panoramic views of the city are created. The building contains more void space in the form of this three-dimensional urban square than mass. The square fundamentally becomes part of the building and is activated by various balconies and terraces with different programs. The four "legs" of the building that support the horizontal slab are each programmed differently and contain performance spaces at varying altitudes, connected by a system of loops, stairs, and elevators.
Hi- tech Architecture and its pioneering architects, Norman Foster , Richard ...Rohit Arora
Norman Foster is considered a pioneer of hi-tech architecture. Some key aspects of hi-tech architecture include the display of the building's structural components on the exterior, use of prefabricated materials like glass panels, and steel frames. Hi-tech buildings aim to be energy efficient through the use of high technology. Norman Foster and other architects like Richard Rogers and Renzo Piano have designed several landmark hi-tech buildings around the world.
The document discusses energy efficiency in buildings. It defines renewable and non-renewable energy sources. Renewable sources include solar, wind, and hydro power that can be replenished, while non-renewable sources like fossil fuels are finite. The document then discusses the Hearst Tower in New York City, designed by Norman Foster. It has a diagrid steel frame that uses 20% less steel. 90% of the steel is recycled. The tower achieves LEED Gold certification and uses efficient lighting and rainwater collection.
Norman Foster is a renowned British architect known for high-tech and sustainable architecture. Some key points about his works and design philosophy:
- He believes architecture should enhance people's quality of life and accommodate technological changes over time.
- His designs emphasize natural light, energy efficiency, and flexible, adaptable spaces.
- Notable works include 30 St Mary Axe (London), known as "The Gherkin", which uses its curved, aerodynamic shape to reduce wind loads and maximize natural ventilation. His City Hall building in London also prioritizes sustainability through its spherical form.
Norman Foster is a renowned British architect known for his high-tech and environmentally-conscious designs. Some of his most famous works include 30 St Mary Axe (nicknamed "The Gherkin") in London, which uses an unusual diamond shape and double-glazed skin to maximize natural light while minimizing energy usage. He also designed the Hong Kong International Airport, known for its innovative structural design, as well as the Hearst Tower in New York, featuring an unusual articulated structural expression of the building. Foster's designs are focused on sustainability and human experience, featuring natural ventilation, maximum use of light, and blending new and old architectural styles. He has received numerous awards and is considered one of the most influential architects
Zaha Hadid was an Iraqi-British architect known for her innovative deconstructivist designs. Her MAXXI Museum of 21st Century Arts in Rome, completed in 2009, exemplifies her style through fluid, curving forms that blur indoor and outdoor spaces. Key aspects of her philosophy included fluidity, using light and sharp angles to create a sense of dynamism. She received many awards throughout her career for pushing the boundaries of architecture and was the first woman to receive the Pritzker Prize in 2004.
Jørn Utzon was a Danish architect born in Copenhagen who became interested in ships and naval careers as a youth due to his family's interest in engineering. He studied architecture and was influenced by the works of Frank Lloyd Wright. For the Sydney Opera House, Utzon drew inspiration from nature to create an organic sculptural form. The building consists of 1000 rooms including five main auditoriums and has become a symbol of Sydney, forming a freestanding sculpture contrasting with surrounding square buildings. Utzon emphasized experience and adding elements like nature to achieve his vision of "additive architecture".
Moshe Safdie designed the Kauffman Center for the Performing Arts in Kansas City, Missouri. His design took advantage of the site's dramatic views by placing the two performance halls facing south with glass enclosures, opening the foyers to views of the city skyline. The enveloping structure features undulating vertical segments that form a segmented, gently curving crown. The curved roof descends towards the south, intersecting with an outwardly inclined glass wall containing the southern-facing foyer.
The document provides details about the CCTV Headquarters building in Beijing, China designed by OMA and Rem Koolhaas. Some key points:
- The building consists of two towers joined at the top and bottom to form a loop structure. It houses CCTV television studios, offices, and facilities.
- Construction began in 2004 and was an engineering challenge due to the complex loop structure and seismic zone. An exoskeleton system of diagonal grids supports the towers.
- The 473,000 square meter building includes administration, production, broadcasting, and cultural spaces. Rigorous seismic analysis and testing was required due to its unconventional design.
The document provides details about the Sydney Opera House, including its architect Jorn Utzon, location in Sydney, and key architectural features. It describes the concept behind the architecture, which drew inspiration from nature with shell-like roof structures. The Opera House functions as a performing arts center, containing various theaters and performance spaces. Its aesthetic qualities have made it an internationally recognized symbol of both modern Australia and the city of Sydney.
The document summarizes the Gherkin building in London, designed by Norman Foster. It is a 180m tall skyscraper constructed from 2001-2004 that uses a distinctive twisting shape and high-tech architecture design. Key features include a diagrid structural system, double-skinned facade for natural ventilation, and sustainability measures like computer-controlled windows and daylight wells. The building won awards for its innovative design and engineering.
Renzo Piano is an Italian architect born in 1937 in Genoa. In 1971, he won a competition to design the Centre Georges Pompidou in Paris with Richard Rogers, which turned the typical museum design inside out with its exposed colored pipes and ducts. One of Piano's notable designs is the Paul Klee Center in Bern, Switzerland, which takes the form of three grass-covered hills of different sizes that house the museum's functions. Piano's style is defined by solid construction using excellent materials and designs that integrate with nature.
The Hearst Tower in New York City was designed by Norman Foster and completed in 2006. It rises 46 floors from the preserved 1928 Art Deco building that formerly housed Hearst offices. The tower uses a diagonal bracing system that eliminates the need for interior columns and allows free floor plans. It was the first skyscraper in NYC to receive gold certification for sustainable design, through features like rainwater recycling, efficient energy systems, and use of recycled materials.
The document discusses the design and construction of the London Aquatics Centre. It describes Zaha Hadid's concept of designing the wavy roof to mimic the fluid movement of water. It details how the complex roof structure, daylighting, and construction process supported this concept. The document outlines the structural design and construction process, which involved building temporary spectator seating that was later deconstructed, leaving the building in its current "legacy mode."
The Centre Pompidou in Paris, France is known for its innovative exposed structure and mechanical systems. Key elements include:
1) A large exposed steel structure and color-coded mechanical systems on the exterior create an "inside-out" design.
2) Flexible floorplates are created through a structural system of hollow steel columns, trusses, and cantilevered gerberette beams.
3) The structure utilizes 13 identical structural bays to create column-free interior spaces for its various museum, library, and exhibition functions.
The Sydney Opera House Concert Hall has undergone changes to improve its acoustics. Originally designed by Jørn Utzon in the 1950s with a large ceiling void and lightweight materials, the hall's acoustics were found to be lacking. Trials in the late 1990s involved adding temporary reflectors and panels to the ceiling and walls to control reverberation times. Square and circular reflector prototypes were tested visually before infilling the holes in the existing ceiling "clouds" with removable convex discs. Additional wall panels and adjustments to the existing sawtooth walls further enhanced the acoustics. The upgrades aimed to improve sound quality while maintaining the hall's heritage character.
Sydney is the capital city of New South Wales, Australia, located on the southeast coast. It has a population of over 4.6 million inhabitants called "Sydneysiders." Some of Sydney's most famous landmarks include the Sydney Opera House, known worldwide for its distinctive architecture, and the Sydney Harbour Bridge, which spans the harbor. The document discusses Sydney's transportation systems, natural attractions like koalas and kangaroos, museums and parks that attract many tourists, and popularity for outdoor team sports like rugby and soccer.
The Sydney Opera House is a UNESCO World Heritage Site located in Sydney, Australia. It was designed by Danish architect Jørn Utzon and took 14 years to complete between 1957-1973. The iconic building is considered a masterpiece of modern architecture and is one of the most famous performing arts centers in the world. It cost a total of $374.4 million to construct and refurbish over several stages between 1957-2002.
The Sydney Opera House is located in Sydney, Australia and was designed by Danish architect Jorn Utzon. It houses multiple performance venues and hosts over 1,500 performances annually attended by 1.2 million people. Construction began in 1959 and was plagued by delays and cost overruns, becoming one of the most expensive cultural projects ever undertaken. The building was finally completed in 1973, over budget at $102 million. It remains one of Australia's most iconic landmarks.
The document provides information about the Sydney Opera House, including its history, architecture, designer, and theaters. It details that the Opera House was designed by Danish architect Jorn Utzon and took 17 years to complete. It has several performance venues including the Concert Hall, Opera Theatre, Drama Theatre, Playhouse, and Studio Theatre.
Shell structures- advanced building constructionShweta Modi
This document discusses different types of shell structures used in construction. It begins by defining shell structures as thin curved membranes or slabs, usually of reinforced concrete, that function as both structure and covering. It then describes various forms of curvature for shells including surfaces of revolution, translation, and ruled surfaces. It discusses developable and non-developable shells and provides examples of different shell structures like barrel vaults, domes, folded plates, and more. It also covers topics like suitable materials, centering, and construction of reinforced concrete barrel vaults.
While the Sydney Opera House project greatly exceeded its budget and schedule according to traditional project management metrics, completing 1300% over budget and 250% past its original schedule, it is considered one of the architectural masterpieces of the last century and one of the most recognized buildings in the world. The document discusses how success is defined for projects and proposes looking beyond just cost and schedule to consider if the final product meets strategic business goals and provides value to users.
This document provides background information on the School of Architecture, Building and Design at Taylor's University. It discusses the history of the school, originally established in 1998 as the School of Built Environment, offering diploma programs in architectural technology, quantity surveying, and building technology and management. The document outlines key developments, including partnerships formed with the University of Melbourne in 2000 and 2001 to provide degree pathways for diploma graduates. It also notes the relocation of the school to the main Taylor's campus in 2012 to accommodate its increased size and programs.
This document provides a history of the School of Architecture, Building and Design (SABD) at Taylor's University. It details the establishment and evolution of SABD and its programmes over time, including achieving accreditation from various professional bodies. Key developments include launching diploma programmes in 1998, establishing partnerships with overseas universities, receiving full accreditation for programmes, renaming and expanding the scope of SABD, and introducing degree programmes culminating in a Master of Architecture programme in 2013. The history shows SABD's growth from initially offering diploma courses to becoming a school providing a full suite of built environment programmes up to postgraduate level.
This document discusses fire protection systems for Building Services Two (BLD60503). It outlines various fire protection measures that have been implemented, including installing fire stops between ducting and walls or floor slabs, at door frames, spraying fire barriers on steel beams, and applying fire barrier membranes on roof walls. The document was prepared by Tan Hee Chai and focuses on fire protection for a single building.
The document discusses relationship management in the construction supply chain. It explains that (1) maintaining strong relationships with subcontractors and suppliers is important for contractors to control costs and ensure quality work is done on time, (2) factors like specialization and outsourcing mean contractors rely heavily on subcontractors, and (3) with fewer subcontractors and suppliers, strong relationships are even more crucial for success.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against developing mental illness and improve symptoms for those who already have a condition.
Escalators can be arranged in several configurations to efficiently transport passengers between floors. A single escalator arrangement is inexpensive but allows travel in only one direction, while parallel escalators maximize passenger flow and comfort by allowing two-way travel. Multi-level arrangements like scissor and criss-cross configurations provide continuous bidirectional traffic and are most suitable for high-traffic buildings. The optimal escalator configuration depends on factors like passenger volume, traffic patterns, and space restrictions.
An escalator is a moving staircase that transports people between floors. It consists of a metal truss structure with tracks that guide metal steps in a continuous loop powered by an electric motor. The steps move at around 1-2 feet per second and have a maximum incline of 30 degrees. Escalators have platforms at the top and bottom where the curved tracks guide the flat steps back into a staircase formation. Additional components include handrails, exterior panels, safety devices, and control systems. Escalators can efficiently move large numbers of people and are used to direct traffic flow in buildings.
BS 2 Group assignment brief question august 2016Est
1. The document provides guidelines for a group assignment requiring students to complete a building services case study on a completed shopping complex.
2. It outlines 8 guidelines that must be strictly followed, including word count limits, use of footnotes and a bibliography, submission deadlines and templates, and penalties for late submissions.
3. The assignment objectives are to expose students to real-life building services systems through a case study, demonstrate understanding of compliance with local requirements, and appreciate challenges of installing different systems. Students must study and explain the mechanical ventilation, fire protection, vertical transportation, and electrical systems.
1. Variable air volume (VAV) systems use VAV boxes connected to thermostats to control the temperature in spaces by varying the volume of air delivered. As a space requires more cooling, the VAV box damper opens to allow more air flow.
2. Key components of a VAV system include air handling units with mixing boxes, filters, cooling/heating coils and fans to condition air, VAV boxes with dampers to control air volume, and diffusers to deliver air to spaces.
3. VAV systems offer efficient individual temperature control and flexibility but can have issues with low air velocity at low flow rates. Adding fans or reheat coils to VAV boxes helps address this disadvantage.
1. The document discusses supply chain management (SCM) in the construction industry. It describes SCM as an approach that aims to integrate and synchronize processes across interdependent organizations to improve customer value.
2. SCM principles that could benefit the construction industry are discussed, including transparency, trust, and efficiency across the supply chain. Benefits include improved value for clients, more competitive subcontractors, and assurance of business continuity.
3. The construction supply chain involves many stakeholders like subcontractors, designers, and material/equipment suppliers. Characteristics of construction supply chains are that they are highly non-linear with many linkages and information flows required.
The document discusses Building Information Modeling (BIM) and its various dimensions ranging from 3D to 7D modeling. It provides details on the services, software, advantages and disadvantages of each dimension. The 3D model refers to visualization and clash detection. 4D adds a time component for construction planning and scheduling. 5D enables cost estimation and quantity take-off. 6D performs energy consumption analysis during design and operation. 7D covers facility management. The document is a group project report submitted by students for their Construction Supply Chain Management course that analyzes how each BIM dimension benefits supply chain management.
This document provides details on a proposed mixed development project called TU Centrum by TU Property Development Group Berhad. It includes the following key points:
1) TU Centrum will be located next to One Utama Shopping Mall and consist of shop offices and serviced apartments across 6 blocks.
2) The target market segments for the serviced apartments are identified as households with 2-6 members who are married or divorced with incomes of RM5,000-8,000 based on an analysis of household size, marital status and income.
3) The development aims to meet housing demand in the area and achieve sales of RM20 million for the serviced residences within one year.
This document provides information about Yanyan Corporation Sdn Bhd, including its vision, mission, goals and organisational structure. It outlines the company's focus on luxury, convenience and being environmentally friendly. The document also includes job descriptions for various roles within the company's administration, accounting, contract and project management departments.
This document discusses human resource management and recruitment. It poses three questions: 1) the advantages and disadvantages of internal vs external recruitment; 2) why organizations prefer promoting from within; 3) whether the construction industry prefers internal or external recruitment. It also lists a reading on Southwest Airlines' use of recruitment tools and a case study on its corporate culture.
MS Case study development for entrepreneur mark zuckerbergEst
Mark Zuckerberg founded Facebook in 2004 while a student at Harvard University. Facebook rapidly gained popularity at Harvard and other colleges. Zuckerberg dropped out of Harvard to focus on Facebook full-time, and by age 23 had become the world's youngest self-made billionaire due to Facebook's success. Zuckerberg demonstrated entrepreneurial skills from a young age through his passion for programming and ability to transform ideas into opportunities, like creating Facebook to help students connect. He successfully tested and expanded Facebook while maintaining focus on his vision of connecting people worldwide through the platform.
This document discusses leadership and motivation. It defines leadership as a social influence process that causes others to achieve organizational goals. Effective leadership involves creating a vision, communicating that vision, and setting an example to inspire others. The document compares managing, which focuses on tasks, to leading, which focuses on gaining commitment. It examines different leadership styles and approaches, including trait, behavioral, power-based, situational, empowering, and transformational leadership. The document also defines motivation and discusses Maslow's hierarchy of needs and McClelland's theory of achievement, power, and affiliation needs as approaches to motivate employees.
Here are some common communication ways that project managers and site supervisors in the construction industry use:
- Face-to-face meetings and discussions on site to coordinate work and resolve issues.
- Two-way radios to communicate with workers across loud work sites.
- Written communications like emails, reports, meeting minutes to document instructions, decisions and progress.
- Drawing and schematics to convey design and technical details.
- Online project management software to share schedules, tasks, documents with all stakeholders.
- Teleconferences and video calls to coordinate with remote teams and clients.
- Notice boards to display notices, updates and safety instructions for all on-site workers.
- Using
The document outlines a group project for a management science class. Students are to imagine starting a construction company with RM 1 million in capital along with 4 friends. They must:
1) Create a vision, mission statement, and goals for the short, mid, and long-term along with an organizational chart listing job roles.
2) Develop selection criteria for 3 management trainee positions and propose at least 3 interview activities to test candidates against the criteria.
3) Suggest how the company will utilize IT and information management skills to gain competitive advantages.
Bienestar Financiero al servicio de su jubilación anticipada
Pago de su 🏡
Estudio de sus hijos
Directamente a tu cuenta bancaria
Con Tesorería Auditoria Jurídica comercial
Administración de carteras
Apalancamiento Financiero
Desarrollo de tu marca personal
Acceso a Desarrollo de varias industrias
Cuentas bancarias
Estructuras Físicas en USA y en América Central
Avalado por Bolcomer
Puesto de Bolsa Comercial
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UnityNet World Environment Day Abraham Project 2024 Press ReleaseLHelferty
June 12, 2024 UnityNet International (#UNI) World Environment Day Abraham Project 2024 Press Release from Markham / Mississauga, Ontario in the, Greater Tkaronto Bioregion, Canada in the North American Great Lakes Watersheds of North America (Turtle Island).
1. P R O J E C T E V A L U A T I O N
Prepared for: 1.011 FINAL TERM PROJECT
Prepared by: MIT Students
Date: SPRING 2011
Acknowledgements: SYDNEY OPERA HOUSE, OFFICE OF THE CHIEF FINANCIAL OFFICER
PROFESSOR JOSEPH SUSSMAN (MIT DEPT. OF CIVIL ENGINEERING)
NIHIT JAIN (MIT DEPT. OF CIVIL ENGINEERING)
Image courtesy of Kevin Gibbons on Flickr.
2. 2
Table of Contents
BACKGROUND 3
THE STAKEHOLDERS 4
STAKEHOLDERS DURING THE INITIAL CONSTRUCTION PERIOD 5
PRESENT DAY STAKEHOLDERS 7
MAJOR ISSUES THAT AFFECTED THE PROJECT 8
COSTS AND BENEFITS 9
INITIAL ANALYSIS 9
LOTTERIES USED FOR FINANCING 9
SIGNIFICANT DECISIONS THAT AFFECTED DESIGN AND IMPLEMENTATION 11
THE FOUR SIGNIFICANT CHANGES TO THE DESIGN AFTER UTZON LEFT: 13
STATUS OF THE PROJECT 14
OUR ANALYSIS OF THE RELEVANT COSTS AND BENEFITS 15
A 15
NALYSIS
NALYSIS OF INITIAL CONSTRUCTION COSTS:
A O 19
OF PERATIONAL PERIOD (19732010):
REVENUE 20
EXPENDITURE 21
NET CASH FLOWS 22
CRITIQUE OF THE PROJECT AND PROJECT EVALUATION PROCESS 23
WAS IT A PROFITABLE VENTURE? 23
IS IT FINANCIALLY SUSTAINABLE FOR THE FUTURE? 24
HOW WE ARE ATTEMPTING TO QUANTIFY ITS VALUE TO THE PEOPLE OF NEW SOUTH WALES? 23
ADDITIONAL INFORMATION: WHAT DOES THE AUS $ 800 MILLION TOTAL REFURBISHMENT RECOMMENDED IN
010 REALLY MEAN? 242
ITIQUE OF THE PROJECT AND CONCLUSIONS FROM OUR PROJECT CR PR
FROM THIS PROJECT, AND THE MISTAKES MADE THEREIN, WE LEARN: 25
WE LEARN THE IMPORTANCE OF PLANNING WELL BEFORE IMPLEMENTING A PROJECT. COMPLETE DESIGNS WOULD HAVE
SAVED THIS PROJECT A GREAT AMOUNT OF MONEY AND TIME. 25
EVALUATION OCESS 25
COMMENTS ON THE PROJECT EVALUATION PROCESS 26
APPENDIX 27
GENERAL FORMULAS 27
EXPENDITURE FROM OPERATIONAL PERIOD 29
REVENUE FROM OPERATIONAL PERIOD 28
NET CASH FLOWS FROM OPERATIONAL PERIOD 30
BIBLIOGRAPHY 31
3. 3
NOTE: All amounts given are in actual dollars
B
ACKGROUNDi, ,ii iii
On November 11, 1954 the honorable John Joseph Cahill, the Premier of New South
Wales at the time, convened a conference to discuss the establishment of an opera house in
New South Wales, Sydney, Australia. At the conference, Cahill expressed his desire for
“proper facilities for the expression of talent and the staging of the highest forms of
entertainment…that will be a credit to the State not only today but for hundreds of years.”
Out of the 21 possible sites of the proposed opera house, Bennelong Point, a peninsula of
2.23 hectares (240000 ft2) was chosen on May 17, 1955. The tram shed, which was located
there, was removed: a change welcomed by the Opera House Committee and the residents
of Sydney.
On February 1, 1956, the international competition for the national opera house was
commenced. The competition, arranged by Premier Cahill and the government of New
South Wales, provided competitors with a 25‐page booklet with black and white photos of
Bennelong Point. Detailed in the booklet were the requirements for the opera house
including a large hall for symphony concerts, large‐scale opera, ballet and dance, choral,
pageants, and mass meetings that could seat 3000‐3500 people and a small hall for
dramatic presentations, intimate opera, chamber music, concerts, recitals, and lectures that
could seat 1200. The structure also required a restaurant with a capacity of 250 and two
meeting rooms, one for 100 people and one for 200 people. The competition closed in late
1956 with 233 entries representing 28 countries, including Australia, England, Germany,
French Morocco, Iran, and Kenya.
In early January of 1957, 38‐year old Danish architect, Jørn Utzon, was announced as
the winner of the competition by Cahill at the Art Gallery of New South Wales. Utzon had
designed the opera house without first having seen the site in person and he relied on
photographs, shipping maps, and firsthand accounts. The judges chose Utzon’s design
based on its pure originality and creativity, realizing that it would “clearly be a
4. 4
controversial design.” However, they were still convinced of its merits to New South Wales
and Sydney. The original drawing featured Utzon’s structurally unrealizable, but
aesthetically pleasing roof design.
On July 19, 1957, the Sydney Opera House Lottery Fund was established. As it
would turn out, the lotteriesiv would pay for the majority of the initial construction cost, as
the government of New South Wales did not want to pay for the project.
With Utzon’s approval, Ove Arup and Partners was appointed as the structural
engineers for the project in 1958 and construction of the Sydney Opera House began in
1959. It was expected to take four years to complete with an estimated cost of AUS $7 M.
However, even working together with Arup, Utzon did not come up with the final spherical
design of the roof until sometime between 1961 and 1962; three to four years after
construction began.
The Sydney Opera House would be one of the first major projects designed using
computer‐aided design (CAD)v and presented major revolutionary architectural concepts
and engineering challenges. It was also one of the first major projects, which employed the
use of computers to analyze internal load effects on the members that would support the
roof structurevi.
Altogether, the Sydney Opera House took fourteen years to complete and
construction costs amounted to nearly AUS $102 M (actual dollars). Since its initial
opening in 1973, the Sydney Opera House has undergone numerous renovations and
expansions and hosted many performances.
THE STAKEHOLDERSvii
A project the magnitude of the Sydney Opera House, a public sector endeavor, had
many stakeholders. The following analysis of the stakeholders classifies them using the
Mitchell criteria, which determines and places stakeholders on the basis of whether or not
they possess any combination of the three following qualities: power, legitimacy, and
urgency. In addition to this, the stakeholders will be evaluated within two different
timeframes: during the construction of the Sydney Opera House (1959‐1973) and the
modern day era.
10. 10
tickets reduced to £3 ($6) each and one‐off prizes of $200,000 introduced. The Opera
House Lotteries raised more than $105 million towards the construction of the Sydney
pera HouseO
xxvii.
This image has been removed due to
copyright restrictions.
Fig 2: Sydney Opera House original lottery ticket from ~19571958xxviii
The major benefit of using the lotteries as the major source of financing is that
unlike loans or mortgages you pay back much less than you gain from the process. It also
saved the government from spending its own revenue, and in doing so kept the
government from using funds that would have taken out of more essential public projects
such healthcare, education and infrastructure. However, was this really good for the
general public? It has been shown in America, for example in public state lotteries, that for
the most part:
The average [lottery] expenditure in dollars for households making $10,000 is about
the same as for those making $60,000. One implication of this pattern of demand is
that the tax implicit in lottery finance is regressive, in the sense that as a percentage of
income, tax payments decline as income increases.xxix
It can therefore be argued, that even in the case of the Sydney Opera House, it was
the relatively less wealthy that ended up bearing a disproportionate part of the cost of
putting this relatively luxurious and iconic structure, which they probably would not use as
much. So though this venture directly spared the government any direct expenditure, it
12.
F
This image has been removed due to copyright restrictions.
Figure 3: The Evolution of the Sydney Opera House Design. The general form went from just a freehand form,
into a parabolic, then ellipsoid form. The final shape chosen was spherical, because of the ease of construction
and ease of calculating the structural integrity.xxxiv
The final solution was then chosen from spherical sections. The spherical selections
were selected because, they were easy to construct from pre‐cast forms, and it was easier
to perform a structural analysis than in the other models. This final development is shown
in Figure 4, below.
12
13.
This image has been removed due to copyright
restrictions.
Figure 4: Utzon’s Final Solution to the roof problem; precast spherical shapesxxxv
T r significant changes to the design after Utzon lefthe fou xxxvi
:
After Utzon’s resignation from the project in 1966, a group of Australian architects
led by Peter Hall took over. As mentioned above, Utzon took some of his designs with him,
forcing Hall and company to come up with new designs. During this stage of construction,
the design underwent four significant changes.
The first significant change to the design was to the cladding of the podium and the
paving. Utzon’s original intention was to use a system of prefabricated plywood mullions.
13
14. 14
The system that was actually constructed was made to deal with the glass, which was
ifferend t from Utzon’s design.
Second, there was a major change in the purposes of each of the planned rooms.
The major hall, which was meant to be a multipurpose opera or concert hall, became solely
a concert hall. To accommodate the operas, the minor hall, which was originally intended
for stag e productions, had to be converted to serve both operas and stage productions.
Third, two more theaters were added to the design. This overhaul of the design
completely changed the layout of the interiors. The stage machinery, which had previously
been designed and fitted inside the major hall, had to be pulled out and thrown away.
Fourth, the movement and redesign of the various rooms had significant impacts on
the acoustics of the building. Utzon had originally designed the interior with acoustics in
mind. His original designs were modeled and found to be acoustically perfect. However,
Utzon’s interior designs, including the plywood corridor designs, as well as his seating
designs were completely scrapped by Peter Hall and company. Therefore, the current
internal organization is not optimal.
STATUS OF THE PROJECT
The building currently has 5 main auditoria and nearly 1000 rooms, a reception hall,
5 rehearsal studios, 4 restaurants, 6 theatre bars, an extensive foyer, library, and
administrative offices.xxxvii The building covers about 1.8 hectares (4.5 acres) of its 2.2
hectares (5.5 acre) site and has about 4.5 hectares (11 acres) of usable floor space. There
are 645 km (400 miles) of electrical cable within this complex and its energy needs are
equivalent to the needs of a town of 25,000 people. More than these impressive features
however, the Sydney Opera House became and remains a world‐class performing arts
center, and the iconic symbol of Sydney, and to some extent, Australiaxxxviii.
In 2007, UNESCO named the Sydney Opera House a World Heritage Site. Today the
institution conducts 3000 events yearly, which draw annual audiences of about 2 million.
The Sydney Opera House also provides guided tours to 200,000 each year.xxxix
15. OUR ANALYSIS OF THE RELEVANT COSTS AND BENEFITS
The main aims of the financial analysis were as follows:
• To attempt to figure out whether the Sydney Opera House was and currently is a
profitable venture.
• To see whether it would be a self‐sustainable venture in the coming years.
• To attempt to figure out what the value of the Sydney Opera House is to the people
of New South Wales, and Australia in general; and figure out either what they pay
for having this iconic building or what they receive in payments for having this
building.
For details on any of these conclusions or calculation methodology, please refer to the
appendix.
Analysis of Initial Construction Costs:xl
The construction period of the Sydney Opera House lasted from about 1957‐1973.
The initial construction can be broken down into three stages. Stage I, the construction of
the platform, lasted from 1957‐1963, with Utzon as architect. Stage II, the implementation
of the roof, lasted from 1963‐1967, again with Utzon as the main architect. It should also
be noted that Ove Arup helped Utzon come up with the final spherical design of the roof.
Stage III, the final stage of construction, which consisted of fabricating the interior, lasted
from 1967‐1973 and was led by Peter Hall.
Image removed due to copyright restrictions. Original
image can be viewed here: http://www.andreas-
praefcke.de/carthalia/world/images/aus_sydney_oper
a_9.jpg
Figure 5: Construction of the Sydney Opera Housexli
15
18. 18
1971 10,959,757.05
1972 10,959,757.05
1973 Stage 3 end 80,400,000.00 1,386,548,297.03
…
2010
Present Value of
construction costs: 1,941,394,413.90
The following graph shows the annual expenditures during the construction period
of the Sydney Opera House. It should be noted that all these funds other than an initial AUS
100,000 given by the government, were obtained via public lotteries. $
23. 23
Graph 6: Net Cash Flows (2010 AUS $)
CRITIQUE OF THE PROJECT AND PROJECT EVALUATION PROCESS
W a profitable venture?
In this financial analysis, two periods were looked at: the construction period and
the period during which the Sydney Opera House was operated. The present values (in
2010) of the costs and benefits incurred during these time periods were calculated using a
discoun
as it
t rate of 8%.
During the construction period, only costs were incurred and the present value of
the construction cost is about AUS $2 B. From 1973 to the present day, the present value of
the costs is about AUS $5.5 B. During this same time period, benefits from operations and
government revenues have a present value of about AUS ~$5.6 B. Subtracting the benefits
from the costs results in a net cash flow of about AUS ~$100 M. It is important to note that
about AUS $2.9 B of the revenue (a little over half!) was from the government. It can then
be concluded that AUS $2.7 B was accumulated through the actual operation of the opera
house. If the cost (AUS $5.5 B) is subtracted from the operating revenues, the present value
net cash flow is AUS ‐$2.8 B, which is a large deficit. It is important to note that this does
not take into account the construction costs. Adding in the construction costs brings the
operational cash flow even lower to about AUS ‐$4.8 B.
The results from the analysis show that from a strictly financial standpoint, the
Sydney Opera House was not a viable project at all. So why is it that the Sydney Opera
House is still standing today despite its financial flaws? This question will be addressed in
the next section.
H e are attempting to quantify its value to the people of New South Wales?
From the analysis, it shows that the Sydney Opera House is not a profitable project.
However, today it remains an apex in the world of architecture for its innovative design. It
also hosts over a thousand operas, concerts, etc. per year. Its iconic value to the citizens of
New South Wales and Australia is most likely what is keeping the structure in commission.
Its iconic value is quite hard to quantify, however, as seen above the opera house’s
ow w
25. 25
2000 15,467,000 33,392,093 25,194,113 19,799,068
2001 13,493,000 26,972,569 20,932,072 16,850,908
2002 15,310,000 28,337,742 22,619,843 18,653,748
2003 15,109,000 25,894,171 21,259,880 17,959,853
2004 16,420,000 26,056,476 22,004,370 19,042,166
2005 16,987,000 24,959,476 21,680,195 19,219,231
2006 18,344,000 24,956,809 22,297,247 20,248,344
2007 14,821,000 18,670,192 17,157,160 15,960,596
2008 15,968,000 18,625,075 17,604,720 16,776,380
2009 17,849,000 19,276,920 18,741,450 18,295,225
2010 17,939,000 17,939,000 17,939,000 17,939,000
Seeing that they need to add about $800 million to the maintenance budget to keep
it in operation; if for example the maintenance was prioritized such that only about AUS
$40 million was used every year for the next ten years, this would mean that the Sydney
Opera House would need to on average triple expenditure on maintenance to handle both
the regular annual maintenance works and carry out the required renovation. For this to
remain a feasible option, we would need to consider other options for funding: Would the
government be willing to finance this? Would the people of New South Wales find this a
worthy venture to invest in for the next ten year? Based on current operational revenue,
would this be considered a profitable venture by private financiers? Currently, the future
seems bleak for many of these options seeing that its operational revenue already does not
meet the annual expenditure.
Critique of the Project and Conclusions from Our Project
From th
Evaluation Process
is project, and the mistakes made therein, we learn:
We learn the importance of planning well before implementing a project. Complete
designs would have saved this project a great amount of money and time.
We learn that it is important to consult with other experts when embarking on an
unprecedented venture. The initial cost estimates and structural sketches had been given
with out structural expertise, this also led to many iterations of the design, and could have
been avoided to some extent.
26. 26
The choice material and final design greatly influence final maintenance costs. In the
case of the Sydney Opera House, the final design and material choice has led to high
aintem nance costs over the years due to its very delicate form.
The project has shown the importance of implementing a good project management
strategy, especially when implementing a large‐scale unprecedented plan. Utzon was
known to be a brilliant architect but very poor manager. Seeking a project manager would
have been of great benefit to this process.
It also shows as the importance of having government backing. Government support
and approval of this plan enabled it to have large access to public funds created via a public
lottery, and this ensured that the finances were always catered for during the construction
period. In the operating life, the government has also continued to keep the Opera House
float. a
Comments on the Project Evaluation Process
The financial analysis given in this report is by no means 100% accurate. Several
assumptions were made throughout the financial analysis to simply the process. First of
all, we only know for sure the exchange rate of the AUS $ to the US $ in 2010, it is therefore
slightly difficult to get a feel for what the Actual 1972 Australian Dollars means in 1972 US$
as we do not have exchange rate data to span the length of the project. We therefore bring
all AUS $ to 2010 value and then compare these values to USD. We do note that this is an
approximation and that there are many economic nuances that this simplification does not
address.
In addtion, when discounting the cash flows back to the present day, a discount rate
of 8% is assumed throughout, as this the discount rate assigned to most public sector
projects.xlv The discount rate can easily change from year to year, especially during the
various construction stages of the project. Also, it has been assumed that the construction
costs for the three stages are paid as a lump sum at the end of each stage, which can then be
modeled as an annuity. In reality, the costs probably varied from year to year. There may
also be a little variation between the actual cash flows from 1973‐2010 and what is shown
above. Although the official financial reports of the Sydney Opera House were obtained,
31. 31
1994 2,323,000 7,958,465 ‐96,436,859
1995 1,922,000 6,096,909 ‐94,911,300
1996 1,195,000 3,509,946 ‐79,454,025
1997 12,636,000 34,365,165 ‐55,616,305
1998 2,208,000 5,560,120 ‐70,810,944
1999 ‐1,455,000 ‐3,392,535 ‐64,626,038
2000 1,408,000 3,039,766 ‐58,893,315
2001 1,408,000 2,814,599 ‐16,201,933
2002 20,667,000 38,253,175 ‐71,262,664
2003 ‐ 10,315,000 ‐17,678,097 ‐71,805,809
2004 11,287,000 17,911,050 ‐66,520,185
2005 7,811,000 11,476,922 ‐64,407,996
2006 26,762,000 36,409,406 ‐56,483,420
2007 18,196,000 22,921,720 ‐57,286,663
2008 ‐22,736,000 ‐26,519,270 ‐51,437,074
2009 ‐11,330,000 ‐12,236,400 ‐60,657,120
2010 ‐15,480,000 ‐15,480,000 ‐58,936,000
TOTALS 125,274,909 2,727,737,479
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