place

Duindigt

Dutch sports venue stubsHorse racing venuesSports venues in South Holland
Duindigt rennen 2
Duindigt rennen 2

Renbaan Duindigt is a horse racing venue in Wassenaar, Netherlands. It opened its doors in 1906.

Excerpt from the Wikipedia article Duindigt (License: CC BY-SA 3.0, Authors, Images).

Geographical coordinates (GPS)

Latitude Longitude
N 52.107222222222 ° E 4.3447222222222 °
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Address

Renbaan Duindigt

Waalsdorperlaan
2244 BN
South Holland, Netherlands
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linkWikiData (Q2725500)
linkOpenStreetMap (6596978)

Duindigt rennen 2
Duindigt rennen 2
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Bezuidenhout
Bezuidenhout

Bezuidenhout (Dutch pronunciation: [bəˈzœydə(n)ˌɦʌut]; English: "South of the Wood") is the neighborhood (Dutch: wijk) southeast of the Haagse Bos neighborhood of The Hague in the Netherlands. Bezuidenhout includes the Beatrixkwartier financial area near the Central Station and streets such as Bezuidenhoutseweg, Juliana van Stolberglaan, Laan van Nieuw Oost-Indië, Prins Clauslaan, and Theresiastraat. Part of German-occupied Europe during World War II, Bezuidenhout was bombed by mistake by the Royal Air Force in a bombing raid which killed hundreds of civilians. The targeted area was the adjacent woodland park Haagse Bos that was used by the Germans for launching V-1 and V-2 rockets, but all bombs missed the forest target by more than 500 yards (460 m) because of an error in reading the map, overcast conditions and incorrect allowance for the wind. The mistake caused the deaths of 511 civilians.Because nobody was certain about what to do after the explosion, there were no plans to reconstruct the neighbourhood until 1962, when David Jokinen saw an opportunity to put an end to the situation in which the Staatsspoor station and the Hollands Spoor each served only part of the rail traffic. His plan included demolishing the Staatsspoor Station. His plan sparked fierce discussions. The plan was not implemented, in part because it was only presented when decision-making had finally reached an advanced stage. Today, the Den Haag Centraal railway station stands in place of the Staatsspoor station.

NATO Consultation, Command and Control Agency

The NATO Consultation, Command and Control Agency (NC3A) was formed in 1996 by merging the SHAPE Technical Centre (STC) in The Hague, Netherlands; and the NATO Communications and Information Systems Agency (NACISA) in Brussels, Belgium. NC3A was part of the NATO Consultation, Command and Control Organization (NC3O) and reported to the NATO Consultation, Command and Control Board (NC3B). In July 2012, NC3A was merged into the NATO Communications and Information Agency (NCIA). The agency had around 800 staff, of which around 500 were located in The Hague and 300 in Brussels. Broadly speaking, the Netherlands staff were responsible for scientific research, development and experimentation, while the Belgian staff provided technical project management and acquisition support for NATO procurement programmes. The Agency was organised using a balanced matrix model, with four main areas: the Production area, Sponsor Accounts, Core Segment and Resources Division. The Production area consisted of nine capability area teams (CATs) with various areas of expertise. The Sponsor Accounts area had Directors for each of the Agency's major sponsors, providing a single point of contact with the Agency. The Core Segment comprised a Chief Operating Officer, Chief Technology Officer and Director of Acquisition, who ensured coherency of the Agency's business, technical and acquisition processes respectively. The Resources Division handled Agency operations such as Human Resources, Finance, Graphics, Building Maintenance, etc. Since 2004, the Agency used the PRINCE2 and PMI project management methodologies. General Manager Georges D'hollander and Deputy General Manager Kevin Scheid split their time between their offices in The Hague and Brussels. Staff were recruited directly from the 28 NATO nations, the majority holding degrees at the Masters level or above. The working language of the Agency was English. NC3A's prime customers were Allied Command Transformation and Allied Command Operations, as well as the NATO Air Command and Control System (ACCS) Management Agency (NACMA), NATO Airborne Early Warning (NAEW) Force Command and individual NATO nations. Its annual budget was roughly 100 million euros. Major growth areas were the NATO Network Enabled Capability (NNEC), Theatre Missile Defence (TMD) and the Alliance Ground Surveillance and Reconnaissance (AGSR) projects. The Agency traditionally had a strong emphasis on prototyping and aimed to follow a spiral development model. The agency aimed to complement, not compete with, national research and development, and was primarily concerned with improving C4ISR interoperability between the nations and supporting major acquisition C4ISR programmes.