Strengths and opportunities of the German colocation market DatacenterDynamics
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Strengths and opportunities of the German colocation market - DatacenterDynamics
Strengths and opportunities of the German colocation market DatacenterDynamics
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Strengths and opportunities of the German colocation market - DatacenterDynamics
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Mana Up has opened a new retail location at Prince Waikiki The Business Journals
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Mana Up has opened a new retail location at Prince Waikiki - The Business Journals
In a not-that-surprising twist of events, San Francisco-founded tea chain Boba Guys has closed the doors on its original location. Co-founders Andrew Chau and Bin Chen confirmed the closure to the San Francisco Chronicle, telling the paper they offered the laid-off staff roles at other Boba Guys locations. The co-founders also announced the Newport Beach Boba Guys location will shut down, too.
Its an unsurprising choice given the spate of backlash the company received in late October when the company pushed back on its staff after they announced hopes to unionize. Then, more backlash followed when SFGATE reported the company allegedly recorded employees in its shop without prior consent, a violation of California state law. Boba Guys began its empire from this original location in the Mission when it opened in 2011. Thankfully, there are lots of other boba shops in the city worth a visit.
Sithas Authentic Khmer Food, the San Bruno pop-up from owner Sitha Yim, will vacate its current home at Pho de Nguyen after December 18. Worry not, though: the Peninsula Foodist reports the business will move to two new (currently undisclosed) locations in the new year. Yims business became paramount to the Bays Cambodian American community for her loving recreations of staple dishes including garlic noodles and Cambodian beef jerky.
Bernal Heights chef Greg Lutes, the owner and operator of Michelin-recognized 3rd Cousin, is joining the Sprouts Chef Training program in auctioning off a cooking class and brunch. Bids are open online until December 18 and start at $150.
As of December 21, Canyon Market at 2815 Diamond Street will become a new Guss Community Market. According to a press release, the full 90-person staff will stay on, and operations will carry on as usual under the new ownership. Janet and Richard Tarlov opened Canyon Market in 2006.
The Sage and Drifter, the Inner Sunsets cocktail and neighborhood bar, is turning one on December 17. But theyre not alone: Potrero Hills go-to wine bar Ruby is celebrating its 11th birthday on December 16 with help from fellow neighborhood merchant Alimentari Aurora. Both bars are hosting shindigs with DJs, special food offerings, and plenty of good vibes.
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Boba Guys Pulls the Plug on Its Original Location Just Months After ... - Eater SF
Goose Island Beer moving brewpub to Salt Shed
CHICAGO (CBS) -- Goose Island Beer Co. is moving its original Lincoln Park brewpub to the new Salt Shed music venue along the Chicago River.
The new location in the former Morton Salt shed at Elston and Magnolia avenues is just across the river from the brewery's namesake, Goose Island.
The Goose Island Beer Company was founded by John Hall in 1988, as one of the first small breweries in the Midwest. The Lincoln Park brewery and brewpub opened that year in an old industrial complex at 1800 N. Clybourn Ave., and became an anchor of the 1800 Clybourn mall. The mall also housed the Remains Theatre stage company, Muddler's Pool Room, the ArtGolf indoor miniature golf course, and an assortment of specialty and boutique stores and restaurants.
The mall closed in 1994 and most of it was demolished, but the Goose Island brewpub remained as a new shopping center anchored by a Bed, Bath and Beyond store rose around it. A Goose Island brewery and taproom at 1800 W. Fulton St. went on to open in 1995.
Goose Island also operates the Barrel House space for private events at 603 N. Sacramento Blvd. on the city's West Side, where the brewery also ages its Bourbon County Brand Stout. International Goose Island brewpub locations have also opened over the past several years.
Goose Island operated a second brewpub at 3535 N. Clark St. just south of Wrigley Field from 1999 until 2015. The building where it was located has since been torn down for a new development.
The Clybourn Avenue brewpub nearly closed in 2008, on account of rising rents in the neighborhood. But last-minute negotiations with the landlord kept it open. The brewpubnearly closed again in 2014, but that too was averted.
The bar notes that the Clybourn Avenue location is the longest continuously operating craft brewery in Chicago.
Goose Island was sold to Anheuser-Busch InBev in 2011.
You still have time to enjoy the original Clybourn Avenue location where the company got its start. The move isn't anticipated until the end of next year.
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Goose Island Beer Co. to move brewpub to Salt Shed - CBS News
The wait is over. On Thursday, December 8, Isla & Co. officially opened its doors to the city of Atlanta. This Buckhead restaurant from NYC-based Parched Hospitality Group has brunch, a unique variety of coffee, cocktails, and dinner, mixing Australian-inspired cuisine with the flavors of Southeast Asia and the Mediterranean and seating up to 110 people in its intimate, greenery-forward dining room, front bar, and cozy outdoor patio.
Atlanta has an amazing culinary and bar scene, and we are so excited for Isla & Co. to become a part of that hospitality community and to bring our culture to the city, says PHG president and co-owner, David Orr. We wanted to find a neighborhood that would embrace the Australian experience and where we would feel at home delivering it, and Buckhead gave us just what we were looking for. With a second lease just signed in the Midtown neighborhood, Isla & Co. is looking forward to making our home in Atlanta and growing our presence in the years to come.
Helmed by executive chef Matthew Foley and local Atlanta chef Kate Huang, the menu features excellent cuts of meat paired with bright flavors, alongside vegetable-focused dishes filled with fresh, local produce. In another nod to Australian caf culture, a carefully curated specialty coffee program features PHG coffee brand Hole In The Wall with two signature house blends originating from the Americas and Ethiopia.
For the brunch enthusiasts out there, breakfast is served until 4 pm, with menu options such as the Brekkie Roll, Brioche French Toast, or the Sambal Scramble, which is soft-beaten eggs, a house-made chili sambal sauce, green harissa, and parmesan with sourdough and choice of bacon or avocado. Lunch is spearheaded by Fish & Chips, and the dinner list includes the Braised Lamb Shoulder, Spicy Thai Green Curry, or the sharable oysters for the table.
Isla & Co.s has a comprehensive list of wines, craft beers, and creative cocktails, including a Buckhead exclusive: the What the Buck, featuring rye whiskey, mint, lemon, maple, and ginger beer.
Isla & Co is open Tuesday - Sunday from 9 am to 4 pm for brunch, and 5 pm to 10 pm for dinner. Dine-in is extended an extra hour on Fridays and Saturdays; with the restaurant closing its doors at 11 pm. Walk-ins are welcome, and reservations are now open through Resy.
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Isla & Co. Debuts in Buckhead with a Menu of Australian Inspired ... - Thrillist
Arlington, VA --
Connect to Care is a new approach to providing support for Airmen, Guardians, and their families in which all providers, regardless of area of responsibility, will personally guide each individual or group to the support services they need. This new approach is in response to the 2021 Independent Review Commission on Sexual Assault in the Military and its recommendation to prioritize the needs of individuals seeking care and support by ensuring seamless coordination between helping agencies known as a warm handoff within the IRC.
The Pacific Air Forces Integrated Resilience team was among the first to receive training in Connect to Care. Drew Kadokowa, PACAFs Community Support Program Manager and Community Action Team Chair, said the new approach formalizes a process that was, for the most part, already being carried out.
I feel like most of our providers and supervisors are already doing this. This [Connect to Care] is a utilization reporting system and training to make sure we are doing it right and in the most efficient way possible, Kadokawa said.
The utilization reporting system will capture the total number of referrals and the specific agencies that receive those referrals. Service provider offices, squadrons, and First Sergeants will capture data from their respective encounters with an individual or group, and the agency to which they were referred.
Kadokawas team was one of the first to take the Connect to Care training, which is the beginning of a months-long, but thorough process to train DAF personnel. This training will assist those who may be able to give referrals to Airmen and Guardians for other helping agencies.
Its a four-phased approach and the first phase was to train the trainer, which Air Force Personnel Center conducted. The next phase of it, parts two and three, is the rollout to the installation command teams and the service providers, Kadokawa said.
In the final phase, training facilitators will educate all front-line supervisors. Each phase of the training is slightly different with direct providers, such as Chaplains, or Sexual Assault Response Coordinators (SARC), having longer, more detailed instruction. Kadokawa said that is because the providers are more likely to have Airmen, Guardians, and family members come to them directly for help with an issue.So, we need to make sure they understand what each agency does and how to account for referrals through Connect to Care, and that were sending them to the right places to get the help they need, Kadokawa said.The Connect to Care approach is the foundation of a one-stop shop concept. For example, if a spouse who was the victim of domestic violence sought help from a SARC, they would then guide the spouse to a Domestic Abuse Victim Advocate (DAVA) by contacting the DAVA directly, with the spouses permission. Kadokawa said that creates a reliable and person-centered experience for Airmen, Guardians and DAF family members who choose to explore support options.
Kadokawa said, For someone who is requesting serious, immediate assistance, if you refer them to the wrong agency, or just give them the information and send them out the door, they may not reach out again.
Connect to Care aims to ensure no individual or group encounters an obstacle to the support they need, and to provide seamless coordination among helping resources.
Kadokawa said providers can make a referral three different ways: by picking up the phone and calling the next provider, personally walking the individual(s) to another providers location, or contacting the other provider virtually from a computer.
Referrals are up to the individual(s) seeking information or support and only with their consent. Progress and success of the Connect to Care approach will be measured by feedback from the individuals served, and through installation commanders who will capture the total number of connections and agencies that receive the referrals. The metrics will not include any personal identifiable information.
The intention of the Connect to Care approach is the same as the Co-Location pilot, which places helping agencies within the same location. Both prioritize the needs of Airmen, Guardians, and their family members by ensuring providers refer those requesting help are personally directed to the support they need. Connect to Care makes it possible to guide them to the right resource regardless of where the helping agency or provider is located.
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Connecting Airmen, Guardians, family members to care ... - resilience.af.mil
Published 12-15-22
Submitted by Fifth Third Bancorp
The Fifth Third Community Development Co. invests in real estate projects across our footprint to help communities thrive. These investments can include affordable housing, small business spaces or commercial projects.
Without this type of investment, many of these projects would struggle to come to life, said Susan Thomas, the CDCs president. We look for projects that fill a need in the community. What do the people living there need that they dont currently have?
Bringing affordable housing to Cincinnatis Avondale through Empowering Black Futures neighborhood program
The Blair Lofts project is an affordable housing development in Avondale, a neighborhood in Cincinnati. Avondale is one of the neighborhoods selected for our Fifth Third Empowering Black Futures neighborhood investment program. The projects first phase includes the construction of 64 units, consisting of a mix of one-, two- and three- bedroom apartments that will be affordable for families earning between 30%-60% of the areas median income. The location is along a bus line and within walking distance to the University of Cincinnatis innovation corridor, a multimillion-dollar revitalization effort with mixed-use development. As part of our financial commitment to the project, the Fifth Third Community Development Co. provided a $9.4 million equity investment, and Fifth Third provided a $10.5 million construction loan.
Helping up-and-coming minority real estate developers break through financial barriers
In November 2021, the Bank announced it was one of eight banks to invest a total of $85 million in first-round funding for National Equity Funds Emerging Minority Developer Fund. The EMDF was established to help emerging minority-owned developers gain access to low income housing tax credits to create affordable housing. The EMDF does this by providing tax credit equity capital, technical support and tailored project underwriting to help the developers establish a track record of success and improve their financial stability as their business grows.
Neighborhoods need health care, too
When a neighborhood has quality health care facilities, the resulting improved outcomes can help lead to longer, happier lives. Five Rivers Health Centers, a federally qualified health center serving the Dayton, Ohio, community, also received funds from our Community Development Co. The CDC investment will assist the construction of Five Rivers new Edgemont campus, located in the racially and economically diverse neighborhood of West Dayton. The new facility will offer services including internal medicine, obstetrics and gynecology, pediatrics, dental, hematology and oncology, psychiatry, sports medicine, addiction medicine, general surgery, infectious diseases, gastroenterology, acupuncture and massage therapy in one location. This new facility will serve over 15,000 patients, regardless of their insurance status or ability to pay.
Without the unwavering commitment from Fifth Third to this project, there is no way that Five Rivers Health Centers could have embarked on our first property, said Gina McFarlane-El, chief executive officer.
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CSRWire - From the Fifth Third 2021 ESG Report: Community ... - CSRwire.com
Congressional negotiators are racing to the lame duck deadline for a tax-extender package, possibly even this weekend. With topline spending amounts reportedly agreed upon, a variety of progressive priorities, including the Low Income Housing Tax Credit (LIHTC) and the Child Tax Credit, must now duke it out for the available funds.
The Low Income Housing Tax Credit (LIHTC) was created by the 1986 Tax Reform Act to supplant traditional public housing (Section 9) with privately provided, publicly subsidized rental housing. The LIHTC program offers tax credits to developers to build or renovate rental housing for low-income households. Developers can sell or syndicate credits to investors in the secondary market.
The program has become the largest federally subsidized housing program in the United States. In fact, it now provides more units than traditional Section 9 public housing did at the latters peak in the 1990s. It also recently surpassed the Section 8 voucher program. This is a testament to the success of the program in increasing the availability of income-restricted housing in the country.
At first glance, the LIHTC program looks to many like a supply-side progressive policy of the sort championed by Niskanen and lauded by commentators like Ezra Klein and Derek Thompson. But this is just a linguistic confusion: Providing a subsidy directly to a developer a building supplier doesnt make it a supply-side policy. It is a demand-side subsidy to the tenant in the form of lower rent, just like Section 8, but transmitted through the building owner instead of the tenant. As every economics undergraduate learns, the incidence of a tax or a subsidy who it formally applies to is distinct from the economic incidence of a tax or subsidy: who truly pays or benefits in the long run.[1]
Because they are both demand-side subsidies, LIHTC subsidies and Section 8 subsidies face the same actual supply-side constraints in the building and zoning codes. The zoning barriers that outlaw the construction of a market-rate multifamily building where tenants could use their Section 8 vouchers also ban an otherwise-identical LIHTC building.
There are some downsides to the LIHTC program. One downside is that it is administratively costly, especially when compared to other housing subsidies like Section 8 vouchers. The high overhead cost of LIHTC is a well-known fact among policy wonks. It dates back to at least an April 1992 comparison to Section 8 by the Congressional Budget Office and has been examined in decades of academic research since. Section 8 vouchers only require tenants to complete income test paperwork, whereas the LIHTC program also requires compliance monitoring of building owners. The marketing, sale, and syndication of tax credits in the secondary market add further administrative and transaction costs beyond simply giving money or vouchers directly to low-income people.
One large study of Californias LIHTC credit market found developers obtained just $0.73 per dollar of tax credit sold to secondary investors. Developers used those 73 cents of each subsidy dollar to build homes roughly 20 percent more expensive per square foot than the estimated construction-industry average.[2] By contrast, the incremental administrative costs for Section 8 average 10 percent or less of total Section 8 tenant-based spending.[3]
Another downside of the LIHTC program is its inflexibility. Because the program is address-based, it is not portable. This means that if a familys household size changes, they cannot upsize, downsize, or move without giving up their subsidy. The same immobility means LIHTC can also be a barrier to opportunity for workers who want to take a job in another area.
Despite these downsides, there are also some upsides to the LIHTC program. One potential upside is that it could be used to achieve spatial income mixing. We know from Raj Chettys Moving to Opportunity research that income-mixing matters for life outcomes at the zip code level. We dont yet have precise and granular estimates of the spatial level of income integration that matters for life outcomes whether it matters if incomes mix on a floor or a building versus on a block or zip code. But in theory, the program could be used to experiment with different income mixes.
Unfortunately, LIHTC is not consistently used to facilitate economic integration. The program theoretically allows the co-location of LIHTC and market-rate units in the same building. But the program heavily incentivizes 100 percent low-income buildings in practice. Compliance requirements for mixed buildings are so infamous that New York Citys compliance manual for LIHTC has a chapter heading titled Be Grateful if You Manage a 100% Tax Credit Property.
Though some state housing finance agencies prioritize high-opportunity neighborhoods for LIHTC construction, others tend to allocate credits to concentrated-poverty neighborhoods. On average, LIHTC does not promote neighborhood income inclusion as implemented today.[4] And it bears mention that Chettys landmark income-mixing experiment was achieved through Section 8 vouchers, not through LIHTC. Income-mixing can be a conscious goal of voucher policy, as well.
The primary upside of the LIHTC program is its political strength and durability. Because concentrated, highly motivated constituents in the private and nonprofit sectors beyond the actual tenant get their hands directly on the money, the program is considered an untouchable political dynamo. This makes it less likely that the program will be cut or reduced in the future. LIHTCs inefficiencies give it staying power, for better and for worse. Giving cash directly to families is the surest way to help them, but cutting out the rent-seeking middlemen also means fewer middlemen supporting the policy in Washington.
Overall, the LIHTC program has been successful in creating a durable coalition in favor of distributing rental subsidies to low-income tenants on a scale that recently exceeded Section 8 and LIHTC continues to grow. However, the program also has high inefficiencies, complex rules and regulations, and limitations in its ability to address the affordable housing crisis without supply-side reform to state and local zoning and building codes.
Policymakers in fiscally-constrained negotiations between competing benefit options for low-income families should seek out the most effective and efficient means of ending poverty. This will typically privilege direct cash transfers like the Child Tax Credit, followed by direct in-kind subsidies like Section 8. Complex and indirect options like LIHTC, by contrast, are popular for the wrong reasons and unlikely to provide the most poverty alleviation at the lowest fiscal and social cost.
[1] For example: Everyone recognizes Section 8 as a demand-side subsidy and paying it directly to the supplier in a Section 8 Project-Based Voucher doesnt magically turn it into an actual supply-side policy like upzoning or building code liberalization.
[2] Michael D. Eriksen, The market price of Low-Income Housing Tax Credits, Journal of Urban Economics 66, no. 2 (September 2009): 141-149.
[3] Roughly $2 billion in Section 8 administrative costs on $28 billion in Housing Choice Voucher spending not including Project-Based Voucher spending in a detailed study of administrative fees for fiscal 2014. See Abt Associates and Phineas Consulting, Housing Choice Voucher Program Administrative Fee Study Final Report, U.S. Dept. of Housing and Urban Development, August 2015.
[4] Ingrid Ellen et al., Poverty concentration and the Low Income Housing Tax Credit: Effects of siting and tenant composition, Journal of Housing Economics 34C (2016): 49-59.
Photo credit: iStock
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Section 8's big, clumsy brother: How the Low Income Housing Tax ... - Niskanen Center
A wireless communications tower took three steps last Wednesday, allowing up to three new service providers serving the Webster area.
In a meeting at Southwestern Community College last Wednesday, Webster leaders approved unanimously three motions to allow Vogue Tower Partners, LLC, based out of Chattanooga, Tennessee, to erect a cell tower near a water tank in wooded land on the SCC campus.
The proposed towers address is 336 College Drive, a back road that loops around behind the main campus and comes out on Webster Road beside the National Guard Armory.
The company plans to raise a wireless communication tower 195 feet in total height (190 feet of tower and 5 feet of lightning rod) on a low rise on SCC property.
At a public hearing last Wednesday, Webster leaders invited the public to speak on the proposal and voted unanimously to pass all three motions.
Vogue was asking for three waivers, Webster Mayor Tracy Rodes said in a Monday interview. The first motion waived the special use permit.
If we had opted to go that route it would have been a lengthier proceeding and they would have needed to submit some engineering reports to our board, Rodes said. Nobody really felt like we needed to do that, because (Jackson County Senior Planner) John Jeleniewski is the expert who knew if they met the specifications.
The second motion had to do with height.
The countys height restriction is 180 feet, and they wanted 195 feet, she said. The extra 15 feet allows co-location of multiple providers, and thats the best use of that tower, rather than having to build more towers.
The third waiver had to do with keeping a maintenance log for the road to the tower onsite. The board voted to waive the requirement and Vogue will keep the log digitally, Rodes said.
About 10 members of the public attended the meeting, Rodes said.
We heard nothing negative, she said.
Prior to the meeting, a developer of an adjacent property had contacted county officials about the aesthetics of the tower, but the man had not followed up further and did not attend the meeting, Rodes said.
Letters of support came in from five entities, including the Jackson County Rescue Squad and Sheriffs Office, Western Carolina University and SCC.
Reasons for the tower included safety, education, increased communication, telehealth are things that are important to Webster, Rodes said. Its hard to say I am excited, because I will have a view of that from my home, but it doesnt require lights because it is not 200 feet.
Rodes is willing to trade the view of the tower for improved cell service.
When it rains, the mayor and vice mayor cant even talk on their cell phones without the call dropping three times, she said. We sure hope to increase the signal strength in our town, too. ... just the good outweighs the bad.
Verizon Wireless is listed as the wireless communications provider, with Vogue as the facility owner on the Wireless Communication Facility Application filed with the planning department.
There will be space for three providers, with Verizon the first to place equipment atop the tower.
The tower and supporting facilities will be located on the east side of the property, near an existing Tuckaseigee Water and Sewer Authority tank and contained within a 2,343 square foot secured compound.
The compound will contain the lattice tower, meter rack, provider equipment building, backup generator and equipment shelter areas for future providers.
An 8-foot secured chain-link fence will surround the equipment. Three sides of the parcel, a very irregular pentagon shape, will feature a 5-foot wide landscape buffer to be planted with evergreen trees. The other sides face into the woods and would not be visible from any roadway.
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SCC cell tower passes Webster town board | Top Stories ... - The Sylva Herald