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Maps and money dominated the broadband discourse in 2022 – FierceTelecom

Maps and money dominated the broadband discourse in 2022  FierceTelecom

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Maps and money dominated the broadband discourse in 2022 - FierceTelecom

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State transportation system learned the hard way from icy I-95 … – Roanoke Times

SCOTT SHENKThe (Fredericksburg) Free LanceStar

On New Years weekend a year ago, the weather was springlike, with a high of 71 degrees on Saturday, Jan. 1, 2022.

But storms were brewing and they would come fast and pound Northern Virginias regional transportation system into submission.

That Sunday was also mild, but rain started to fall. Then the temperature plummeted from the mid-60s that afternoon to 33 that night, and the forecast called for wet snow. More than 1,000 airplane flights were canceled due to the weather and COVID-19-related staffing shortages.

Alerts were issued by the National Weather Service as well as state agencies, including the Virginia Department of Transportation, State Police and the Department of Emergency Management. Travelers were warned to avoid driving if possible.

But drivers decided to head onto the interstate anyway.

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Rain, and the temperature, continued falling early Monday, Jan. 3, making the pavement slick.

At 4 a.m., the first in a cascade of crashes happened when a tractor-trailer jackknifed on Interstate 95 near the State Route 610 exit in Stafford County.

A heavy, wet snow soon started to fall, and was accumulating at a high rate. Power lines and trees started to fall, knocking out electricity in the region and blocking some emergency responders and tow trucks from reaching the interstate. Communications also were impacted.

Snow plows couldnt keep up with the fast-falling snow, and the traffic compressed the wet snow covering the pavement. By 3 p.m. the snow stopped falling, but there was more than a foot blanketing the region.

The interstate and area roads were coated with thick, wet snow. Crashes and stranded vehicles crippled the interstate between Richmond and Washington.

As crews tried to clear wrecked and stalled vehicles from the interstate, night fell, and the snow turned to ice. Hundreds of travelers were stranded in their vehicles in freezing temperatures. Many would be stuck for more than 24 hours.

At 8 a.m. Tuesday, Jan. 4, the state closed access to I-95 along a 48-mile stretch between Caroline and Prince William counties before eventually digging out stranded travelers and clearing the roads.

State agencies took a lot of heat for the response. An audit by the Office of the State Inspector General found that the agencies lost situational awareness, among other issues.

The audit highlighted a range of items, across state agencies, including the lack of a plan for such a major event as well as too few contractors to clear roads. Poor communication was cited as a contributing factor in the storm response. The audit also laid out various steps to improve responses to future storms.

Since the January storm, state agencies have made changes.

The commonwealth successfully navigated multiple winter weather events including three declared states of emergency after the Jan. 3 event without major disruptions to the traveling public, VDOT communications manager Kelly Hannon said in an email.

She noted that VDOT, state police, the Virginia Department of Emergency Management and the National Guard were ready and coordinated for the storms, setting up staging areas and mobilizing staff ahead of time.

Since then, VDOT also has undertaken a major review of its strategies during inclement weather, said in an email. She added that VDOT is working in with the emergency management department and state police to address the items noted in the Office of the State Inspector Generals corrective action plan to help us meet our agencys mission.

VDOT expects to complete its report to OSIG by the end of the year.

Meanwhile, VDOT has continued implementing various changes to its storm response.

One approach involves staff training geared specifically to major event response, including FEMA Emergency Management Institute courses.

VDOT also has established a long-term road closure plan, which will be continuously improved by the department, along with the emergency management department and state police.

The plan includes approaches to keeping vehicles from becoming trapped as they did in the January storm. If that fails, the plan calls for on-site responders to handle wellness checks and a wireless emergency alert system to communicate with stranded travelers.

Various agencies and first responders informally set up in some areas prior to the January storm, but not all of them did. That co-location approach has since become part of the states formal response to major storms.

VDOT will establish command centers in its districts when major weather hits, something aimed at improving local and statewide communications. VDOTs Fredericksburg districts will set up a local command center when a forecast calls for more than an inch of snow or more than 1/10-inch of ice.

VDOT said it also has identified more areas to set up wreckers and plows for storms, if necessary, with a particular focus on work zones.

In an effort to supplement its traffic cameras which went dark in the January storm after power was knocked out VDOT will have staff drive routes to report on road conditions. The agency is also exploring back-up power options.

Hannon pointed out that VDOT will soon implement some new tools to respond to emergency situations: a new two-way communications system between drivers and VDOT in defined geographicgeo-fencedareas; and in-cab safety alerts for drivers clearing roads during significant storms.

VDOT also is working with the traffic app WAZE to provide emergency updates.

Hannon said VDOT also is developing the next generation of our 511 system, which is expected to be complete in mid-2023.

In a news release, VDOT said it has improved its efforts to fill contractor and equipment shortages as well as its communications and command structure for better internal and interagency cooperation during crisis events.

The department also reviewed its strategies to inform the public and made various adjustments, highlighted by what is calls a more aggressive messaging encouraging motorists to avoid travel when those conditions warrant.

The messages also will be sent across a range of platforms, from VDOTs 511 system to local news, social media, VDOTs customer service center and digital signs along the interstate.

VDOT is a member of the multi-state Eastern Transportation Coalition, which shares information and messaging during storms like the one that hit last January.

Coalition states can use that information to spread the word about major traffic disruptions to travelers long before they reach a situation like the I-95 shutdown.

State agencies havent yet been challenged like they were last winter, but they got a chance for a test run in mid-December when there was potential for winter weather.

The storm didnt spawn any major road issues, but Hannon said Fredericksburg District snow removal contractors rehearsed plow train techniques on I95.

The real challenge could come any time now, as winter has set in with this weeks weather proving eerily similar to a year ago: warmer-than-expected temperatures followed by rain and bitter cold.

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State transportation system learned the hard way from icy I-95 ... - Roanoke Times

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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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City Winery To Close Ivy City Location In New Year – DCist

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City Winery To Close Ivy City Location In New Year - DCist

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Mana Up has opened a new retail location at Prince Waikiki – The Business Journals

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

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Boba Guys Pulls the Plug on Its Original Location Just Months After … – Eater SF

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

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Co-location

Goose Island Beer Co. to move brewpub to Salt Shed – CBS News

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

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Isla & Co. Debuts in Buckhead with a Menu of Australian Inspired … – Thrillist

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

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Connecting Airmen, Guardians, family members to care … – resilience.af.mil

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

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CSRWire – From the Fifth Third 2021 ESG Report: Community … – CSRwire.com

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