Categories
Co-location

Neural implementation of computational mechanisms underlying the continuous trade-off between cooperation and competition – Nature.com

Participants

The study complied with all relevant ethical regulations. The study protocol was approved by the Institute of Neuroscience and Psychology Ethics Committee at the University of Glasgow. Written informed consent was obtained in accordance with the Institute of Neuroscience and Psychology Ethics Committee at the University of Glasgow. Twenty-seven same-sex pairs of adult human participants participated in the fMRI experiment. This number was determined based on a priori estimates of sample size necessary to ensure replicability on a task of similar length97. All were recruited from the participants database of the department of Psychology at the University of Glasgow. For each couple one participant was in the scanner and the other in an adjacent room. Two pairs were removed from the analysis: one for excessive head movements inside the scanner, the other for a technical problem with the scanner. The remaining couple of participants (7 of males, 18 of females), were all right handed, had normal or corrected-to-normal vision and reported no history of psychiatric, neurological or major medical problems, and were free of psychoactive medications at the time of the study.

All participants played the Space Dilemma in pairs of two. Before starting the game they were given a set of instructions explaining that they had to imagine that they were foraging for food in a territory and asked to make a prediction about the position of the food (a straight line that represents the territory, Fig.1). They were told that in each trial the target food would appear somewhere in the territory as its position is randomly sampled from a predefined uniform probability distribution. They were shown examples of possible outcomes of a trial (Fig. 1) and they were given information about the conditions of the game. During the game, in each trial, they were presented with a bar moving across the space (representing their location) and asked to commit to a location by pressing a button while the bar passes through it while moving in the linear space. Participants therefore choose their locations in the space through the timing of a button press. They indicated their choice by pressing one of three buttons on a response box. The bar takes 4s to move from one end to the other end of the space. Once stopped, it remains at the chosen location for the remainder of the 4s. This location signalled their prediction about the target position. The two participants played simultaneously, making first their predictions and thenwatching the other players responses (for 11.5s). After both players had responded, the target would be shown (for 1.5s). Inter-trial intervals were 22.5s long. At any trial, the participant who made the best prediction (minimising the distance d to the target) was indicated as the trials winner through the colour of the target, obtaining a reward which would depend on the distance to the target: the shorter the distance the higher the reward. In the rare circumstance where players were equidistant from the target such reward was split in half between the two players who were both winners in the trial.

In order to enforce different social contexts we introduced a reward distribution rule whereby each trial reward would be shared between the winner and the loser according to the rule

$${R}_{{win}}=alpha R; , {R}_{{lose}}=left(1-alpha right)R$$

(2)

Where is a trade-off factor controlling the redistribution between winners and losers in each trial. By redistributing the reward between winner and loser the latter would also benefit from the co-player minimising their distance to the target. Increasing the amount of redistribution (decreasing below 1) constitutes an incentive to work out a cooperative strategy to decrease the average distance of the winner from the target (that is, irrespective of who the winner is) and therefore increase the reward available in each trial which would be redistributed. Decreasing the amount of redistribution can instead lead to punishment for the losers (increasing alpha above 1) adding an incentive to compete to win the trial.

All participants first participated in a behavioural session where they were randomly coupled with one another and played three sessions of the game in three different conditions specified by the value of the trade-off factor . In the first condition (=0.5, cooperative condition), the reward was shared equally between the two players, irrespective of the winner. In the second condition, the winner gets twice the amount of the reward (=2, competitive condition), while the other player will lose from their initial stock an amount equivalent to the reward. In the third condition, the winner will get the full amount of the reward and the other will get nothing (=1, intermediate condition). The participants were instructed about the different reward distribution (through a panel similar to Fig. 2c). In total, participants played 60 trials in each of the three conditions for a total of 180 trials.

At the end of the behavioural session, participants were then asked to fill in a questionnaire where their understanding of the game was assessed together with their social value orientation98. If they showed to have understood the task and were eligible for fMRI scanning they were later invited to the fMRI session which occurred 13 weeks later. In total, 81 participants took part in the behavioural session and 54 participated to the fMRI session.

In the fMRI sessions, participants were matched with an unfamiliar co-player they had not played with in the behavioural session and it was emphasised not to assume anything about their behaviour in the game. We did not use deception: participants briefly met before the experiment when a coin toss determined who would go into the scanner and who would play the game in a room adjacent to the fMRI control room. Both in the behavioural and fMRI session participants were rewarded according to their performance in the game, with a fixed fee of 6 and 8 respectively and an additional amount of money based on their task performance of up to additional 9. At the end of the fMRI sessions, participants were asked to describe what their strategy was in the different social context. Their response revealed a good understanding of the social implication of their choices (Supplementary Table4). Both in the behavioural and fMRI sessions, the order of the condition was kept constant (cooperation-competition-intermediate) as we wanted all couples to have the same history of interactions.

Visual stimuli were generated from client computers using Presentation software (Neurobehavioral Systems) controlled by a common server running the master script in MATLAB. The stimuli were presented to the players simultaneously. Each experiment was preceded by a short tutorial where players could experience a few trials in each of the three sessions to allow probing the effect of the variability in the task parameter.

We computed a payoff matrix for the Space Dilemma in the following way. Since the target position in each trial is random, the reward in each trial will also be random, but because the target position is sampled from a uniform distribution, each position in the space is associated with an expected payoff which depends on the position of the other player (Fig.1b). In a two-player game, the midpoint maximizes the chance of winning the trial. For simplicity we therefore assume that players can either compete, positioning in the middle of the space and maximizing their chance of winning, or cooperate, deviating from this position by a distance to sample the space and maximize the dyads reward. For all combinations of competitive and cooperative choice, we can build an expected (average) payoff matrix which depends parametrically on . We defined R as the expected reward for each of two players cooperating with each other, T as the expected temptation payoff for someone who decides to compete against a player who is cooperating. S is the sucker payoff for a cooperator betrayed by its partner. P is the punishment payoff when both players compete all the times. R, T, S and P can be computed analytically integrating over all possible position of the target and are equal to:

$$R=left(frac{3}{8}+frac{triangle }{2}-{triangle }^{2}right)$$

(3)

$$T=alpha left(frac{3}{8}+frac{triangle }{2}-frac{{triangle }^{2}}{8}right)+left(1-alpha right)left(frac{3}{8}-frac{5{triangle }^{2}}{8}right)$$

(4)

$$S=alpha left(frac{3}{8}-frac{5{triangle }^{2}}{8}right)+left(1-alpha right)left(frac{3}{8}+frac{triangle }{2}-frac{{triangle }^{2}}{8}right)$$

(5)

The expected reward for cooperative players R is the same in all conditions. This is because the expected reward is equal to the average of the possible rewards associated with win and loss and players who cooperate with equal have an equal chance of winning the trial.

Therefore (R=({R}_{{win}}{+R}_{{lose}})/2=(alpha {R}_{{trial}}+left(1-alpha right){R}_{{trial}})/2={R}_{{trial}})/2 which does not depend on . Likewise for the expected reward for competitive players P. When one player cooperates and the other competes however, players dont have the same chance of winning a trial and therefore T and S depend also on . For =0.5 the reward is shared equally no matter what players do so if one compete against a cooperator, they both are expected to win:

$$T=S=frac{3}{8}+frac{triangle }{4}-frac{{3triangle }^{2}}{8}$$

(7)

For =2, T diverges quickly from S as

$$T-S=frac{3}{2}left(triangle+{triangle }^{2}right)$$

(8)

We also computed the expected payoff by simulating 10000 trials of two players competing and/or cooperating by in the three conditions of the game and the results matched the analytical solutions. For the intermediate and competitive conditions, for all values of it is also true that (T>R>P>S) thus demonstrating that the Space Dilemma in these conditions is a continuous probabilistic form of Prisoners Dilemma in the strong sense. For >0.4 and in all conditions the payoff for a dyad always cooperating is always higher that for one where one player is always competing and other always cooperating or if both alternate cooperation and competition (2R>T+S), therefore for >0.4 the space dilemma is a probabilistic form of iterated prisoners dilemma. Furthermore, for all conditions the maximum payoff for the dyad is reached for =0.25.

To model the behaviour in the game we fitted eighteen different models belonging to three different classes all assuming that players implement some sort of titxtat. The first class of models (Model S1-S4) is based on the assumption that players decide their behaviour simply based on the last observed behaviour of their counterpart, by reciprocating either their last position, their last change in position, or a combination of the two. A second class of models goes further in assuming that a player learns to anticipate the co-players position in a fashion that is predicted quantitatively by a Bayesian learner (Bayesian models in B1-B8). The eight Bayesian models differ in how this expectation is mapped into a choice, allowing for different degrees of influence of the context, their counterpart behaviour and the player own bias. A third class of models assumes that participants were choosing what to do based not only on the other player behaviour but also on the outcome of each trial, with different assumptions on how winning a trial should change their behaviour in the next (becoming more or less cooperative). This class of models were effectively assuming that the player behaviour would be shaped by the reward collected (Reward models in Fig.3d).

For simplicity, we remapped positions in the space to a cooperation space so that choosing the midpoint (competitive position) would correspond to minimum cooperation while going to the extreme ends of the space (either x=0 or x=1) would correspond to maximum cooperation. Therefore is symmetrical to the midpoint and is defined as

$$theta=left|x-0.5right|/0.5,({{{{{rm{S}}}}}}1-{{{{{rm{S}}}}}}4,, {{{{{rm{B}}}}}}1-{{{{{rm{B}}}}}}8,, {{{{{rm{R}}}}}}1-{{{{{rm{R}}}}}}6)$$

(9)

All models include a precision parameter capturing intrinsic response variability linked to sensory-motor precision of the participant, such that, given each models prediction about the players decision, the actual choice will be normally distributed around that prediction with standard deviation equal to the inverse of the precision parameter, constrained to be in the range (0:10000).

For models S1-S4, we assumed that participants were simply reacting to their counterpart recent choice. Model S1 simply assumed that players would attempt to reciprocate their co-players level of cooperation . As the model operate in a symmetrical cooperation space this implies matching their expected level of cooperation in the opposite hemifield.

$${choice}left(tright) sim N,left(theta left(t-1right){{{{{rm{;}}}}}} , 1/{{{{{rm{Precision}}}}}}right)({{{{{rm{S}}}}}}1)$$

(10)

Model S2 simply assumed that players would attempt to reciprocate their co-players updates in their level of cooperation moving from their previous position plus a fixed SocialBias parameter, capturing their a priori desired level of cooperation, constrained to be in the range (1000:1000).

$${choice}left(tright) sim N,left({{{{{rm{SocialBias}}}}}}+{choice}left(t-1right)+triangle theta (t-1){{{{{rm{;}}}}}} ,1/{{{{{rm{Precision}}}}}}right)({{{{{rm{S}}}}}}2)$$

(11)

Model S3 was identical to model S2 with the only difference of having three different SocialBias parameters, one for each social context. Model S4 simply assumed that players would reciprocate their co-players last level of cooperation scaled by a TitXtat multiplicative parameter, constrained to be in the range (0:2). If this is bigger than 1, a participant would cooperate more than the counterpart.

$${choice}left(tright) sim N,left({{{{{rm{SocialBias}}}}}}+{{{{{rm{TitXTat}}}}}} * theta left(t-1right){{{{{rm{;}}}}}} , 1/{{{{{rm{Precision}}}}}}right)({{{{{rm{S}}}}}}4)$$

(12)

For models B1-B8, we used a Bayesian decision framework that has been shown to explain how humans learn in social contexts very well32,99 for modelling how participants made decisions in the task and how the social context (reward distribution) can modulate these decisions. Our ideal Bayesian learner was assumed to update its expectation about the co-players level of cooperation on a trial by trial basis by observing the position of its counterpart. In our Bayesian framework, knowledge about has two sources: a prior distribution P() on based initially on the social context and thereafter on past experience and a likelihood function P(D) based on the observed position of the counterpart in the last trial. The product of prior and likelihood is the posterior distribution that defines the expectation about the counterparts position in the next trial:

$$Pleft(theta left(t+1right)right)=P(theta (t+1)|D)=frac{left(Pleft(D right|theta left(tright)right) * P(theta (t))}{P(D)},({{{{{rm{B}}}}}}1-{{{{{rm{B}}}}}}8)$$

(13)

According to Bayesian decision theory (Berger, 1985; OReilly et al., 2013), the posterior distribution P(D) captures all the information that the participant has about . In the first trial of a block, when players have no evidence on past position of the co-players, we chose normal priors that correspond to the social context: in the competition context prior=0, in the cooperation context, prior=1, and in the intermediate context where the winner takes all, prior=0.5, whereas in all cases the standard deviation is fixed to prior=0.05 which heuristically speeds up the fit. The likelihood function is also assumed to be a normal distribution centred on the observed location of the co-player with standard deviation fixed to the average variability in positions observed so far in the block (that is, in all trials up to the one in which is estimated). Being the product of two Gaussian distribution the posterior distribution is also Gaussian. All distributions are computed for all values of the linear space at a resolution of d=0.01.

While all Bayesian models assume that players update their expectations about the co-player choices, they differ in how the translate these expectations into their own choices. We built 8 Bayesian models based on increasing level of complexity. In short, all models include a Precision parameter. Model B1 simply assumes that players will aim to reciprocate the expected position of the co-player (coplayer_exp_pos).

$${coplayer}_{exp }_{pos},(t)=Eleft(Pleft(theta (t)right)right)({{{{{rm{B}}}}}}1-{{{{{rm{B}}}}}}8)$$

(14)

$${choice}left(tright) sim N,left({coplayer}_{exp }_{pos},left(tright){{{{{rm{;}}}}}} , 1/{{{{{rm{Precision}}}}}}right)({{{{{rm{B}}}}}}1)$$

(15)

Model B2 assumes that players will aim for a level of cooperation shifted compared to coplayer_exp_pos. Such a shift is captured by the SocialBias parameter which sets an a priori tendency to be more or less cooperative and all further Bayesian models include it.

$${choice}left(tright) sim N,({coplayer}_{exp }_{pos},left(tright)+{{{{{rm{SocialBias;}}}}}} , 1/{{{{{rm{Precision}}}}}}) , ({{{{{rm{B}}}}}}2)$$

(16)

Model B3 further assumes that participants can fluctuate in how much they reciprocate their co-player cooperation. This effect is modelled multiplying coplayer_exp_pos by a TitXTat parameter.

$${choice}left(tright) sim N,({{{{{rm{TitXTat}}}}}} * {coplayer}_{exp }_{pos},left(tright)+{{{{{rm{SocialBias;}}}}}} , 1/{{{{{rm{Precision}}}}}}) , ({{{{{rm{B}}}}}}3)$$

(17)

Model B4 further assumes that players keep track of the target position, updating their expectations after each trial in a similar way as they keep track of the co-player position, with a Bayesian update. They then decide their level of cooperation based on the prediction of Model 3 plus a linear term that depends on the expected position of the target scaled by a TargetBias parameter. As the target was random we did not expect this model to significantly increase the fit compared to Model 3.

$${choice}left(tright) sim N,(T{itXTat} * {coplayer}_{exp }_{pos},left(tright)+{{{{{rm{SocialBias}}}}}} \ +{{{{{rm{TargetBias}}}}}} * left(Pleft({x}_{{target}}right)right){{{{{rm{;}}}}}} , 1/{{{{{rm{Precision}}}}}}) , ({{{{{rm{B}}}}}}4)$$

(18)

Model B5 further assumes that participants modulate how much they are willing to reciprocate their co-player behaviour based on the social risk associated to the context. In this model the TitXtat takes the form of a multiplying TitXTat factor

$${TitXTat; factor}=frac{1}{1+q_{risk} * {social}_{risk}},({{{{{rm{B}}}}}}5)$$

(19)

$${choice}left(tright) sim N({TitXTat; factor} * {coplayer}_{exp }_{pos}left(tright)+{{{{{rm{SocialBias}}}}}} \ +{{{{{rm{TargetBias}}}}}} * left(Pleft({x}_{{target}}right)right){{{{{rm{;}}}}}} , 1/{{{{{rm{Precision}}}}}}) , ({{{{{rm{B}}}}}}5)$$

(20)

Where q_risk is a parameter capturing the sensitivity to the social risk induced by the context, which is proportional to the redistribution parameter :

$${social; risk}=2,alpha -1,({{{{{rm{B}}}}}}5-{{{{{rm{B}}}}}}8)$$

(21)

Model B6, B7 and B8 do not include the target term. They all model the TitXtat factor with two parameters as in

$${TitXTat; factor}=frac{{TitXTat}}{1+{q_risk} * {social_risk}} , left({{{{{rm{B}}}}}}6-{{{{{rm{B}}}}}}8right)$$

(22)

$${choice}left(tright) sim Nleft({{{{{rm{TitXTat; factor}}}}}} * {coplayer}_{exp }_{pos}left(tright){{{{{rm{;}}}}}},1/{{{{{rm{Precision}}}}}}right)({{{{{rm{B}}}}}}6-{{{{{rm{B}}}}}}8)$$

(23)

Model B7 and B8 further assume that participants estimate the probability that their co-player will betray their expectations and behave more competitively than expected. This is computed updating their betrayal expectations after each trial in a Bayesian fashion using the difference between the observed and expected position of the co-player to update a distribution over all possible discrepancies. This produces, for each trial, an expected level of change in the co-player position. Model B7 and B8 both weigh this expected betrayal with a betrayal sensitivity parameter and add this betrayal term either to the social risk, increasing it by an amount proportional to the expected betrayal (model B7) or to the choice prediction, shifting it towards competition by an amount proportional to the expected betrayal (model B8). Model B6 does not include any modelling of the betrayal.

For models R1-R6, we assumed that participants were simply adjusting their position based on the feedback received in the previous trial. Model R1 assumed that after losing, players would become more competitive and after winning, more cooperative. These updates in different directions would be captured by two parameters Shiftwin and Shiftlose both constrained to be in the range (0:10).

$$ch{oice}left(tright) sim N(ch{oice}(t-1)pm {Sh{ift}}_{({win},{lose})}{{{{{rm{;}}}}}} , 1/{Precision}) , ({{{{{rm{R}}}}}}1)$$

(24)

Model R2 assumed that after losing, players would shift their position in the opposite direction than they did in the previous trial, while after winning, they would keep shifting in the same direction. These updates in different directions would be captured by two parameters Shiftwin and Shiftlose both constrained to be in the range (0:10).

$$ch{oice}(t) sim N(ch{oice}(t-1)pm {Sh{ift}}_{left(right.{win},{lose},{sign}(triangle ch{oice}(t-1))}; , 1/{Precision}) , ({{{{{rm{R}}}}}}2)$$

(25)

Model R3 and R4 are similar to model R1 and R2 in how they update the position following winning or losing but now players would also take into account their co-players last level of cooperation scaled by a TitXtat multiplicative parameter and their own a priori tendency to be more or less cooperative captured by a SocialBias parameter.

$$ch{oice}left(tright) sim N({{{{{rm{SocialBias}}}}}}+{{{{{rm{TitXTat}}}}}} * theta left(t-1right)pm {Sh{ift}}_{left({win},{lose}right)}{{{{{rm{;}}}}}} , 1/{Precision}) , ({{{{{rm{R}}}}}}3)$$

(26)

$$choice(t) sim N({{{{{rm{SocialBias}}}}}}+{{{{{rm{TitXTat}}}}}} * theta (t - 1) \ pm {Shift}_{left(right.{win},{lose},{sign}(triangle choice(t - 1))}; , 1/{Precision}) , ({{{{{rm{R}}}}}}4)$$

(27)

Model R5 and R6 are identical to model R1 and R2 with the only difference of fitting each choice using the actual value of the previous choice made by the players rather than its fitted value (to prevent under fitting because of recursive errors).

We fit all models to individual participants data from all three social contexts using custom scripts in MATLAB and the MATLAB function fmincon. Log likelihood was computed for each model by

$${LL}left({model}right)=mathop{sum}limits_{{subjects}}mathop{sum}limits_{t}{LL}({choice}(t))$$

(28)

where

$${LL}({choice}(t))={log }left( sqrt{frac{{Precision}}{2pi }} * {{exp }}left(right.-0.5 * {(({{{{{rm{choice}}}}}}({{{{{rm{t}}}}}})-{{{{{rm{prediction}}}}}}({{{{{rm{t}}}}}})) * {Precision})}^{2}right.$$

(29)

We compared models computing the Bayesian information Criterion

$${BIC}left({model}right)=klog left(nright)-2 * {LL}({model})$$

(30)

where k is the number of parameters for each model and n = number of trials * number of participants.

All Bayesian models significantly outperformed both the simple reactive models and the rewards-based ones. To validate this modelling approach and confirm that players were trying to predict others positions rather than just reciprocating preceding choices, we ran a regressions model to explain participants choices based on both the last position of the co-player and its Bayesian expectation in the following trial (see supplementary figure6b).

The winning model is B6, a Bayesian model that contained features that accounted for both peoples biases towards cooperativeness, how the behaviour of the other player influenced subsequent choices and the influence of the social context. For this model, participants choose where to position themselves in each trial based on (21), (22) and (23).

Precision, SocialBias, TitXTat, q_risk are the four free parameters of the model. Notice that TitXTat is a parameter capturing the context-independent amount of titXtat which is then normalised by the context-dependant social risk.

We assessed the degree to which we could reliably estimate model parameters given our fitting procedure. More specifically, we generated one simulated behavioral data set (i.e., choices for an interacting couple for 60 trials in three different social contexts) using the average parameters estimated originally on the real behavioral data. Additionally we generated five more simulated behavioral data sets using five randomly sampled parameter sets from the range used in the original fit. For each simulated behavioral data set we ran the winning model B6 this time trying to fit the generated data and identify the set of model parameters that maximized the log-likelihood in the same way we did for original behavioral data. To assess the recoverability of our parameters we repeated this procedure 10 times for each simulated data set (i.e., 60 repetitions). The recoverability of the parameters was high in almost all cases as can be seen in Supplementary Fig.6c.

The Bayesian framework allowed us to derive how counterparts position influenced participants initial impressions of the level of cooperation needed in a given context. Given this framework, we measured how much the posterior distribution over the co-player position differs from the prior distribution. We did so by computing, for each trial, the KullbackLeibler divergence (KLD) between the posterior and prior probability distribution over the co-player response. This absolute difference formally represents the degree with which P2 violated P1s expectation and is a trial-by-trial measure of a social prediction error that triggers a change in P1s belief, guiding future decisions. A greater KL divergence indicates a higher cooperation-competition update. We, therefore, estimated a social prediction error signal by computing the surprise each player experienced when observing the co-player position, based on its current expectation. In the following equation, where p and q represent respectively prior and posterior density functions over the co-player position, the KL divergence is given by:

$${KLD}left(p,, qright)=-int pleft(xright)log qleft(xright){dx}+int pleft(xright)log pleft(xright){dx}=int pleft(xright)left(right.log (pleft(xright)-log qleft(xright)){dx}$$

Excerpt from:

Neural implementation of computational mechanisms underlying the continuous trade-off between cooperation and competition - Nature.com

Categories
Co-location

DOE to award $12M to support extraction and conversion of lithium from geothermal brines – Green Car Congress

The US Department of Energy (DOE) issued a $12-million Funding Opportunity Announcement (DEFOA0002823) to support the extraction and conversion of lithium from geothermal brines to use in batteries for stationary storage and electric vehicles.

Geothermal brines are a byproduct of geothermal power that contain a host of minerals, including lithium. This funding opportunity will support technologies to extract battery-grade lithium from geothermal brines directlyproviding a cost-effective, domestic source of this critical material.

The funding opportunity will focus on two topic areas:

Field Validation of Lithium Hydroxide Production from Geothermal Brines: pilot or demonstration projects to validate cost-effective, innovative lithium extraction and lithium hydroxide conversion technologies. Lithium hydroxide is used in the manufacture of lithium battery electrodes.

Applied Research & Development for Direct Lithium Extraction from Geothermal Brines: R&D projects to advance emerging direct lithium extraction process technologies to increase efficiency, reduce waste generation, and/or reduce cost.

Projects for topic one can:

Promote process intensification, such as through the elimination of intermediate lithium carbonate conversion

Validate DLE [direct lithium extraction] in steady-state, continuously at a scale around one-tenth of commercial scale using real-world brines

Produce battery-grade materials to support domestic battery cathode manufacturing

Minimize or eliminate impact to human and environmental health and safety

Easily integrated into existing facilities or allow for co-location of capabilities along the supply chain

Topic two:

Proposed projects within this topic may make use of primarily synthetic brines but must use real brines for final results

During the award performance period, life-cycle considerations should be assessed, including but not limited to, carbon, energy, chemical, and/or water intensity. Life-cycle analyses may be required to validate the assessment

During the award performance period, the cost of proposed technologies and/or processes may be required to be validated by techno-economic analyses

Topic 1 is limited to industry-led partnerships, with small businesses being highly encouraged. Successful teams will include industry-relevant partners with existing or easy access to geothermal brines. Teams are also encouraged to partner with battery cathode producers. Topic 2 is limited to partnerships.

These goals also align with DOEs Energy Storage Grand Roadmap Challenge, the Federal Consortium on Advanced Batteries National Blueprint for Lithium Batteries, and the American Battery Materials Initiative.

The estimated period of performance for the award will be three years. This funding opportunity is led by DOEs Office of Energy Efficiency and Renewable Energy (EERE) Advanced Materials and Manufacturing Technologies Office (AMMTO) and Geothermal Technologies Office (GTO).

View post:

DOE to award $12M to support extraction and conversion of lithium from geothermal brines - Green Car Congress

Categories
Co-location

Vote! In the States Roundup – AFL-CIO

This website is using a security service to protect itself from online attacks. The action you just performed triggered the security solution. There are several actions that could trigger this block including submitting a certain word or phrase, a SQL command or malformed data.

Read the original post:

Vote! In the States Roundup - AFL-CIO

Categories
Co-location

Great White Expands Los Angeles Footprint to Third Location in West Hollywood – PR Newswire

The latest addition to the brand's growing portfolio, Great White - Melrose offers Angelenos and visitors alike a familiar experience within a fresh and inspiring setting

LOS ANGELES, Nov. 11, 2022 /PRNewswire/ -- Great White Partners announces today the official opening of its third location in Los Angeles. Located on Melrose Avenue in the heart of West Hollywood, Great White - Melrose is the latest in the Los Angeles-based, Australian-owned brand's growing portfolio of all-day cafes and lifestyle destinations offering a unmistakably curated blend of food & beverage, art, architecture, design, music and beyond.

As with the Great White flagship in Venice Beach and second location in Larchmont Village, Great White - Melrose's menu, helmed by Chilean chef Juan Ferreiro (formerly of Per Se), is inspired by a blend of coastal cultures with a focus on fresh, local, seasonal, accessible fare that is simple and allows its ingredients to shine. A mix of old favorites and new additions, the food menu will see classic offerings such as juices and smoothies, bowls, salads, a range of wood-fired pizzas, along with new items (which will soon be available across all Great White locations) including:

CITRUS & BURRATA

pistachios, winter citrus, smoked oil, sourdough

MUSHROOM FRIES

chili aioli, lemon zest, thai basil

CHARRED BROCCOLINI

puffed grains, chili sauce, scallions, cilantro

CRISPY FISH

roasted broccolini, marinated radish, brown butter

WILD ARUGULA PESTO PASTA

whipped goat cheese, tomato chili jam, breadcrumbs

CHICKEN SHAWARMA

wood-fired pita, roasted cauliflower, raisins, labneh

STEAK & MUSHROOM FRIES

bok choy, spicy butter sauce

The brand's celebrated natural wine program, headed up by Andy Miller (formerly of Tabula Rasa) also mimics their approach to food, delivering fun, bright and crushable wines made by small and independent producers, where the stories are as important as the grapes. Guests can expect varietals in the form of a "pet nat" by delinquent winemakers from South Australia, a Glou-Glou style chilled red, made by a mother and son in Lorraine, France or their own skin contact 'The Horse With No Name' in partnership with the duo behind Northern California-based Deux Punx and with artwork by local LA-based artist Randy Perez - all rotating on a weekly basis.

"Great White was born out of what we perceived to be a gap in the market for an all-day, fast-casual cafe that we knew at home in Australia," said Sam Trude, Co-Founder of Great White Partners. "Our West Hollywood location is an extension of what we've found to be a successful formula that considers all of the necessary elements for an unforgettable dining experience - interesting art, design, architecture, music, and a variety of options as it pertains to both food and beverage that feature the best ingredients and an ever growing list of talented makers."

Partnering with Los Angeles-based architect Natalie Kazanjian to set the tone, the new, 5,000-square-foot space (that exists on the site of a former laundromat) embodies the brand's signature European-inspired aesthetic with plastered walls, soft woods, clay wall lights and zellige tiles. The eye-catching pink exterior facade is color-matched directly to one of the co-founder's childhood home in Australia. The interior dining room is anchored by a striking Portuguese limestone bar and large woven pendants from Pakistan. Custom doors open up onto the expansive outdoor patio with twin fireplaces and reclaimed cobblestone flooring from Germany. A large-scale painting - "Forgotten Planet Awakens'' - by Berlin-based artist Danny Gretscher adorns the main wall and acts as a focal point of the dining room.

The latest location also boasts an outdoor private dining room for up to 12 guests, a distinct space to host intimate dinners and events, with the purposeful, laid back hospitality that Great White has become known for.

"I have always enjoyed this part of West Hollywood, which seems to seamlessly connect all of the different worlds within it such as entertainment, nightlife, tourism, etc.," said Sam Cooper, Co-Founder of Great White Partners."What underpins all of it is the community. We look for a strong sense of community in every space we enter. There is a real energy about this space and the surrounding area and we are excited to tap into that with Great White - Melrose".

Further highlighting the brand's dedication to an immersive, all-encompassing experience for its guests, Great White - Melrose will mark the incorporation of high efficiency, low powered speakers Ojas. With a mission to bring realistic, natural sound to the masses, the high-end audio equipment will be featured across all Great White locations in the coming months, streaming the brand's highly sought after playlists, specially curated by Music Director and DJ Max Van Ville.

Great White - Melrose is located at 8917 Melrose Avenue (between Almont and La Peer) and open between the hours of 8am - 10pm starting Friday, November 11th, 2022. Reservations can be made online now via Resy.

About Great White

Great White is a casual, coastal Californian all-day caf located steps from Venice Beach, on the bustling Larchmont Boulevard in Larchmont Village, and now, on the iconic Melrose Avenue in West Hollywood. Co-founded by restaurateurs Sam Trude and Sam Cooper in 2017, the concept blends a combination of laid-back Australian Caf culture with the West Coast Californian lifestyle.

http://www.greatwhite.cafe| @greatwhite

For press inquiries, please contact:

[emailprotected]

SOURCE Great White Partners

Read more:

Great White Expands Los Angeles Footprint to Third Location in West Hollywood - PR Newswire

Categories
Co-location

GIP and KKR-led Consortium Enters Into Strategic Co-control Partnership With Vodafone to Invest in Vantage Towers AG – Yahoo Finance

Two of the worlds leading infrastructure investors and Vodafone team up to jointly transform Vantage Towers into a leading player in the European telecoms tower sector

The Consortium, as partner to Vodafone, will co-control Vodafones c. 81.7% stake in Vantage Towers and launch a public takeover offer to the minority shareholders of the company for the remaining c. 18.3%

The strategic partners intend to support an ongoing multibillion euro investment program over the next five years in order to improve Vantage Towers existing infrastructure and expand and upgrade its network

The Consortium will support the development of Europes digital infrastructure by driving network expansion and enabling the deployment of next-generation technologies

LONDON & FRANKFURT, November 09, 2022--(BUSINESS WIRE)--Today, a consortium of funds led by Global Infrastructure Partners ("GIP") and KKR (together "the Consortium") entered into a strategic co-control partnership with Vodafone GmbH ("Vodafone") for Vodafones c. 81.7% stake in Vantage Towers AG ("Vantage Towers" or "the company"), a leading telecoms tower company in Europe. Vodafone will transfer its stake in Vantage Towers to a holding company ("Oak BidCo"), which will be indirectly co-controlled by Vodafone and the Consortium. The Consortium will obtain a shareholding of up to 50%. Oak BidCo will launch a voluntary public takeover offer for all outstanding free float shares of Vantage Towers AG comprising c. 18.3% of the share capital.

GIP and KKR will be investing through their core infrastructure strategies. Tower Bridge Infrastructure Partners1 will be part of the Consortium as a co-investor, with additional funding for the transaction provided by the Public Investment Fund ("PIF").

Story continues

Together, GIP, KKR and Vodafone will provide deep infrastructure expertise to help advance the companys strategic plans. The Consortium and Vodafone share a joint ambition to accelerate the companys growth trajectory through additional investments by Vantage Towers in its network and expansion into fast-growing adjacent markets. The Consortium and Vodafone aim to expand Vantage Towers business to create a leading pan-European telecoms tower business.

Already a leader in its core markets today, Vantage Towers has a large footprint of approximately 83,000 sites in ten countries, long-term agreements with high-quality tenants and a deep and dense network in the markets in which it operates. The company benefits from consistent organic growth, stable margin development and strong cash generation driven by significant revenue visibility and enhanced commercialization of its tower footprint. In 2021, Vantage Towers signed a landmark agreement with 1&1 Mobilfunk GmbH to support the company in the rapid roll-out of its 5G network, covering potentially up to 5,000 existing sites throughout Germany for the next 20 years.

"Were delighted to join forces with Vodafone and KKR to invest in Vantage Towers, a high-quality European tower portfolio with strong upside potential. We are looking forward to capturing the exciting value-creating opportunities in the European telecoms infrastructure sector by advancing Vantage Towers strategy and supporting its capacity to build new sites. As strategic partners with Vodafone and KKR, we will bring our deep infrastructure expertise and resources to help the company deliver the best data connectivity for individuals and businesses and contribute to enabling Europes digital future in the interest of all stakeholders," said Will Brilliant, Partner and Head of Digital Infrastructure at GIP.

"Together with our strategic partners Vodafone and GIP, we believe Vantage Towers high-quality footprint and network across the region ideally position it to meet the ever-growing demand for mobile connectivity in Europe. We have a shared goal of creating a pan-European telecoms champion by continuing to grow and develop the business, leveraging the Consortiums significant telecoms infrastructure investment experience and global resources. At KKR we are long-term conviction investors in Europes digital infrastructure and at Vantage Towers we intend to pursue value-creating investments to capitalise on the growth in this sector and to help drive consolidation in a fragmented market," said Vincent Policard, Partner and Co-Head of European Infrastructure at KKR.

"This is a landmark moment for both Vodafone and Vantage Towers. This transaction successfully delivers on Vodafones stated aims of retaining co-control over a strategically important asset, deconsolidating Vantage Towers from our balance sheet to ensure we can optimise its capital structure and generate substantial upfront cash proceeds for the Group to support our priority of deleveraging. We are excited to partner with GIP and KKR, both world-class investors who bring significant expertise in digital infrastructure and share our long-term vision for Vantage Towers as we collectively take the business to the next stage of its growth," said Nick Read, Vodafone Group Chief Executive.

Investing in the modernization of Europes mobile infrastructureTogether, the strategic partners plan to support Vantage Towers multibillion investment program over the next 5 years in order to improve existing infrastructure and to expand as well as upgrade the network. Through their strategic co-control partnership, the Consortium and Vodafone intend to support Vantage Towers to:

Accelerate the companys ambitious program to build new sites for existing clients ("Build-to-suit", "BTS") that helps them to meet their coverage obligations and densification requirements.

Enhance Vantage Towers commercial capabilities and drive the utilization of existing assets by capturing additional co-location opportunities from new and existing third-party customers.

Expand the companys activities beyond its core business into fast-growing adjacent markets such as 5G private networks, data centers, edge computing, small cells and the internet-of-things ("IoT"), and deploying fiber to the tower ecosystem.

Further drive consolidation in the European tower sector.

This European growth strategy is expected to allow Vantage Towers to further diversify its tenant base, increase the size and depth of its tower portfolio, while also creating further cost efficiencies and improving its profitability.

With further investments into Vantage Towers network, the Consortium and Vodafone are supporting Europes digitalization efforts and ensuring that mobile telecommunications infrastructure can keep up with the rapidly rising demand for data traffic and connectivity. Emerging trends such as autonomous driving, telemedicine, virtual/augmented reality, smart farming and IoT depend on the data services and infrastructure that enable them. Vantage Towers has the DNA of a carrier-neutral infrastructure provider, which will play a key role in empowering a sustainably connected Europe. The Consortium is aware of its responsibility to provide access to communications services for the community. It also recognizes the importance of sustainably stewarding these critical assets and is committed to ensuring that Vantage Towers remains a highly attractive employer in the industry.

GIP and KKR have a long track record of collaboration in the infrastructure sectorBoth GIP and KKR are leading global infrastructure investors. Together, they form a Consortium with unique experience and expertise in global infrastructure investing, particularly in the digital and communications sector. Both companies share a longstanding institutional relationship and have a proven track record of acting together within one consortium. The Consortium is a strong financial partner for Vantage Towers with access to ample liquidity and long-term value creation objectives to support the business and the necessary investments at this pivotal moment for the industry.

Voluntary takeover offerAs part of their strategic co-control partnership, the Consortium and Vodafone will launch a voluntary public takeover offer to the shareholders of Vantage Towers through Oak BidCo. Vantage Towers shareholders will be offered EUR 32.0 per share in cash. Vantage Towers shareholders will benefit from a 19% premium to the 3-month volume-weighted average share price.

The voluntary takeover offer will be subject to various customary offer conditions, including the receipt of regulatory antitrust and FDI approvals, with closing expected in the first half of 2023.

As part of the transaction, Oak BidCo and Vantage Towers have entered into a Business Combination Agreement in which Vantage Towers undertook to support the takeover offer. Subject to their review of the offer document, the management board and supervisory board of Vantage Towers welcome and support the offer and intend to recommend that Vantage Towers' shareholders accept the offer. The current management board members of Vantage Towers will continue to lead the company.

Further, the Consortium and Vodafone intend to implement a domination profit and loss transfer agreement ("DPLTA") if the final shareholding of Oak BidCo in Vantage Towers is below 95%, or a squeeze-out of non-Oak-BidCo minority shareholders if the aggregate shareholding of Oak BidCo in the company is 95% or higher. Post-closing, Vodafone and the Consortium will consider removing Vantage Towers public listing from the Frankfurt Stock Exchange.

Offer document and further informationThe voluntary public takeover offer will be made pursuant to an offer document to be approved by the German Federal Financial Supervisory Authority (BaFin). This offer document will be published following receipt of permission from BaFin, at which point the initial acceptance period of the takeover offer will commence. The offer document (in German and a non-binding English translation) and other information pertaining to the public takeover offer will be published on the following website: https://angebot.wpueg.de/oak/.

GIP and KKR are advised by Morgan Stanley as exclusive financial advisor and Latham & Watkins as legal advisor.

###

About Vantage TowersVantage Towers is a leading tower company in Europe with around 83,000 sites in ten countries, connecting people, businesses and devices in cities and rural areas.

The company was founded in 2020 and is headquartered in Dsseldorf. Vantage Towers has been listed on the Deutsche Brses Prime Standard in Frankfurt since 18 March 2021. The shares are included in the MDAX, TecDAX, STOXX Europe 600 and FTSE Global Midcap Indices.

Vantage Towers portfolio includes towers, masts, rooftop sites, distributed antenna systems (DAS) and small cells. By building, operating and leasing this infrastructure to MNOs or other network providers such as IoT companies or utilities, Vantage Towers is making a significant contribution to a better-connected Europe.

While already 100% of the electricity that Vantage Towers uses to operate its infrastructure is obtained from renewable energy sources, green energy is increasingly being generated directly on site with the help of solar panels, micro wind turbines and in future also hydrogen solutions. This fits well into the overall strategy of the company to drive a sustainable digitalisation in Europe and to support partners through technological innovation in decarbonisation and achieving their climate goals.

For more information, please visit our website at http://www.vantagetowers.com, follow us on Twitter at @VantageTowers or connect with us on LinkedIn at http://www.linkedin.com/company/vantagetowers.

About VodafoneUnique in its scale as the largest pan-European and African technology communications company, Vodafone transforms the way we live and work through its innovation, technology, connectivity, platforms, products and services.

Vodafone operates mobile and fixed networks in 22 countries, and partners with mobile networks in 47 more. As of 30 June 2022, we had over 300 million mobile customers, more than 28 million fixed broadband customers and 22 million TV customers. Vodafone is a world leader in the Internet of Things ("IoT"), connecting around 160 million devices and platforms.

We have revolutionised fintech in Africa through M-Pesa, which celebrates its 15th anniversary in 2022. It is the regions largest fintech platform, providing access to financial services for more than 50 million people in a secure, affordable and convenient way.

Our purpose is to connect for a better future by using technology to improve lives, digitalise critical sectors and enable inclusive and sustainable digital societies.

We are committed to reducing our environmental impact to reach net zero emissions across our full value chain by 2040, while helping our customers reduce their own carbon emissions by 350 million tonnes by 2030. We are driving action to reduce device waste and achieve our target to reuse, resell or recycle 100% of our network waste.

We believe in the power of connectivity and digital services to improve society and economies, partnering with governments to digitalise healthcare, education and agriculture and create cleaner, safer cities. Our products and services support the digitalisation of businesses, particularly small and medium enterprises (SMEs).

Our inclusion for all strategy seeks to ensure no-one is left behind through access to connectivity, digital skills and creating relevant products and services such as access to education, healthcare and finance. We are also committed to developing a diverse and inclusive workforce that reflects the customers and societies we serve.

For more information, please visit http://www.vodafone.com, follow us on Twitter at @VodafoneGroup or connect with us on LinkedIn at http://www.linkedin.com/company/vodafone.

About Global Infrastructure PartnersGIP is a leading independent infrastructure fund manager that makes equity and debt investments in infrastructure assets and businesses. GIP targets investments in the energy, transport, digital infrastructure, and water/waste sectors in both OECD and select emerging market countries. Headquartered in New York, GIP operates out of 10 offices: New York, London, Stamford (Connecticut), Sydney, Melbourne, Brisbane, Mumbai, Delhi, Singapore and Hong Kong. GIP manages c. US $84 billion for its investors. GIPs portfolio companies have combined annual revenues of c. US $68 billion and employ over 100,000 people. For more information, visit http://www.global-infra.com.

About KKRKKR is a leading global investment firm that offers alternative asset management as well as capital markets and insurance solutions. KKR aims to generate attractive investment returns by following a patient and disciplined investment approach, employing world-class people and supporting growth in its portfolio companies and communities. KKR sponsors investment funds that invest in private equity, credit and real assets and has strategic partners that manage hedge funds. KKRs insurance subsidiaries offer retirement, life and reinsurance products under the management of Global Atlantic Financial Group. References to KKRs investments may include the activities of its sponsored funds and insurance subsidiaries.

KKR established its Global Infrastructure business in 2008 and has since grown to one of the largest infrastructure investors globally with a team of more than 75 dedicated investment professionals. The firm currently oversees approximately US$50 billion in infrastructure assets globally as of 30 September, 2022, and has made over 65 infrastructure investments across a range of sub-sectors and geographies. KKRs infrastructure platform is devised specifically for long term, capital intensive structural investments.

For additional information about KKR & Co. Inc. (NYSE: KKR), please visit KKRs website at http://www.kkr.com and on Twitter @KKR_Co.

1 Separately Managed Account managed by GIP

View source version on businesswire.com: https://www.businesswire.com/news/home/20221109005530/en/

Contacts

Media Contact Consortium (on behalf of GIP and KKR)

Germany

Thea BichmannMobile: +49 172 13 99 761Email: thea.bichmann@fgsglobal.com

Christian FalkowskiMobile: +49 171 86 79 950Email: christian.falkowski@fgsglobal.com

UK

Alastair ElwenTelephone: +44 20 7251 3801Email: alastair.elwen@fgsglobal.com

Sophia JohnstonTelephone: +44 20 7251 3801Email: sophia.johnston@fgsglobal.com

Go here to read the rest:

GIP and KKR-led Consortium Enters Into Strategic Co-control Partnership With Vodafone to Invest in Vantage Towers AG - Yahoo Finance

Categories
Co-location

Vessel Kitchen’s 6th location is coming to Farmington, Utah – Utah Business – Utah Business

FARMINGTON, UTUtah-based Vessel Kitchen announced it would open its 6threstaurant at325 North Central Avenue, Farmington,Utah. The scheduled opening day isthe second week of January 2023.

In February 2022, Mountain West Commercial Real Estate (MW) helped Vessel Kitchen lease 2,500 sq. ft in Station Park in Farmington,Utah. Vessel Kitchen has five other locations in Park City, Midvale, Salt Lake City, and Sandy.

Thanks to the overwhelming community support we have received and the great partnerships we have fostered along the way, we have been able to make our dream a reality by opening six locations in six years, said Vessel Kitchen Co-founder, Nick Gradinger. With this smaller footprint in Station Park, we decided to make some changes to the floor plan, like opening up the kitchen to create transparency while still paying homage to our flagship location in Park City.

Mountain West Commercial Real Estate agent Scott Brady exclusively represents Vessel Kitchen. Brady has worked with the founders to locate each of its current restaurants.

Vessel Kitchen is a one-of-a-kind dining experience that has much success, and we are excited to help the restaurant expand, said MW Agent, Scott Brady. Farmington has a diverse background with people ready for a Vessel Kitchen.

Vessel Kitchen has a fine dining vibe with fast-casual affordability and convenience. Each location is bright, clean, and authentic, with scratch preparation and flavors from around the world.

###

About MWCRE

Mountain West Commercial Real Estatewas founded in 2009 by a group of regionally dominant brokers. This unique assembly of talent has a simple mission statement then and now: To operate a commercial real estate brokerage not focused on being the biggest but the best. Mountain West Commercial is uniquely adapted to help our clients.

About Vessel Kitchen

From the beginning, Vessel Kitchen has sought to push the envelope of culinary innovation by offering an upscale vibe and quality meals at a fast-casual price and convenience. For the flavor-obsessed and fuel-focused, Vessel is defining a new normal. Coining the phrase healthy and healthy-ish, Vessel has uncovered the perfect balance of offerings for every type of eater. Clean, local, seasonal, and responsible flavors from around the world. Vessel focuses on food-forward sourcing, procuring local ingredients each season whenever possible. Not just because they are local, but because fresh ingredients taste better, and supporting local vendors is a central part of Vessels identity. Since the first location opened in 2022, communities have embraced Vessels unique concept. Today, the locally owned and operated brand has five locations across the state, with the sixth set to open in the winter of 2023. To learn more about this innovative brand, visitwww.vesselkitchen.com.

See more here:

Vessel Kitchen's 6th location is coming to Farmington, Utah - Utah Business - Utah Business

Categories
Co-location

First combined police and fire stations for Gloucestershire announced – the two locations – Gloucestershire Live

Police officers will be based at two fire stations in Gloucestershire in a bid to improve working between emergency services. It means Newent and Winchcombe fire stations will see police officers starting and finishing their shifts at the new hubs.

Policing teams would go out on patrol from the bases whether that is on foot or in vehicles, returning for meal breaks. The idea is to tackle issues such as anti-social behaviour and road safety in the local communties.

Teams could also use the building for pre-arranged appointments or meetings with the public and other agencies. They can also serve as bases for local Special Constables and Volunteer Police Community Support Officers which the Police and Crime Commissioner and Constabulary are working to expand.

Read more: Cheltenham Remembrance Day 2022 - Key times and events

Deputy Police and Crime Commissioner (DPCC) Nick Evans, made the announcement at Gloucestershire County Councils Fire and Rescue Scrutiny Committee on Friday. He said: This is a huge step forward in working together with our colleagues in the County Council and GFRS to make our county Safer.

Our Police and Crime Commissioner Chris Nelson promised to expand the visibility and presence of police in more of our communities, particularly rural areas, by making better use of publically-owned buildings, and collaborating with the fire service. This shows we mean business and are delivering on that promise.

Work has already begun to look at other areas where it makes operational sense for similar collaborations to take place, adding to the existing footprint of police buildings. With regular and volunteer officers working from these new stations, there will be a very visible operational impact that will be felt by our communities.

Cllr Dave Norman, cabinet member with responsibility for the Fire and Rescue Service, said: I fully support collaboration between our fire and rescue service and police partners. I am pleased to see that the feasibility has been scrutinised appropriately and that Newent and Winchcombe Community Fire Stations are able to provide a base for the police officers to operate out of collaboratively whilst continuing to provide valuable community services.

The co-location will be at no additional cost to Gloucestershire County Council. It is important we maintain high quality, accessible services whilst ensuring value for money for the residents of Newent and Winchcombe.

Mark Preece, chief fire officer at Gloucestershire Fire and Rescue Service, said: We have a very close working relationship with Gloucestershire Police and are extremely pleased that they will move in to our Community Fire Stations in Newent and Winchcombe with us. We looked at six of our stations across the county with both Newent and Winchcombes feasibility to co-locate successful. We currently have the Ambulance Service based at some of our community fire stations and this is a further step in our commitment to blue light collaboration.

We will always seek out opportunities to collaborate with other Blue Light Services to provide the best possible service to our communities.

READ NEXT:

Visit link:

First combined police and fire stations for Gloucestershire announced - the two locations - Gloucestershire Live

Categories
Co-location

Weavers Way food coop is receiving $1 million in state aid for its Germantown expansion – The Philadelphia Inquirer

The popular Northwest Philadelphia Weavers Way food cooperative announced this week that it received a $1 million Redevelopment Assistance Capital Program (RACP) grant for the construction of a new location in Germantown.

The grant would cover about a sixth of the construction costs, which remain subject to unpredictable material and labor costs at this point in the pandemic.

We knew going into this that we would need extraordinary funding because its a really tough time to be doing this kind of work, said Kathleen Casey, head of development with Weavers Way.

The RACP funds come on top of $500,000 secured from the Neighborhood Economic Development Grant Program, which is distributed by the municipal Commerce Department and funded by City Council President Darrell L. Clarkes Neighborhood Preservation Initiative (NPI).

Weavers Way also received $200,000 from the nonprofit Reinvestment Fund, and $50,000 from another state grant that is administered by the Food Trust, also a nonprofit. The rest of the funds are largely coming from micro-loans and gifts from co-op members.

State Rep. Chris Rabb (D., Phila.) was instrumental in securing the RACP money for the cooperatives expansion. Although the new location is not in his district, the Chestnut Hill and Mount Airy Weavers Way locations are.

Weavers Way is one of the oldest co-ops in the nation [and] I believe their footprint should be expanded wherever there is need, Rabb said.

Weavers Way was founded in 1973 in Mount Airy and since expanded to Chestnut Hill and a suburban location in Ambler. Casey says that Germantown is home to their fourth largest cluster of members, after the neighborhoods where stores are physically located. It will also be well placed to serve residents of East Falls.

These [customers] are people who are shopping in Mount Airy, which is at capacity. Its bursting at the seams, Casey said. The Mount Airy location is also not a very accessible store. So a lot of members might go as far as Ambler or Chestnut Hill because of access issues if they cant use the stairs.

The Germantown store will be about 6,000 square feet, larger than the two other Philadelphia locations. It will provide 45 high-quality jobs, according to a Commerce Department document explaining the $500,000 NPI grant.

Casey said Germantown is also a strong expansion opportunity because of the unusual level of residential construction in the neighborhood, which saw a surge of real estate interest during the pandemic.

Theres a lot of developers that have been coming in, and theres going to be an influx of new residents in what is already a relatively high populated area of Germantown, Casey said. We believe theres going to be a pretty sizable population base to serve.

Construction is expected to begin early next year. The building, at 328-32 W. Chelten Ave., formerly housed an Acme grocery store but was repurposed for a social services agency. Renovations are expected to be completed next autumn.

Read more:

Weavers Way food coop is receiving $1 million in state aid for its Germantown expansion - The Philadelphia Inquirer

Categories
Co-location

Podcast Town founder looking to expand business through new academy – Greater Milwaukee Today | GMToday.com

BROOKFIELD Elzie Flenard, founder of Podcast Town, a podcast agency that started in 2016, has opened a podcasting academy as the newest expansion of the business.

Flenard started Podcast Town to help people find their voices, and the academy will do just that through training courses and workshops.

The Brookfield location, 15850 W. Bluemound Road, is the second location. The first studio opened in 2019 in Wauwatosa, 11220 W. Burleigh St.

Flenard said he had a desire to learn business but didnt have an outlet to do so. The podcast started as a way for him to learn from other business entrepreneurs and pick their brains. Originally the podcast was called Enterprise Now and rebranded to Podcast Town about three years ago.

After exploring a number of different business ideas over the years, Flenard started looking for ways to make the transition from part-time to fulltime entrepreneur.

I just couldnt get anything to work, and so the podcast was my way to bridge the gap between what I was doing and some of the business knowledge I needed to make that transition, said Flenard.

The academy will train people on the different aspects of podcasting.

Its really our way of extending the brand so that we can help other people get into podcasting, said Flenard.

Flenard immediately fell in love with the Brookfield location. The space was laid out just the way he envisioned it. He added that Brookfield is a great location for after-school programs for youths and kids, to whom he can help teach important life lessons through podcasting.

Some of those lessons Flenard hopes to teach include how to be on time, how to be prepared, how to have a conversation, how to listen, how to gain insight from having those conversations, how to work together as a team and how to understand different roles within that team. Overall, he hopes to teach them to kids in a cool, fun and interesting way.

I recognize that there are challenges with young people and in our community, said Flenard. I think part of what I can do about it is taking some of those lessons that Ive learned and pay it forward.

For more information, visit https://bit.ly/3EfO7QX.

Read the original post:

Podcast Town founder looking to expand business through new academy - Greater Milwaukee Today | GMToday.com

Categories
Co-location

Inside Liberland, the Balkan micronation becoming the first country to be built in the metaverse – Euronews

What does a strip of abandoned land, a former Czech politician and virtual reality (VR) have in common? The answer is the self-declared Balkan micronation of Liberland.

First founded in 2015, its poised to further its ambitions of statehood with the development of a brand new metaverse.

Liberland will be the first country to be built and inhabited in the virtual world first in anticipation of its realisation in real life.

Whats more, world-renowned architectural firm, Zaha Hadid Architects, have been working on a vision for a virtual city that will provide a home for the swelling ranks of the countrys citizens.

Although it isnt a formally recognised country, Liberland has 7,000 approved residents with 700,000 more applications for citizenship being processed.

Wedged between Serbia and Croatia, the 7 km2 territory - which is larger than Vatican City or Monaco - is disputed land and claimed by neither country.

Liberland has been steadily growing its international reputation since its foundation by former Czech MP - and the micronations current president - Vit Jedlika and his partner Jana Markovicova.

Prior to 2015, libertarian Jedlika had worked in his home country to create what he envisioned as a new society that was not hampered with the trappings of the old. Despite huge efforts, he encountered too many barriers.

"At that point, I realised it might be easier to start a new country than change an existing one," he told Euronews Next.

Once, this radical and inspiring thought took hold, the couple literally turned to Google to search for land that might serve their purpose.

The result was a sliver of forgotten land on the west bank of the Danube and so a new nation, the Free Republic of Liberland, was born.

Since the breakup of the Socialist Federal Republic of Yugoslavia, a border dispute has existed between Croatia and Serbia, with both sides presenting conflicting claims to various territories along the the Danube.

However, the area Jedlika found along the west bank of the river had not been claimed by either Croatia, Serbia or any other country and was therefore in a state of terra nullius, in other words a no mans land.

That is until Jedlika - the current president of the provisional government - and the other founders of Liberland laid claim to the territory on April 13, 2015.

"We are building a country that can serve as a good example for other countries. The biggest improvement is that, in Liberland, taxes are voluntary, and people are rewarded when they pay them," Jedlika said.

"We founded Liberland on April 13, 2015, to celebrate the birthday of Thomas Jefferson. We wanted to invoke the spirit of the American Revolution. We also want to combine the best elements of the American republic, Swiss democracy, and the meritocracy of Singapore. We want to put our system on the blockchain so that the government will work in a modern and transparent way".

Liberland bases its right to nationhood on the international legal rules which outline four key attributes.

The first is a population, the second a defined territory, the third a government and finally the capacity to enter into international relations with other states.

Its on this first point that the president of the nascent country really sees the strength of support for Liberlands claim for statehood.

"The first day we had 2,000 applications for citizenship, the second 10,000 and by the third we had 200,000. This alone shows that there is a demand for what we are doing," Jedlika said.

By partnering with Zaha Hadid Architects to create a metaverse, Liberland is creating a space for its thousands of citizens to meet without having to travel to that tiny, and as yet, uninhabited piece of land.

Indeed, it might be a much safer option for its would-be citizens as visitors are not then exposed to the threat of possible arrest by Croatian Police.

Patrik Schumacher, Zaha Hadids principal architect, is a long term supporter of Liberland and has presided over previous architectural competitions to create a vision for a physical Liberland.

By looking at a metaverse, he is providing an alternative and immediate way of allowing Liberland citizens to enter the micronation.

Schumacher - the brains behind parametricism, a concept first coined back in 2008 which basically reinvented architecures relationship with computer technology and algorithms - is a legend in the industry.

He recently published his '12 Theses on the Advent of the Metaverse,' his vision of what the virtual world will be like.

Schumacher's primary thesis is that the metaverse will deliver vivid tele-presence, co-location synergies, explorative browsing, immersiveness, collective experiences, and so on.

The uptake of this opportunity will be universal as all websites will spatialise, all organisations will move into the metaverse, and all physical venues will be augmented or substituted by functionally equivalent virtual venues.

His second thesis is that the metaverse is a single reality.

"The metaverse is neither a game, nor fiction. Virtual reality in the metaverse will be no less real than the physical reality in our cities," Schumacher wrote.

"Physically and virtually mediated social communicative interactions are equally significant and together form an undivided continuous social reality. There will be both competition and cooperation within and across these realms".

But he really kicks into gear with his seventh and eight theses which he calls the "Architects Take Over" and "Architectures Essence Distilled".

"In the coming age of VR empowered cyberspace, it will be architects and no longer graphic designers who will design the coming 3D immersive internet: the metaverse," Schumacher wrote.

"This expansion of architectures remit will further distill the disciplines essence and core competency, namely the spatio-visual ordering of communicative interaction, upgraded via investment into the subdisciplines of spatiology, phenomenology, semiology and dramaturgy".

In many ways it makes sense to finally bring architects into the metaverse if we are to create cities that make sense rather than just look pretty.

And it would appear it takes a new country, built on an absence of bloodshed, to seriously engage with trad-architecture and to bring it into de-architecture.

"Architecture is UI/UX for the built environment, a field that is deeply engaged in systems thinking, and that has many commonalities with communication and web design. Architects are strategists of spatial social functionality and communication," Daniela Ghertovici, founder of ArchAgenda, explained.

Architects are best positioned to strategise and design urban environments in the metaverse, she addded.

"Architects are digital natives, designing computationally, creating 3D digital environments and using game engines for VR presentations of spatial designs," Ghertovici said.

"We focus much energy on creating physical environments for social interaction and productivity, and we are now entering the realm of UX design for complex real-time multi-user interaction in Virtual Reality platforms. Architects understand how to connect 3D space with social networking".

Visit link:

Inside Liberland, the Balkan micronation becoming the first country to be built in the metaverse - Euronews