#Local Policy & Partnership

[webvacancy]

Team Leader Local Policy & Partnership at HELVETAS

Team Leader Local Policy & Partnership at HELVETAS

Job Description The responsibilities of the Team Leader Local Policy & Partnership focus on steering and coordinating the Tanzania Regenerative Production Landscapes project (RPL). S/he directly oversees the implementation of RPL, ensuring the project objectives are achieved. Overall targets A.Ensure achievement of objectives as outlined in the project document in an efficient and effective…

[technuter]

Amazon announces its first utility-scale renewable energy projects in India

Amazon announced its first utility-scale renewable energy projects in India – three solar farms located in the state of Rajasthan. These include a 210 MW project to be developed by India-based developer ReNew Power, a 100MW project to be developed by local developer Amp Energy India, and a 110MW project to be developed by Brookfield Renewable. Combined, these solar farms have the capacity to generate 1,076,000 megawatt hours (MWh) of renewable energy per year, enough to power over 360,000 average-sized households in New Delhi annually. Amazon’s solar projects in Rajasthan will help to increase the availability and affordability of renewable energy in India, by enabling new capacity beyond what is available on the grid today. Additionally, Amazon announced 23 new solar rooftop projects on its fulfillment centers across 14 cities in India, which have the capacity to generate an additional 4.09 MW of renewable energy. This brings the total number of solar rooftop projects in India to 41 with 19.7 MW of renewable energy capacity, which will contribute to powering Amazon’s fulfilment network in India. “We are bringing new wind and solar projects online to power our offices, fulfillment centers, data centers, and stores, which collectively serve millions of customers globally, and we are on a path to reach 100% renewable energy across our entire business by 2025” said Adam Selipsky, CEO of Amazon Web Services. “Around the world, countries are looking to accelerate the transition to a clean energy economy, and continued investments like ours can help accelerate their journey as we all work together to mitigate the impacts of climate change.” “We are pleased to see how policy reforms by the government over the last several years are enabling use of renewable energy by the Industry thus providing means to achieve their sustainability goals,” commented Dinesh Dayanand Jagdale, Joint Secretary for the Ministry of New and Renewable Energy (MNRE). “Corporate off-takers of renewable power, such as Amazon, are an increasingly important source of investment for renewable energy projects across India. These investments in large-scale projects like the ones announced today are adding significant volumes of new renewable power to the grid, to the benefit of all Indian consumers. We have been working with industry to creatively unlock more such private sector investments in renewable energy projects. We hope that the policy reforms that we have enacted in India to enable this will serve as a model globally for countries seeking to bring corporate renewable energy investments to accelerate their transition to a greener energy future.” Amazon’s project with ReNew Power is a 210 MW solar farm in Rajasthan — considered to be one of the largest solar corporate power purchase agreement (PPA) by a technology company in India — and the largest single business-to-business (B2B) project that ReNew Power is developing in India. “As we support India’s historic clean energy transition, our work with global leaders such as Amazon is critical in decarbonizing the corporate sector and the broader economy. Leading organizations like Amazon set an example for other companies globally to adopt clean energy sources and, accelerate the energy transition, a pre-requisite to meet our net-zero goals,” said Sumant Sinha, Founder, Chairman and CEO, ReNew.” "We are pleased to partner with Amazon on this landmark project. It highlights Amp Energy India's unique abilities to offer solutions for corporates to reach 100% renewable energy. We are proud to partner with a global brand like Amazon on their renewable energy push. This project also supports the government’s Digital India mission of transforming India into a digitally empowered society powered by renewable energy." said by Mr. Pinaki Bhattacharyya MD & CEO Amp Energy India. Amazon has executed more than 500 MW of renewable energy PPAs with Brookfield globally, and now 110 MW in India. Speaking about this partnership, Nawal Saini, Managing Director, Renewable Power and Transition, Brookfield said, “We are pleased to work with Amazon on their journey towards becoming 100% renewable energy powered. The new Bikaner solar park development is being undertaken as a part of the Brookfield Global Transition Fund, our inaugural impact fund focusing on investments that accelerate the global transition to a net-zero carbon economy. We look forward to partnering with governments and corporates to accelerate their sustainability and decarbonization goals.” “At Amazon, we have worked hard to collaborate with and engage government and industry stakeholders on corporate power purchase agreements for renewable energy in India,” said Abhinav Singh, Director – Customer Fulfilment, Supply Chain and Global Specialty Fulfilment, Amazon India. “Besides these PPAs, our efforts include providing training for developers and other buyers on how to structure these agreements for mutual benefit, facilitating government dialogues with industry groups to highlight the importance of corporate buyers, and working with local energy providers who want to reach new customers. Amazon is committed to helping scale corporate renewable energy procurement options in the country, bringing associated green jobs and investments to more parts of India.” Amazon also announced that it is expanding its renewable energy portfolio globally, with an additional 2.7 gigawatts (GW) of clean energy capacity across 71 new renewable energy projects. This includes the company's first renewable energy project in South America – a solar farm in Brazil – and its first solar farm in Poland. Once fully operational, Amazon’s global renewable energy portfolio will generate 50,000 gigawatt hours (GWh) of clean energy, which is the equivalent amount of electricity needed to power 4.6 million U.S. homes each year. As the largest corporate purchaser of renewable energy globally, Amazon now has a total of 379 renewable energy projects across 21 countries, including 154 wind and solar farms and 225 rooftop solar projects, representing 18.5 GW of renewable energy capacity. In the Asia-Pacific region, the company now has a total of 57 renewable energy projects. By the end of 2021, the company had reached 85% renewable energy across its business. Read the full article

[candfglobal]

Company Formation Services in Dubai UAE

However, it could be quite daunting to understand the Entrepreneurial Ecosystem of the country like the local policy and regulatory framework, visa process, culture, government legislations, finance and human capital, the existing network and platforms for innovation for a new Venture.

As pragmatic Business Consultants with an eye on execution, we help you implement your dream of setting up a Business in UAE with ease.

How to do Company Formation in Dubai, UAE?

Dubai is a thriving city, so it's a very good idea to opt for a Company Formation in Dubai, UAE as quickly as possible. Simply put, the possibilities out there are limitless, and you will be quite impressed with the astonishing benefits that can arise from something like this.

But that does bring in the question, should you opt for Company Formation in Dubai, UAE on your own, or should you hire someone to do the process of company formation in Dubai? It depends on the type of business you want to make, and a variety of other factors as well. We can help you with the entire process!

Find the right type of business to register your company in UAE

When you choose to do Company Formation in UAE, you will have to pick a certain type of business. There are lots of business types you can choose from here. It can range from an LLC to joint stock companies, subsidiaries, branch offices, partnerships, free zone FZC and offshore establishments. Working with a team of experts will certainly help you quite a lot in that regard, so try to use that to your own advantage. Once you find the right type of business, we will assist you with the entire business formation process in no time.

Requirements for Company Formation in UAE

The Company Formation in Dubai-UAE process will require you to have a shareholding structure, not to mention you will also have to fulfill some specific business licensing requirements. The minimum share capital requirements are also a crucial aspect here, so try to take that into consideration as well if you can.

Handle the legal hassle for trade license registration in Dubai

Before you go looking for funds, you need to think about handling any legal challenges. The Company Formation in Dubai, UAE is a process which can be very tedious, and the legal challenges are plentiful in this regard. That's why you need to take your time as you find the right solutions in that perspective. Thankfully, you will have no problem finding the best outcome in here as long as you have the right legal support.

And that's why it can be a very good idea to pick the best services for company formation in Dubai. It can be well worth the effort, all you need to do is to take your time and identify that in a meaningful way.

Article Source - https://candfglobal.wordpress.com/2021/07/03/company-formation-services-in-dubai-uae/amp/

[xavinisms]

2019 Round-up | A Vintage Year

Wow... What a ride it's been.

Between trips to places I have never been before, from Copenhagen to Tasmania, Melbourne to Ahmedabad and New Delhi, I have worked with and met so many amazing artists, thinkers and activists that have shaped the way I came to understand the world this year.

I felt equally privileged, delighted, sad and unwelcome in various capacities throughout the year.

The quality and breath of work I had the pleasure to engage with this year has been incredible. Every artist, producer, curator, tech manager, designer, and overall colleague, has shown me what humanity can create: a sense of risk, ambition and most of all, humanity. For that, I am incredibly thankful.

The political and social developments in the UK continue to disturb me and at the same time meant I joined groups of activism that I consider to be of the utmost importance right now, namely Momentum and Migrants in Culture.

It is no surprise that I am quite tired with constantly being told - directly and indirectly - that I am not welcome in the UK. It's been like that for a while and if it wasnt for the people here mentioned (and many,many more) I most probably would have left by now. The fight continues though, and as the UK enters a new darker period where fascism is ever creeping up our public and private systems and life, we must never loose sight of the end goal: each others and our well being. So much is dependent on our generations to turn this around, and it all feels impossible at the moment. I don't know exactly what I can tell you about the future. What I know is that things wont be the same in the new year and beyond, personally and professionally.

Nonetheless, there is plenty to celebrate...

2019 in Chronological-ish order:

🇮🇳 Travels to Ahmedabad and New Delhi in India where I was privileged enough to work with my friend Pankaj Tiwari on a performance research and then spent time exploring, learning and adoring the culture and people I met.

The project, Coding The Currents, is set in the river Khari in the vicinity of Ahmedabad, in the Gujarati state. Led by Pankaj and Agat Sharma. You can read more about the work here and the overall project (which you should, because it is excellent). https://codingthecurrents.cargo.site/Post-Human-Dinner-Party

I will forever cherish the time I spent there, the people I met and that made me feel so welcomed. Experiencing the local cultures, the food, the history of the country and learning how to get around was a breathtaking experience - and I look forward to returning in the future.

🇦🇺 Travels to Australia, where I hang out with my friend Bek Berger and met some new wonderful friends and colleagues, swam in the ocean and the swimming pools of Melbourne, went to music festivals in Tasmania, and generally relaxed.

💃🏼 Toured POST a bit more including a run at Battersea Arts Centre and gathered some of the best feedback and reviews of my career. Some info here: https://www.xavierdesousa.co.uk/post/165981228414/post-tour

👑 Got commissions, residencies and performances booked and engaged on for new show REGNANT which I will open in 2020. A durational play, REGNANT focuses on structures of power and local government. This project will be the biggest of my solo career, and it will be a new chance to work collectively and learn new skills along the way, as well as collaborating with new and exciting artists.  

🌆 Curated and delivered a lot of New Queers on the Block across the UK:

·       Returned to the towns and cities we visited in 2018, from Folkestone to Blackpool, via Hastings and Bradford, to present small to mid-scale performances, film works, talks and events by Ira Brand, Last Yearz Interesting Negro, Harry Josephine Giles, Demi Nanhdra, Marikiscrycrycry, Harry Clayton-Wright, Rachael Young, Mandla Rae, Lucy Hutson, Samir Kennedy, Istanbul Queer Arts Collective, Benjamin Sebastian, Nando Messias and Subira Joy, amongst many others.

·       Commissioned local LGBTQ+ artists such as Sea Sharp, Subira Joy, Wandia Wahogo, Kirsty Taylor and Adam Frost to create their first theatre shows, with development and producing support from us, as well as producing teams around them.

·       Commissioned Oozing Gloop, Marikiscrycrycry and Rachael Young to create new work and upscale their practices to larger, tour-able models or to experiment with new forms.

·       Released ‘New Queers On The Road’, a documentary following our first ever tour and explores the impact the work has already had in local communities. Directed by the incredible Rosie Powell, this has been seen by over 100,000 people across the country and online, as well as local TV stations.

·       Worked more closely with our Local Ambassadors Bean, Benjamin Sebastian, Elis Johnson and Sonia Sandu across those locations, and developed new local audiences; Welcomed new members to the New Queers team, such as our General Manager Carmen D’Cruz, Marketing Manager Rasheed Rahman and Associate Producer Lee Smith, who, together with our PR Anna Smith have taken the projects to new hights of efficiency and awareness.

·       Partnered with new friends, such as SHOUT Festival and FIERCE Festival (Birmingham), Art BnB and Abingdon Studios (Blackpool), Brick Box Rooms (Bradford) and Camden People’s Theatre (London) to present new performances, a full day symposium on care practices in the queer arts scene and co-produce the development of local queer artists.

·       New Queers on The Block is a Touring and Artist Development Scheme led by Marlborough Productions in partnership with Attenborough Centre for the Creative Arts (Brighton), Theatre in the Mill (Bradford), Left Coast & Art BnB (Blackpool), Home Live Art (Hastings), Creative (Folkestone), FIERCE Festival & SHOUT Festival (Birmingham). Funded by Arts Council England, Jerwood Arts, Esmée Fairban & The Space.

✊🏼 Curated and delivered a LOT of performingbordersLIVE with my friend Alessandra Cianetti

·       Commissioned new performance for camera by Istanbul Queer Arts Collective and Tara Fatehi Irani

·       Live interviews with Nima Séne and Tuna Erdem (Queer Contact, Manchester), Sim Chi Yin and Annie Jael Kwan (Attenborough Centre for the Creative Arts, Brighton) and Anti-Cool & osborn&møller (Artsadmin)

·       Commissioned All The Tea in China by Burong (曾不容) and Patrolling by Critical Interruptions

·       Curated and produced the event Curating Borderless Spaces at Live Art Development Agency, which included provocations, talks, interventions, workshops, key notes, performances and food by Season Butler, Instanbul Queer Arts Collective, Raju Rage, Bojana Janković, Dana Olărescu, Kai Syng Tan, Helena Walsh, and Lois Keidan.

·       Online interviews with Pelin Başaran and Warehouse9

📻 Did an extensive residency with Warehouse9 in Copenhagen with An* Neely that resulted in an exhibition and a series of podcasts with Lasse Lau, Jupiter Child, Sarah Lamming and Lukas Raki.

✊🏼 Co-founded Migrants in Culture and launched an investigation and the final report on the Impact of the UK Home Office's policy Hostile Environment against Migrant Culture Workers. You can read it here.

👨🏻‍🏫 Taught at Central St Martins for the first time and had a great time, although this time no-one called me Professor X. A bitter highlight.

🥖 Presented a new work in progress of a one-on-one piece, Breaking Bread, at ARC Stockton as part of Curious Festival

And more... much much more...

May 2020 be the year we turn things around politically and socially. And may it be a vintage year for you, for me, and for us.

Xavier

[georgetownacsjobs]

Director of Diversity & Inclusion, at Georgetown University School of Medicine

The Georgetown School of Medicine’s Office of Diversity and Inclusion is a dynamic, fast-paced office charged with building a diverse student body, faculty and staff at the school as well as creating a robust environment where people feel they can thrive and belong.

Job Overview

The most important functions of the Director of Diversity and Inclusion include:

Implementing diverse student outreach initiatives and premed pipelines for K-12 (elementary, middle, high school) and undergraduate students that fulfill the diversity mission of the school and to meet the school’s accreditation standards. This also includes applying for grants and writing grant proposals the secure independent funding for pipeline work and diversity initiatives to take the programs to scale. The Director will lead the recruitment, selection and implementation each year of our 3 premier pipeline programs;

Academy for Research, Clinical, Health Equity Scholarship (ARCHES) College Pipeline Program

Gateway Exploration High School Program for DCPS students

Summer Medical Immersion Program

Read more about our premier premed pipeline programs here

Developing robust recruitment and outreach campaigns to recruit students underrepresented in medicine to apply and to matriculate into Georgetown School of Medicine

Executing on a strategic diversity plan for the school that focuses on bolstering student, staff and faculty diversity and an inclusive campus environment and

Implementing diversity and inclusion training events for GUSOM students, staff, faculty that contribute to an inclusive environment - events include an annual partnership with the Office of the President’s Let Freedom Ring Initiative, What Makes You Talent Show Collaboration with our Medical Students Arts & Medicine Group, and a day of Community Building Dialogue across the medical school.

Work Interactions

The Director will report to the Sr. Associate Dean for Diversity and Inclusion. Under guidance and supervision of the Sr. Associate Dean for Diversity & Inclusion, The Director will collaborate with other offices at the Georgetown School of Medicine (GUSOM), including the Office of Student Affairs and the Office of Admissions to develop and implement strategic diversity plans related to diversity and inclusion initiatives, especially infusing diversity into the student, faculty and staff experience. The Director for Diversity and Inclusion will establish outreach partnerships and pipeline programs and engage pre K-12, undergraduate and graduate students locally in DC and nationally, as it relates to health equity issues.

The Director, in coordination with the Sr. Associate Dean for Diversity & Inclusion, will oversee the supervision of part-time, undergraduate and graduate school interns.

The Director will work in collaboration with the Senior Associate Dean of Student Learning, the Georgetown Experimental Medical Studies Director & Learning Facilitator, the ODI Office Coordinator, and undergraduate premedical advisors. The Director will also work with college advisors, external higher education external partners, DC Public Schools and charter school teachers, principals and representatives and other advising organizations.

Requirements and Qualifications

Bachelor’s Degree Required. Master’s degree preferred, but not required.

Minimum of four (4) years of experience in the development and implementation of diversity and inclusion strategies and practices

Must have knowledge of project management, presentation, public speaking, training and facilitation methodologies; interpersonal communication and human relations theories/concepts; trends and issues related to diversity, and intercultural competency learning programs

Must be able to communicate effectively orally and in writing and establish cooperative working relationships with diverse populations in the course of performing assigned duties

Social media skills required including web-design and building communities on Twitter, Facebook and LinkedIn

Diversity training, certification, data certification preferred

Ideal Candidates Demonstrate:

Hunger to learn and contribute in a meaningful, high-energy team on a mission!

Interest in education, policy, medicine, pre-med, sciences, STEM areas.

A passion for education access and a desire to increase higher education opportunity for all in the United States;

Strong writing ability, and great communications;

Pro-active, can-do attitude towards work and are fearless in their learning which includes asking curious questions and seeking out information

An appreciation for execution and hard work

Creativity in modeling innovative ideas and problem solving

Flexibility, and a desire to iterate, incorporate feedback, and troubleshoot

Demonstrate reliability and dependability in working under deadlines

Love working in a fast-paced, exciting environment with young adults

Enjoy social media and creating campaigns to build up advocacy, education and awareness around causes

Success in this position requires a professional who has entrepreneurial initiative and disposition to execute on projects, build strong relationships, and derives satisfaction from delivering quality and timely outcomes. Strong collaboration, impeccable project management and process coordination, data analysis and communication skills combined with design skills and the ability to think through the application of technical solutions is essential. Moreover, the Director will possess the ability to fluctuate between strategic perspective and thinking to planning and execution of diverse projects. Clear and direct communication skills are required. This includes clear written and oral communication when conveying programmatic needs, professional development interests, project concerns, and vision for programs. Strong social media skills are required. This includes ability to engage in web-design, online outreach and building online communities on Twitter, Facebook and LinkedIn.

Robust data analysis skills are also required. The candidate must be able to devise, track and record performance metrics for measuring diversity metrics as well as measure and track the impact of outreach and recruitment management efforts of diverse students and faculty at other universities. These data analysis skills will be deployed to assess metrics across students, staff and faculty populations at the Georgetown School of Medicine. Data skills will also be used to design and build up alumni networks for GUSOM K-16 pre-med pipeline programs.

Effective public speaking skills are required for delivering Diversity Admissions Presentations, outreach presentations for pipeline programs, and for leading our school-wide, monthly Health Equity Forums.Professionalism required for collaboration. This includes meeting the set business hours, getting approval for absences, and approval for professional development conferences in advance. This also includes professional and courteous treatment of all ODI supervisors, staff, student interns and colleagues.

TO APPLY: All interested applicants should submit relevant materials via the portal here.

[gordonwilliamsweb]

Biden’s Covid Challenge: 100 Million Vaccinations in the First 100 Days. It Won’t Be Easy.

This story also ran on PolitiFact. It can be republished for free.

It’s in the nature of presidential candidates and new presidents to promise big things. Just months after his 1961 inauguration, President John F. Kennedy vowed to send a man to the moon by the end of the decade. That pledge was kept, but many others haven’t been, such as candidate Bill Clinton’s promise to provide universal health care and presidential hopeful George H.W. Bush’s guarantee of no new taxes.

Now, during a once-in-a-century pandemic, incoming President Joe Biden has promised to provide 100 million covid-19 vaccinations in his first 100 days in office.

“This team will help get … at least 100 million covid vaccine shots into the arms of the American people in the first 100 days,” Biden said during a Dec. 8 news conference introducing key members of his health team.

When first asked about his pledge, the Biden team said the president-elect meant 50 million people would get their two-dose regimen. The incoming administration has since updated this plan, saying it will release vaccine doses as soon as they’re available instead of holding back some of that supply for second doses.

Either way, Biden may run into difficulty meeting that 100 million mark.

“I think it’s an attainable goal. I think it’s going to be extremely challenging,” said Claire Hannan, executive director of the Association of Immunization Managers.

While a pace of 1 million doses a day is “somewhat of an increase over what we’re already doing,” a much higher rate of vaccinations will be necessary to stem the pandemic, said Larry Levitt, executive vice president for health policy at KFF. (KHN is an editorially independent program of KFF.) “The Biden administration has plans to rationalize vaccine distribution, but increasing the supply quickly” could be a difficult task.

Under the Trump administration, vaccine deployment has been much slower than Biden’s plan. The rollout began more than a month ago, on Dec. 14. Since then, 12 million shots have been given and 31 million doses have been shipped out, according to the Centers for Disease Control and Prevention’s vaccine tracker.

This sluggishness has been attributed to a lack of communication between the federal government and state and local health departments, not enough funding for large-scale vaccination efforts, and confusing federal guidance on distribution of the vaccines.

The same problems could plague the Biden administration, said experts.

States still aren’t sure how much vaccine they’ll get and whether there will be a sufficient supply, said Dr. Marcus Plescia, chief medical officer for the Association of State and Territorial Health Officials, which represents state public health agencies.

“We have been given little information about the amount of vaccine the states will receive in the near future and are of the impression that there may not be 1 million doses available per day in the first 100 days of the Biden administration,” said Plescia. “Or at least not in the early stages of the 100 days.”

Another challenge has been a lack of funding. Public health departments have had to start vaccination campaigns while also operating testing centers and conducting contact tracing efforts with budgets that have been critically underfunded for years.

“States have to pay for creating the systems, identifying the personnel, training, staffing, tracking people, information campaigns — all the things that go into getting a shot in someone’s arm,” said Jennifer Kates, director of global health & HIV policy at KFF. “They’re having to create an unprecedented mass vaccination program on a shaky foundation.”

The latest covid stimulus bill, signed into law in December, allocates almost $9 billion in funding to the CDC for vaccination efforts. About $4.5 billion is supposed to go to states, territories and tribal organizations, and $3 billion of that is slated to arrive soon.

But it’s not clear that level of funding can sustain mass vaccination campaigns as more groups become eligible for the vaccine.

Biden released a $1.9 trillion plan last week to address covid and the struggling economy. It includes $160 billion to create national vaccination and testing programs, but also earmarks funds for $1,400 stimulus payments to individuals, state and local government aid, extension of unemployment insurance, and financial assistance for schools to reopen safely.

Though it took Congress almost eight months to pass the last covid relief bill after Republican objections to the cost, Biden seems optimistic he’ll get some Republicans on board for his plan. But it’s not yet clear that will work.

There’s also the question of whether outgoing President Donald Trump’s impeachment trial will get in the way of Biden’s legislative priorities.

In addition, states have complained about a lack of guidance and confusing instructions on which groups should be given priority status for vaccination, an issue the Biden administration will need to address.

On Dec. 3, the CDC recommended health care personnel, residents of long-term care facilities, those 75 and older, and front-line essential workers should be immunized first. But on Jan. 12, the CDC shifted course and recommended that everyone over age 65 should be immunized. In a speech Biden gave last week detailing his vaccination plan, he said he would stick to the CDC’s recommendation to prioritize those over 65.

Outgoing Health and Human Services Secretary Alex Azar also said Jan. 12 that states that moved their vaccine supply fastest would be prioritized in getting more shipments. It’s not known yet whether the Biden administration’s CDC will stick to this guidance. Critics have said it could make vaccine distribution less equitable.

In general, taking over with a strong vision and clear communication will be key to ramping up vaccine distribution, said Hannan.

“Everyone needs to understand what the goal is and how it’s going to work,” she said.

A challenge for Biden will be tamping expectations that the vaccine is all that is needed to end the pandemic. Across the country, covid cases are higher than ever, and in many locations officials cannot control the spread.

Public health experts said Biden must amp up efforts to increase testing across the country, as he has suggested he will do by promising to establish a national pandemic testing board.

With so much focus on vaccine distribution, it’s important that this part of the equation not be lost. Right now, “it’s completely all over the map,” said KFF’s Kates, adding that the federal government will need a “good sense” of who is and is not being tested in different areas in order to “fix” public health capacity.

Today marks the launch of The Biden Promise Tracker, which monitors the 100 most important campaign promises of President Joseph R. Biden. Biden listed the coronavirus and a variety of other health-related issues among his top priorities. You can see the entire list – including improving the economy, responding to calls for racial justice and combating climate change – here. As part of KHN’s partnership with PolitiFact, we will follow the health-related issues and then rate them on whether the promise was achieved: Promise Kept, Promise Broken, Compromise, Stalled, In the Works or Not Yet Rated. We rate the promise not on the president’s intentions or effort, but on verifiable outcomes. PolitiFact previously tracked the promises of President Donald Trump and President Barack Obama. 

Kaiser Health News (KHN) is a national health policy news service. It is an editorially independent program of the Henry J. Kaiser Family Foundation which is not affiliated with Kaiser Permanente.

USE OUR CONTENT

This story can be republished for free (details).

Biden’s Covid Challenge: 100 Million Vaccinations in the First 100 Days. It Won’t Be Easy. published first on https://nootropicspowdersupplier.tumblr.com/

[stephenmccull]

Biden’s Covid Challenge: 100 Million Vaccinations in the First 100 Days. It Won’t Be Easy.

This story also ran on PolitiFact. It can be republished for free.

It’s in the nature of presidential candidates and new presidents to promise big things. Just months after his 1961 inauguration, President John F. Kennedy vowed to send a man to the moon by the end of the decade. That pledge was kept, but many others haven’t been, such as candidate Bill Clinton’s promise to provide universal health care and presidential hopeful George H.W. Bush’s guarantee of no new taxes.

Now, during a once-in-a-century pandemic, incoming President Joe Biden has promised to provide 100 million covid-19 vaccinations in his first 100 days in office.

“This team will help get … at least 100 million covid vaccine shots into the arms of the American people in the first 100 days,” Biden said during a Dec. 8 news conference introducing key members of his health team.

When first asked about his pledge, the Biden team said the president-elect meant 50 million people would get their two-dose regimen. The incoming administration has since updated this plan, saying it will release vaccine doses as soon as they’re available instead of holding back some of that supply for second doses.

Either way, Biden may run into difficulty meeting that 100 million mark.

“I think it’s an attainable goal. I think it’s going to be extremely challenging,” said Claire Hannan, executive director of the Association of Immunization Managers.

While a pace of 1 million doses a day is “somewhat of an increase over what we’re already doing,” a much higher rate of vaccinations will be necessary to stem the pandemic, said Larry Levitt, executive vice president for health policy at KFF. (KHN is an editorially independent program of KFF.) “The Biden administration has plans to rationalize vaccine distribution, but increasing the supply quickly” could be a difficult task.

Under the Trump administration, vaccine deployment has been much slower than Biden’s plan. The rollout began more than a month ago, on Dec. 14. Since then, 12 million shots have been given and 31 million doses have been shipped out, according to the Centers for Disease Control and Prevention’s vaccine tracker.

This sluggishness has been attributed to a lack of communication between the federal government and state and local health departments, not enough funding for large-scale vaccination efforts, and confusing federal guidance on distribution of the vaccines.

The same problems could plague the Biden administration, said experts.

States still aren’t sure how much vaccine they’ll get and whether there will be a sufficient supply, said Dr. Marcus Plescia, chief medical officer for the Association of State and Territorial Health Officials, which represents state public health agencies.

“We have been given little information about the amount of vaccine the states will receive in the near future and are of the impression that there may not be 1 million doses available per day in the first 100 days of the Biden administration,” said Plescia. “Or at least not in the early stages of the 100 days.”

Another challenge has been a lack of funding. Public health departments have had to start vaccination campaigns while also operating testing centers and conducting contact tracing efforts with budgets that have been critically underfunded for years.

“States have to pay for creating the systems, identifying the personnel, training, staffing, tracking people, information campaigns — all the things that go into getting a shot in someone’s arm,” said Jennifer Kates, director of global health & HIV policy at KFF. “They’re having to create an unprecedented mass vaccination program on a shaky foundation.”

The latest covid stimulus bill, signed into law in December, allocates almost $9 billion in funding to the CDC for vaccination efforts. About $4.5 billion is supposed to go to states, territories and tribal organizations, and $3 billion of that is slated to arrive soon.

But it’s not clear that level of funding can sustain mass vaccination campaigns as more groups become eligible for the vaccine.

Biden released a $1.9 trillion plan last week to address covid and the struggling economy. It includes $160 billion to create national vaccination and testing programs, but also earmarks funds for $1,400 stimulus payments to individuals, state and local government aid, extension of unemployment insurance, and financial assistance for schools to reopen safely.

Though it took Congress almost eight months to pass the last covid relief bill after Republican objections to the cost, Biden seems optimistic he’ll get some Republicans on board for his plan. But it’s not yet clear that will work.

There’s also the question of whether outgoing President Donald Trump’s impeachment trial will get in the way of Biden’s legislative priorities.

In addition, states have complained about a lack of guidance and confusing instructions on which groups should be given priority status for vaccination, an issue the Biden administration will need to address.

On Dec. 3, the CDC recommended health care personnel, residents of long-term care facilities, those 75 and older, and front-line essential workers should be immunized first. But on Jan. 12, the CDC shifted course and recommended that everyone over age 65 should be immunized. In a speech Biden gave last week detailing his vaccination plan, he said he would stick to the CDC’s recommendation to prioritize those over 65.

Outgoing Health and Human Services Secretary Alex Azar also said Jan. 12 that states that moved their vaccine supply fastest would be prioritized in getting more shipments. It’s not known yet whether the Biden administration’s CDC will stick to this guidance. Critics have said it could make vaccine distribution less equitable.

In general, taking over with a strong vision and clear communication will be key to ramping up vaccine distribution, said Hannan.

“Everyone needs to understand what the goal is and how it’s going to work,” she said.

A challenge for Biden will be tamping expectations that the vaccine is all that is needed to end the pandemic. Across the country, covid cases are higher than ever, and in many locations officials cannot control the spread.

Public health experts said Biden must amp up efforts to increase testing across the country, as he has suggested he will do by promising to establish a national pandemic testing board.

With so much focus on vaccine distribution, it’s important that this part of the equation not be lost. Right now, “it’s completely all over the map,” said KFF’s Kates, adding that the federal government will need a “good sense” of who is and is not being tested in different areas in order to “fix” public health capacity.

Today marks the launch of The Biden Promise Tracker, which monitors the 100 most important campaign promises of President Joseph R. Biden. Biden listed the coronavirus and a variety of other health-related issues among his top priorities. You can see the entire list – including improving the economy, responding to calls for racial justice and combating climate change – here. As part of KHN’s partnership with PolitiFact, we will follow the health-related issues and then rate them on whether the promise was achieved: Promise Kept, Promise Broken, Compromise, Stalled, In the Works or Not Yet Rated. We rate the promise not on the president’s intentions or effort, but on verifiable outcomes. PolitiFact previously tracked the promises of President Donald Trump and President Barack Obama. 

Kaiser Health News (KHN) is a national health policy news service. It is an editorially independent program of the Henry J. Kaiser Family Foundation which is not affiliated with Kaiser Permanente.

USE OUR CONTENT

This story can be republished for free (details).

Biden’s Covid Challenge: 100 Million Vaccinations in the First 100 Days. It Won’t Be Easy. published first on https://smartdrinkingweb.weebly.com/

[phgq]

FEATURE: CESB’s concept 'Govergence' seen as key to good governance towards ending armed conflicts

#PHinfo: FEATURE: CESB’s concept 'Govergence' seen as key to good governance towards ending armed conflicts

Career Executive Service Officers (CESOs), Career Executive Service Eligibles (CESEs) and Career Service Executive Eligibles (CSEEs) attentively listen to a presentation during a CESB Leadership Conclave with the Theme: "Govergence: Cultivating Exemplary Service." (Photo courtesy of Mr. Ernesto Alcanzare, Yes For Peace - Bayanihan ng Bayan lead organizer)

The Whole of Nation approach to ending the armed conflicts being pursued by the National Task Force to End the Local Communist Armed Conflicts (NTF-ELCAC) is anchored on good governance and would entail direct people’s participation. 

Given limited resources of the government, the NTF-ELCAC has focused on eight hundred (800) barangays liberated from the influence and clutches of the Communist Party of the Philippines-New People’s Army-National Democratic Front (CPP-NPA-NDF) to prove that the communist armed conflict can be ended through good governance.    

Executive Order No. 70, which created the NTF-ELCAC is not a spur of the moment decision made by President Rodrigo Roa Duterte.  It was a product of a painstaking and wholistic process that would need the sustained long-term action of the government and the people in addressing the roots of the insurgency.

Prior to the creation of the NTF-ELCAC, the Department of the Interior and Local Government (DILG) has initiated and is in the process of institutionalizing its Bottom-Up Planning and Budgeting program.  

“AmBisyon Natin 2040 represents the collective long-term vision and aspirations of the Filipino people for themselves and for the country in the next 25 years,” the National Economic and Development Authority (NEDA) declared in AmBisyon Natin 2040, which was adopted as the country’s development road map in 2015. 

“All sectors of society, whether public or private, should direct their efforts towards creating opportunities for Filipinos to enjoy a matatag, maginhawa at panatag na buhay.” the NEDA continued, “Government, in particular, must use its tools of fiscal, monetary and regulatory policies to steer the development path towards enabling Filipinos to attain their AmBisyon. This pertains to all dimensions of development: economic, human and physical capital, institutional, social and cultural.” 

In 2017, "Govergence: Cultivating Exemplary Service" was the year-round theme of CES Leadership Conclave series conducted by the Career Executive Service Board (CESB).

“As the nation moves toward achieving lasting peace, redefining its national identity in a global environment and leading the ASEAN region towards cooperation, it is imperative for us to promote synergism within and beyond the CES Community on the premise that amidst diversity lie opportunities to harness unique individual and organizational talents and resources through partnership, collaboration and cooperation,” Maria Anthonette Velasco-Allones, then CESB Executive Director wrote in her letter-invitation for members of the CES: Career Executive Service Officers (CESOs); Career Executive Service Eligibles (CESEs); and Career Service Executive Eligibles (CSEEs).

Inspired by the concept Govergence, members of the SALDIWA 31 and I-GABAY 26, listed community-based programs that could empower the communities in giving flesh to the development thrusts of the DILG and NEDA, through the pro-active involvement and collective participation of the people in identifying, planning, budgeting, and implementing projects needed in their respective communities.

“We are all aware of the fact that there is no such thing as a one size fits all in development,” Ernesto Angeles Alcanzare, Organizer of Yes for Peace – Bayanihan ng Bayan said, “Thus, we listed all the programs and projects that came to mind.”

“We presented the list to the Sectoral Unification, Capability Building, Empowerment and Mobilization (SUCBEM) cluster of the NTF-ELCAC,” Alcanzare recalled. “Members of the cluster from different agencies added to the list as one of the steps in refining Yes for Peace.”

The SUCBEM cluster proposed the adoption and refinement of Yes for Peace – Bayanihan ng Bayan which was incorporated into the National Action Plan of the NTF ELCAC submitted by National Security Adviser Hermogenes C. Esperon, Jr. and approved by President Duterte.

“We admit that the list may not yet be complete,” Mama S. Lalanto, al Haj, Chairman of Yes for Peace, Incorporated said, “Nevertheless, it shows that the roots of the insurgency can be addressed by concerned government agencies if the people are aware of what these are and how these can be availed of.”

Thus far, the list includes 122 programs from 26 line agencies designed to empower the people toward nation building:

Department of Education

1) BRIGADA ESKWELA - Establishment and maintenance of Elementary and High Schools thru the pro-active involvement and collective participation of the community;

2) Adopt-A-School Program;

3) Education 360 – a comprehensive education program (A replicable best practice from Valenzuela City);

4) Alternative Learning System (ALS) Expansion Program to Remote Barangays;

5) Establishment of Indigenous People’s Schools in Convergence Areas for Peace and Development;

6) Partnership with Department of Social Work and Development (DSWD) to bring Out of School Youth / Adults who are members of 4Ps;

7) Multi-Dimensional Support for Last Mile Schools (additional classrooms, Teacher Items);

8) Establishment of Peace Pacts in Schools;

9) Gulayan sa Paaralan at Tahanan;

10) ALS Livelihood and Skills Development;

11) From Arms to Farms (in MILF Camps);

12) Opening of Schools in Hinterlands (From “Battleground to School Ground”);

13) Conversion of Elementary Schools to Integrated Schools in Hinterlands;

14) Abot-Alam Program;

15) Community Learning Centers;

16) Values/Peace Education for Kinder to Grade;

17) Values/Peace Integration Across Learning/Subject Areas;

18) BSP/GSP Program Implementation; Youth Formation in Communities; and

19) Moral Recovery Program.

Department of Science and Technology 

1) Small and Medium Enterprises Technology Upgrading Program (SET-UP);

2) Community Empowerment through Science and Technology (CEST);

3) Technology Transfer and Commercialization/Innovation System Support;

4) S&T Services such as Technical Consultancy, Packaging and Labelling Services;

5) Testing and Laboratory Services;

6) Technology Trainings;

7) Science & Technology Human Resource Development - Scholarship programs for Undergraduate Science & Technology Priority Courses; and

8) Research and Development 

Cooperative Development Authority 

1) Organization and supervision of community-based multi-purpose livelihood cooperatives;

2) Registration and regulation of cooperatives;

3) Training and education;

4) Provision of technical assistance;

5) Legal assistance to cooperatives;

6) Project development assistance to cooperatives; and

7) Accreditation of service providers (external auditors and training providers).

Department of the Interior and Local Government 

1) E-Comprehensive Local Integration Program (CLIP); and

2) Bottom-up Planning and Budgeting.

Philippine Statistics Authority 

1) National Identification System

Philippine Postal Corporation 

1) LGU Post Offices /  Barangay Postal Stations; and

2) National Identification System.

National Irrigation Administration 

1) Communal Irrigation Systems.

Local Waterworks Utilities Administration

1) First Level Water Systems;

2) Second Level Water Systems; and

3) Third Level Water Systems

Department of Social Work and Development 

1) Kabit-bisig Laban sa Kahirapan (KALAHI);

2) Comprehensive Integrated Delivery of Social Services (CIDSS);

3) National Community Driven Development Program (NCDDP);

4) Sustainable Livelihood Program;

5) Pantawid Pamilyang Pilipino Program (4Ps);

6) Social Pension (sickly, disabled and frail elderly with no existing pensions); and

7) Supplementary Feeding Program.

Department of Agriculture 

1) Training and Extension Services;

2) Agribusiness and Marketing Services;

3) Social preparation; Production and livelihood;

4) Marketing assistance and enterprise development;

5) Provision of Production Loans;

6) Agriculture and Fisheries Information Services;

7) Agricultural Credit and Financing Programs;

8) Sikat Saka Program (SSP);

9) Agro-Industry Modernization Credit and Financing Program;

10) Agri-Microfinance Program (AMP); and

11) Cooperative Banks Agri-Lending Program (CBAP).

Bureau of Fisheries and Aquatic Resources 

1) Community-based Aquatic Resources Development;

2) Provision of Fishing Gears and Paraphernalia to Fisherfolk;

3) Provision of Fish (Tilapia and Milkfish) for Grow-out Farms;

4) Technical Assistance and Technical-Demo projects;

5) Access to production loans, marketing assistance and post-harvest technologies; and

6) Fish seeding of rivers, lakes and water impoundments.

Department of Environment and Natural Resources 

1) Community Based Forestry Management Program;

2) Community Based Biofriendly Enterprises;

3) Watershed Development Program;

4) National Greening Program;

5) Residential and Agricultural Free Patent; and

6) Spring Development Program (proposal-NWRB). 

Mines and Geosciences Bureau 

1) Minahan ng Bayan; and

2) Social Development and Management Programs.

Department of Agrarian Reform 

1) Comprehensive Agrarian Reform Program (CARP);

2) Land distribution;

3) Adjudication;

4) Installation;

5) Support Service - Farm Equipment and Fertilizer;

6) Land Tenure Services;

7) Agrarian Legal Services; and

8) Technical Advisory Support Services –Inclusive Partnerships for Agricultural Competitiveness.

Department of Energy 

1) Multi-purpose small and medium scale hydro-electric dams; and

2) Electric Cooperatives.

Department of Trade and Industry 

1) Small and Medium Scale Enterprise Development;

2) Negosyo Serbisyo sa Barangay; and

3) Shared Service Facility Delivery.  

Department of Transportation 

1) Public Utility Vehicle Modernization Program;

2) 5K Pantawid Pasada; and

3) Motor Taxi.

Department of Tourism 

1) Community-based Eco-Tourism 

Department of National Defense 

1) Internal Peace and Security Plan

Department of Trade and Industry 

1) Small and Medium Scale Enterprise Development.

Department of Health 

1) Doctors to the Barrios program;

2) Nurses Deployment program;

3) Mandatory community immersion of medical and nursing students of State Universities (proposal);

4) Immunization Programs;

5) Mental Health Program; and

6) Tutok Gamutan for Tubercolosis (DOTS). 

Department of Public Works and Highways 

1) Farm to Market roads and bridges; and

2) Potable Water Impounding Systems.

Department of Labor and Employment 

1) Integrated Livelihood Program. 

Technical Education and Skills Development Authority 

1) Community-Based Training Programs for Vulnerable Sectors with Value Chain Components;

2) Institution, Center and Community-Based Skills development, scholarships, learning facilitators (teachers and trainors) development;

3) Technical and Vocational Education;

4) Skills Development Programs; and

5) Assessment and Certification. 

Philippine Fiber Industry Development Authority 

1) Fiber Expansion and Rehabilitation;

2) Livelihood Trainings;

3) Basic / Upgraded Weaving;

4) FFS on Abaca.

“Given the list, we still have a challenge to overcome,” Nancy Bantog, Regional Director of the DOST – Cordillera Administrative Region (CAR) intimated. “We need to be able to cost-effectively disseminate the information to all levels of the government down to the barangays given existing technology and Covid-19 pandemic protocols to maximize its contribution to peace and development.”

“Producing and distributing brochures may be outdated and costly,” Bantog continued. “It would be a lot better if we can complete the complete list, consolidate the hyperlinks to these, and disseminate it through all government websites with the cooperation of CESOs, CESEs and CSEEs who manage their respective agencies.”

“Try reaching out to new CESB Executive Director, Maria Marcy Cosare-Ballesteros,” Allones, who is now with the Department of Tourism suggested. “I am sure the CESB can help out in one way or another.” (PIA NCR)

***

References:

* Philippine Information Agency. "FEATURE: CESB’s concept 'Govergence' seen as key to good governance towards ending armed conflicts." Philippine Information Agency. https://pia.gov.ph/news/articles/1069753 (accessed March 17, 2021 at 08:01AM UTC+08).

* Philippine Infornation Agency. "FEATURE: CESB’s concept 'Govergence' seen as key to good governance towards ending armed conflicts." Archive Today. https://archive.ph/?run=1&url=https://pia.gov.ph/news/articles/1069753 (archived).

[cathrynstreich]

Quitting Quayside: what’s next for Sidewalk Labs and investment in smart cities of the future?

[Editor’s note: Originally published on AEC Labs]

After wending its master site development plan through three years of revisions spurred by public opposition and data privacy concerns, project approvals for Sidewalk Labs’ Quayside “smart city” project in Toronto were set for a June 25 vote. But recently, in an open post on Medium, CEO Dan Doctoroff announced that Sidewalk is dropping the project. Even in the midst of the COVID-19 crisis, the news came as a surprise, given the deep pockets and recent momentum behind the project.

Quayside was meant to be a 12-acre development that would be the gateway to a much larger 800-acre project on Toronto’s industrial lakefront. Featuring cross-laminated timber (CLB) buildings, subterranean e-commerce delivery access points, and, ultimately, a “data trust” to help planners and technocrats improve the Quayside experience for residents and businesses alike, Sidewalk’s mission for the development was to “integrate physical, digital, and policy innovations to produce dramatic improvements in quality of life and generate significant economic opportunity” for Torontonians.

In data we (don’t) trust?

But three years ago Sidewalk’s initial plans for Quayside were met with immediate criticism from local community groups and data privacy activists. They voiced concerned with, among other things, the public subsidies Toronto was dangling for the development arm of one of the biggest and most powerful companies in history, as well as many perceived “surveillance capitalism” technologies in Sidewalk’s plans.

The backlash to Amazon’s HQ2 initiative in Long Island City, which led the retailer to pull out of the project early last year, led to further speculation that something similar could happen to Quayside. And despite scaling back its plans and performing heavy engagement with the public a “Block Sidewalk” citizens group sprung up to fight the development. Yet after Sidewalk seemed to successfully navigate the post-Amazon HQ2 landscape, it appeared Quayside was back on track, albeit with a smaller footprint and a commitment to data privacy and transparency.

But, as Doctoroff wrote, “unprecedented economic uncertainty has set in around the world and in the Toronto real estate market, [and] it has become too difficult to make the 12-acre project financially viable without sacrificing core parts of the plan we had developed together with Waterfront Toronto to build a truly inclusive, sustainable community.” Whether that’s entirely the case or if activists should claim victory over Sidewalk’s vision at this point isn’t quite clear.

Shifting focus to infrastructure

This is because Sidewalk isn’t giving up altogether on its mission to improve the urban experience. Its infrastructure investment arm, Sidewalk Infrastructure Partners (SIP), raised $400M from equity investors last fall (including Alphabet). It placed some of the proceeds into its first (and to date only) investment: an AI-powered robotics startup called AMP which automates the processing and sorting of recyclable material in municipal, construction, and demolition waste, increasing the volume of valuable recovered wastes from conveyor belts in its customers’ facilities.

SIP is structured not as a fund but as a “technology-enabled infrastructure” investment company. It’s targeting investment opportunities primarily in the U.S., Canada, and Mexico that seek a minimum of $100M in equity, specifically identifying autonomous vehicles, distributed renewable energy systems, real-time controls, robotics, and machine learning as the types of technologies it will underwrite across a range of infrastructure market sectors.

In describing SIP’s value proposition, Sidewalk Labs’ master development plan for Quayside (MDIP) noted that “[b]ecause the risk-return profile of advanced infrastructure systems differs from traditional infrastructure investments, traditional infrastructure investors may shy away from the investment. . . . Historically, infrastructure as an asset class has been resistant to innovation, resulting in many traditional infrastructure investors mispricing the risks of technology disruption and failing to capitalize on new infrastructure opportunities enabled by technology.”

By eventually deploying its portfolio within larger “smart city” projects from Sidewalk Labs, SIP could close the funding gap for these systems by “reduc[ing] certain risks associated with the new systems, such as absorption risk (i.e. the risk that buyers or renters might be more hesitant to move to a unit with an advanced system). This could attract investors who might not otherwise participate,” the MDIP concluded.

From there, “SIP could then structure a transaction that bundles debt financing negotiated with lenders with equity financing offered by SIP for multiple advanced systems.” This should lower overall project costs and increase the depth and breadth of RFP respondents (by eliminating the requirement that those respondents provide their own capital). If the last year in the infrastructure industry is any indication, with large global players declining to invest additional equity, and many worthy projects hurting for qualified bidders, this is a good idea.

So (un)sexy it hurts

Its investment thesis might not sound as sexy as a smart city of the future (waste management systems, anyone?). But SIP could indeed be well-positioned if future COVID-related stimulus includes funds for infrastructure. And its focus on technologies and companies more resilient in the age of COVID than, say, toll roads or airports, could prove to be shrewd.

For example, SIP will also seek to partner with governments in evaluating opportunities for public-private partnerships (P3s). These will likely increase dramatically as state and local budgets continue to creak because of COVID. And, if the Trump administration ultimately passes infrastructure stimulus, it will likely seek to leverage a relatively small direct federal investment with private funds.

As for Sidewalk Labs, the company plans to use the lessons it learned on Quayside to continue to launch and invest in other forward-thinking, technology-driven, urban-focused companies like Replica (an urban planning tool that uses de-identified location data, launched in Chicago and Kansas City) and Cityblock (a community-based healthcare network). And it will continue to develop the “generative” urban planning and “electrified neighborhood” software tools that it previously launched to support Quayside.

The search for deeper meaning

It’s been a rough few years for mega-projects in the P3 space. But there is still a lot of opportunity out there to help governments bridge the infrastructure funding gap (which stands at $1.5T just to maintain what we’ve got by 2030). And the new technologies that Sidewalk worked on in connection with Toronto could unleash spate of innovation in sectors that are mostly unremarked upon. It’s disappointing that Quayside won’t happen. But its failure to launch could end up being a good thing for the infrastructure market generally if SIP is able to push some of its ideas ahead. That wouldn’t be a bad surprise at all.

The post Quitting Quayside: what’s next for Sidewalk Labs and investment in smart cities of the future? appeared first on GeekEstate Blog.

Quitting Quayside: what’s next for Sidewalk Labs and investment in smart cities of the future? published first on https://thegardenresidences.tumblr.com/

[clarencevancleave]

Quitting Quayside: what’s next for Sidewalk Labs and investment in smart cities of the future?

[Editor’s note: Originally published on AEC Labs]

After wending its master site development plan through three years of revisions spurred by public opposition and data privacy concerns, project approvals for Sidewalk Labs’ Quayside “smart city” project in Toronto were set for a June 25 vote. But recently, in an open post on Medium, CEO Dan Doctoroff announced that Sidewalk is dropping the project. Even in the midst of the COVID-19 crisis, the news came as a surprise, given the deep pockets and recent momentum behind the project.

Quayside was meant to be a 12-acre development that would be the gateway to a much larger 800-acre project on Toronto’s industrial lakefront. Featuring cross-laminated timber (CLB) buildings, subterranean e-commerce delivery access points, and, ultimately, a “data trust” to help planners and technocrats improve the Quayside experience for residents and businesses alike, Sidewalk’s mission for the development was to “integrate physical, digital, and policy innovations to produce dramatic improvements in quality of life and generate significant economic opportunity” for Torontonians.

In data we (don’t) trust?

But three years ago Sidewalk’s initial plans for Quayside were met with immediate criticism from local community groups and data privacy activists. They voiced concerned with, among other things, the public subsidies Toronto was dangling for the development arm of one of the biggest and most powerful companies in history, as well as many perceived “surveillance capitalism” technologies in Sidewalk’s plans.

The backlash to Amazon’s HQ2 initiative in Long Island City, which led the retailer to pull out of the project early last year, led to further speculation that something similar could happen to Quayside. And despite scaling back its plans and performing heavy engagement with the public a “Block Sidewalk” citizens group sprung up to fight the development. Yet after Sidewalk seemed to successfully navigate the post-Amazon HQ2 landscape, it appeared Quayside was back on track, albeit with a smaller footprint and a commitment to data privacy and transparency.

But, as Doctoroff wrote, “unprecedented economic uncertainty has set in around the world and in the Toronto real estate market, [and] it has become too difficult to make the 12-acre project financially viable without sacrificing core parts of the plan we had developed together with Waterfront Toronto to build a truly inclusive, sustainable community.” Whether that’s entirely the case or if activists should claim victory over Sidewalk’s vision at this point isn’t quite clear.

Shifting focus to infrastructure

This is because Sidewalk isn’t giving up altogether on its mission to improve the urban experience. Its infrastructure investment arm, Sidewalk Infrastructure Partners (SIP), raised $400M from equity investors last fall (including Alphabet). It placed some of the proceeds into its first (and to date only) investment: an AI-powered robotics startup called AMP which automates the processing and sorting of recyclable material in municipal, construction, and demolition waste, increasing the volume of valuable recovered wastes from conveyor belts in its customers’ facilities.

SIP is structured not as a fund but as a “technology-enabled infrastructure” investment company. It’s targeting investment opportunities primarily in the U.S., Canada, and Mexico that seek a minimum of $100M in equity, specifically identifying autonomous vehicles, distributed renewable energy systems, real-time controls, robotics, and machine learning as the types of technologies it will underwrite across a range of infrastructure market sectors.

In describing SIP’s value proposition, Sidewalk Labs’ master development plan for Quayside (MDIP) noted that “[b]ecause the risk-return profile of advanced infrastructure systems differs from traditional infrastructure investments, traditional infrastructure investors may shy away from the investment. . . . Historically, infrastructure as an asset class has been resistant to innovation, resulting in many traditional infrastructure investors mispricing the risks of technology disruption and failing to capitalize on new infrastructure opportunities enabled by technology.”

By eventually deploying its portfolio within larger “smart city” projects from Sidewalk Labs, SIP could close the funding gap for these systems by “reduc[ing] certain risks associated with the new systems, such as absorption risk (i.e. the risk that buyers or renters might be more hesitant to move to a unit with an advanced system). This could attract investors who might not otherwise participate,” the MDIP concluded.

From there, “SIP could then structure a transaction that bundles debt financing negotiated with lenders with equity financing offered by SIP for multiple advanced systems.” This should lower overall project costs and increase the depth and breadth of RFP respondents (by eliminating the requirement that those respondents provide their own capital). If the last year in the infrastructure industry is any indication, with large global players declining to invest additional equity, and many worthy projects hurting for qualified bidders, this is a good idea.

So (un)sexy it hurts

Its investment thesis might not sound as sexy as a smart city of the future (waste management systems, anyone?). But SIP could indeed be well-positioned if future COVID-related stimulus includes funds for infrastructure. And its focus on technologies and companies more resilient in the age of COVID than, say, toll roads or airports, could prove to be shrewd.

For example, SIP will also seek to partner with governments in evaluating opportunities for public-private partnerships (P3s). These will likely increase dramatically as state and local budgets continue to creak because of COVID. And, if the Trump administration ultimately passes infrastructure stimulus, it will likely seek to leverage a relatively small direct federal investment with private funds.

As for Sidewalk Labs, the company plans to use the lessons it learned on Quayside to continue to launch and invest in other forward-thinking, technology-driven, urban-focused companies like Replica (an urban planning tool that uses de-identified location data, launched in Chicago and Kansas City) and Cityblock (a community-based healthcare network). And it will continue to develop the “generative” urban planning and “electrified neighborhood” software tools that it previously launched to support Quayside.

The search for deeper meaning

It’s been a rough few years for mega-projects in the P3 space. But there is still a lot of opportunity out there to help governments bridge the infrastructure funding gap (which stands at $1.5T just to maintain what we’ve got by 2030). And the new technologies that Sidewalk worked on in connection with Toronto could unleash spate of innovation in sectors that are mostly unremarked upon. It’s disappointing that Quayside won’t happen. But its failure to launch could end up being a good thing for the infrastructure market generally if SIP is able to push some of its ideas ahead. That wouldn’t be a bad surprise at all.

The post Quitting Quayside: what’s next for Sidewalk Labs and investment in smart cities of the future? appeared first on GeekEstate Blog.

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[jobswzayef]

Investment Manager Saudi Male or Female candidates only

Investment Manager Saudi Male or Female candidates only

Job Responsibilities

Focus on high Net Worth Individuals family offices and nbsp VCs.

Strategize and plan nbsp private nbsp fundraising and equity partnership.

Participate in the placement of investments.

Develop and maintain a master client database for current and potential clients amp ensure completeness of client information.

Maintain a good knowledge of economic developments and fiscal policies in the local regional and international markets.

Evaluating and screening investment opportunities.

Creating a partnering program with other VCs.

Prepare investment analysis and presentations for internal external stakeholders to assist in investment decision making.

Pro active role in structuring fund products nbsp and investment vehicles.

Take responsibility for the development and analysis of financial models as well as participation in due diligence.

Manage the appraisal process for each investment to be valued by a qualified and independent appraiser or valuation advisor.

Liaise with various external parties including legal advisors consultants due diligence evaluators to achieve Fund objectives.

nbsp

Requirements

Bachelor 39 s Master 39 s degree in finance accounting economics business administration or related field.

Strong connection with High Net Worth Individuals and private family offices nbsp and nbsp develop nbsp appropriate investment strategies.

Extensive experience in asset management nbsp from top tier investment banks private equity firms or principal investment platforms.

Strong analytical nbsp and nbsp critical thinking skills.

Excellent communication nbsp and nbsp negotiation skills.

Strong time management skills.

Candidate must be a Saudi National Male or Female * راتب مجزي جداً. * مكافأت و حوافز متنوعة. * توفير سكن مؤثث أو بدل سكن. * أنتقالات أو توفير بدل عنها. * توفير تذاكر السفر لمن يشغل الوظيفة و عائلته. * نسبة من الأرباح الربع سنوية. * أجازات سنوية مدفوعة الراتب بالكامل. * مسار وظيفي واضح للترقيات. * بيئة عمل محفزة و مناسبة لحالة الموظف. * تأمين طبي للموظيف و عائلته. * تأمينات أجتماعية. التقدم و التواصل مباشرة دون و سطاء عند توافر الألتزام و الجدية التامة و المؤهلات المطلوبة علي: jobswzayef@gmail.com

[csrgood]

Ideagen Announces Addition of New Board Members as Part of Global Expansion Presented Globally by Microsoft

Ideagen®'s CEO, George Sifakis Announces Sharon Price John, CEO of Build-a-Bear and Steven James Tingus, National Disability Policy and Inclusion Leader have joined the Ideagen Advisory Board

Ideagen® is honored to announce the addition of two new members on the Ideagen Advisory Board. Sharon Price John, CEO of Build-A-Bear Workshop and Steven Tingus. 

“We are very excited and honored that both Sharon and Steven have joined the Ideagen Advisory Board. With their knowledge and experience as global leaders, they will bring critical insights and perspectives as Ideagen scales globally, including with the recent launch of Ideagen TV “Powered by Azure” and presented globally by Microsoft”  -George Sifakis, CEO, Ideagen.

Sharon Price John has been President and Chief Executive Officer of Build-A-Bear Workshop, Inc. since June 2013. In just a few short years, she has helped lead the company through a successful financial turnaround, while refreshing the brand, now in its 23rd year. At the St. Louis headquarters of Build-A-Bear Workshop and when visiting stores across the globe, the Tennessee native leads and challenges her teams to be better and do better every day in a uniquely engaging way. She takes the time to share the full story with employees and answer questions, and they in turn know she will always speak the truth. Sharon took this approach directly to the field on the Season Eight premiere of the hit CBS series “Undercover Boss” in December 2016. In this episode, she donned a disguise while working with store and warehouse associates to gain unfiltered feedback on changes the company began implementing in 2014. 

With over two decades of experience in marketing, product development and change management, Sharon has worked with several iconic family brands. During her tenure at companies, including Hasbro, Mattel and Wolverine World Wide, she established a strong track record of success working with a variety of brands and businesses. 

Before joining Build-A-Bear Workshop, Sharon was President of the Stride Rite Childrens Group LLC, where she led all functions, including product creation, wholesale sales, marketing, planning and distribution. She wore many hats while directing operations, retail merchandising and international franchising for more than 350 Stride Rite stores. 

Prior to Stride Rite Children’s Group, she held a range of senior management roles at Hasbro, including General Manager and Senior Vice President of Global Preschool, where she drove the global strategy and marketing for Hasbro's Preschool portfolio that included the likes of Mr. Potato Head and Play-doh. Separately, Sharon served as the General Manager, Senior Vice President of Marketing for the U.S. Toy Division, overseeing iconic brands like NERF, Transformers and My Little Pony, while managing key licensing relationships such as Star Wars and Marvel. Prior to that, she held a number of roles, including Marketing Director of Barbie and Vice President of International for the Disney Business Unit. 

Her career began in the advertising industry working at top agencies in New York, including DDB Needham Worldwide on the Hershey account and Bates USA as Account Supervisor for the SNICKERS/M&M Mars business. Sharon holds a Bachelor of Science Degree in Communications from the University of Tennessee - Knoxville and a Master of Business Administration from Columbia University. In 2014, she received the distinguished alumna award from Columbia Business School – Columbia Women in Business. In 2016, she was recognized as one of the University of Tennessee Knoxville’s 100 Distinguished Alumni.

Sharon is a sought after speaker, who has served on the Board of Directors for Jack in the Box, Inc. Since 2014. She is also active on a number of national and regional philanthropic senior boards and organizations, including KaBOOM!, the Board of Directors of The Foundation for Barnes-Jewish Hospital, and the Committee of 200 (C200). Sharon lives in St. Louis with her husband and three children.

Steven James Tingus is recognized as one of the nation’s leading experts and thought leaders for public and private disability, aging, veterans, health care and educational programs, and diversity and inclusion. 

Since 2011, Steven has served as a Consultant through STEVEN J. TINGUS CONSULTING to business, non-profit foundation and entertainment industry executives. His clients include: LEISURE FILMS LTD. (Sacramento, CA, 2019 – Present): As Creative Partner for Diversity and Disability Inclusion, advocates for the development of new storylines for film and television that accurately portray individuals with disabilities and others from underrepresented and minority groups, and the hiring of talent from these communities in front and behind the camera; MOTHER ROAD STUDIOS (Los Angeles, CA, 2018 – Present), as Consultant for Diversity and Inclusion, advocates for the development of new storylines for film and television that accurately portray individuals with disabilities/seniors/veterans and others from underrepresented and minority groups, and the hiring of talent from these communities in front and behind the camera. The mission of Mother Road Studios is to “pave the way for inclusion by creating art and entertainment through a new lens with people of all abilities. Using creativity, connections and collaborations to generate more inclusive opportunities in our communities and our world.”; DIVERSE CITY ENTERTAINMENT (Los Angeles, CA, 2013 – 2017), as Consultant (former Partner and Director of Public Relations, 2013 – 2014), advocated for new storylines for film and television that accurately portray individuals with disabilities and others with health-related challenges, and the hiring of talent with disabilities (including veterans) in front and behind the camera to promote diversity. Developed strategic partnerships (e.g.,NBCUniversal’s Abilities Network) and presented the business case before leadership to promote the increase in the employment of talented individuals with disabilities into all facets of the entertainment industry. Selected Achievement: Associate Producer (Disability Issues and Content Development) for Perfectly Imperfect Radio on Monday nights at 7:00 PM (Pacific Time) on www.LATalkRadio.com ; and LEE & ASSOCIATES, LA NORTH/VENTURA, INC. (Calabasas, CA, 2011 –2013), as Consultant (Senior Vice President for Business Development), directed the development and growth of potential profitable business for key principals. Conducted extensive research and developed lists of potential clients. Ensured business growth by directing and managing business development initiatives. Managed community outreach and served as a spokesperson at industry events. Selected Achievement: Solicited investments and funds for Lee & Associates’ 2012 Annual Golf Classic & Client Appreciation Day benefitting local non-profit organizations serving children and families, including those with disabilities. From 2010 to 2011, Steven served as Chief Government and Public Relations Officer for the LOS AMIGOS RESEARCH AND EDUCATION INSTITUTE, INC., at the world-renowned Rancho Los Amigos National Rehabilitation Center (Downey, CA) for people with disabilities and aging.

Following the enactment of the Rehabilitation Act of 1973, Steven became the first mainstreamed “Handicapped” student into public schools in Northern California which set the stage for his achieving many lifelong accomplishments that also opened the doors and improved the lives for his peers with disabilities. On February 1, 2001, President George W. Bush invited Steven to the East Room of The White House to introduce him and to deliver a speech on behalf of the President for the unveiling of the New Freedom Initiative (NFI) before members of Congress, the press, and leaders from the disability community. Steven helped craft the NFI which served as the blueprint for the Bush administration’s policy supporting people with disabilities. Later that year, President Bush appointed Steven to serve as the Director of the National Institute on Disability and Rehabilitation Research at the U.S. DEPARTMENT OF EDUCATION (Washington, DC) from 2001 to 2007, followed by appointing him to serve as the Deputy Assistant Secretary for Planning and Evaluation (Disability, Aging, and Long-Term Care Policy) at the U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES (Washington, DC) from 2007 to 2009. Steven also chaired the President’s Interagency Committee on Disability Research and various White House task forces focused on disability policy and research. Previously, Steven served as Director of Public Policy and Resource Development at the CALIFORNIA FOUNDATION FOR INDEPENDENT LIVING CENTERS, INC. (Sacramento, CA) from 1998 to 2001, which followed his appointment by California Governor Pete Wilson as Health Care Policy Analyst (Disability) for the CALIFORNIA DEPARTMENT OF HEALTH SERVICES, Office of Long Term Care (Sacramento, CA) from 1995 to 1998. 

Steven has earned a B.S. degree in Biological Sciences, a Clear Ryan Single Subject Teaching Credential in Life Science, an M.S. degree in Physiology, and a Candidate in Philosophy (Ph.D. ABD) degree in Physiology from the University of California, Davis. Steven has received numerous awards at the federal, state and non-profit foundation level for his exceptional leadership in the establishment and implementation of public policies and research programs that enhance the quality of life for people with disabilities and seniors. Steven is a Charter Member of the American Association of People with Disabilities (AAPD), Member of the National Council on Independent Living (NCIL), Member of the Board of Advisors for RespectAbility (2014-2019), SAG-AFTRA eligible Member of the Screen Actors Guild (SAG- AFTRA), Associate Member of the Television Academy, Member of Film Independent, Indie Creative Member of the Sundance Institute, Member of the Board of Directors for the Hollywood Diversity Association (HDA) (2014-2017), and Member of the ABC Studios Advisory Panel (2015-2017). 

Besides serving as a political appointee and consultant on disability policy at the state and federal level, Steven particularly enjoys bringing his expertise in disability policy to the entertainment industry in support of talent with disabilities. Steven believes that “The entertainment industry can be an incredible ally in creating social change. I enjoy educating industry leaders on the business sense of hiring highly-talented and trained people with disabilities and those underrepresented onscreen and behind the camera. Toward that end, to build a network of high-profile actors, producers, directors and other key players in the entertainment industry towards increasing storyline development and hiring so that the abysmal 2.4% representation on TV/film is changed for the disability community (USC Annenberg Inclusion Initiative, 2017).” According to the Centers for Disease Control and Prevention (CDC), 20% of the United States population (1 in 5 adults) or 61 million Americans are living with a disability (2018). Amongst this population are some of the most talented people on earth. Unfortunately, very few ever get the opportunity to shine on the world stage. Steven resides in Los Angeles, California.

“Sharon and Steven will bring game-changing, innovative thinking to the Ideagen Advisory Board and we are looking forward to changing the world together” - Christian Angelson, VP Global Operations at Ideagen.

For more information regarding Ideagen, visit www.IdeagenGlobal.com to join the movement. 

RESOURCES

Build-a-Bear

source: https://www.csrwire.com/press_releases/44035-Ideagen-Announces-Addition-of-New-Board-Members-as-Part-of-Global-Expansion-Presented-Globally-by-Microsoft?tracking_source=rss

[reshmadhere]

Is music streaming revenue growth slowing down due to Podcasts?

Rolling Stone first reported in October that this year at the world's largest music rights company, Universal Music Group, streaming revenue growth is slowing down. Now, the additional number crunching on Music Business Worldwide shows the same pattern across all three major record companies is real, collectively.

Guerrero was formerly, as Vice President, A&R and Cross-Cultural Policy, a senior member of the Warner Music Latin team. She explored new artist growth opportunities through streaming services at Warner, where Guerrero was hired in October last year, helped identify emerging talent, and developed innovative partnerships on a global and local level for Warner Music artists.

[elizabethcariasa]

Tacos, food taxes and tax breaks on Tuesdays and every day!

This is a regular spread in our kitchen, not just on Taco Tuesday or today's National Taco Day. (Kay Bell photo)

Today is National Taco Day, which raises a big question here in Texas. Why is there just one specific day celebrating taco consumption? (Corollary question: why isn't it on an alliterative Tuesday?)

We Lone Star State residents consume vast quantities of soft and crispy/crunchy tacos multiple times every day, starting with the most important meal of the day, the breakfast taco.

Various foodstuffs, various taxes: The day commemorating a Tex-Mex favorite also raises the question among tax geeks about the taxation of tacos.

OK, it's about more that taco taxes. It's food taxes in general.

In the 45 states and District of Columbia that assess sales taxes, there are taxes on food in its various states of preparation, exemptions for some food-related items and much confusion about how and why these convoluted assessments came to be.

The short answer is taxes. The longer answer is taxes, politics and budget shortfalls.

In brief, most states don't tax food if it's bought in grocery stores. I think that's the way to go, since obviously we all need food to survive.

But state legislatures tend to take the Animal Farm approach to food taxes. To paraphrase George Orwell, all food is equal, but some food is more equal than others. That is, some is taxed and some isn't, depending on how lawmakers define food and how it's sold.

A good example of this is sin taxes on foods that generally are deemed as unhealthy. Fat-laden snacks and sugar-sweetened beverages are prime tax targets.

Food is tax-exempt in most states: Some states, though, don't differentiate between so-called good and bad foods. They tax it all.

States where the general sales tax is collected on all food purchases, according to Federation of Tax Administrators' data, are Alabama, Hawaii, Idaho, Kansas, Mississippi, Oklahoma, and South Dakota.

However, most of these food-taxing states — Hawaii, Idaho, Kansas, Oklahoma and South Dakota — at least offer lower income households a rebate or income tax credit to make up for the food tax.

And a handful of states collect a lower rate state sales tax on edibles. They are:

Arkansas, with a 1.5 percent food sales tax rate instead of applying the state's 6.5 percent general sales tax rate (plus local sales taxes),

Illinois, with a 1 percent food sales tax rate instead of applying the state's 6.25 percent general sales tax rate,

Missouri, with a 1.225 percent food sales tax rate instead of applying the state's 4.225 percent general sales tax rate,

Tennessee, with a 4 percent food sales tax rate instead of applying the state's 7 percent general sales tax rate,

Utah, with a 3 percent food sales tax rate instead of applying the state's 5.95 percent general sales tax rate (plus local sales taxes), and

Virginia, with a 2.5 percent food sales tax rate instead of applying the state's 5.3 percent general sales tax rate.

Finally, food sales are not subject the state's sales tax in Georgia, Louisiana and North Carolina, but local sales taxes in those states do apply.

Note, too, that these taxes apply to the food and ingredients that you pick up at your local grocer to make your meals.

When you buy prepared breakfasts, lunches and dinners (or suppers, depending on where you live), taco or otherwise, to eat-in or take home, you'll generally owe tax on those palatable purchases.

Food wastes and taxes: You'd think that with the price of food in general plus the taxes we pay for what we eat, we'd be careful to consume every last bite.

Not so.

Food waste is a major issue.

Roughly one third of the food produced in the world for human consumption every year — approximately 1.3 billion tonnes — gets lost or wasted, according to the United Nations' Food and Agriculture Organization Global Initiative on Food Loss and Waste Reduction.

Source: Food and Agriculture Organization of the United Nations, Global Initiative on Food Loss and Waste Reduction

Those food losses and waste amounts to roughly $680 billion in industrialized countries and $310 billion in developing countries.

But lawmakers at both the federal and state levels are using tax policy to help reduce food waste.

Federal food tax breaks: Tax incentives are one way to make food donation more cost effective and economically beneficial.

The federal government has long recognized this, with tax incentives to encourage businesses to donate food being both popular and successful. After the incentives were temporarily expanded to cover more businesses in 2005, food donations across the country rose by 137 percent in 2006.

The enactment in December 2015 of the Protecting Americans from Tax Hikes (PATH) Act expanded the food contribution tax break. Now all businesses — C-corporations, S-corporations, limited liability corporations (LLCs), partnerships, and sole proprietorships — are eligible for an enhanced tax deduction for food donations that meet certain eligibility criteria.

To receive the enhanced tax deduction, businesses are required to meet four primary requirements:

The donor organization must donate food to qualified domestic 501(c)(3) nonprofit organizations,

The recipient organization must use the donated food in a manner consistent with the charitable organizations exempt status,

The recipient organization may not use or transfer the food in exchange for money, other property or services and

The businesses claiming the enhanced deduction must receive a written statement from the recipient organization and maintain proper documentation

Generally, donations exceeding established limits can be carried forward for five succeeding tax years. And if the donated food does not meet the criteria, the companies still can claim a general tax deduction in the amount of the property's basis.

State food waste reduction efforts: State legislators also have begun to think critically about the connection between food waste and hunger and many have acted, including using tax incentives to fund food rescue operations, create collaborative relationships with businesses and nonprofit food projects and feed families in need, notes the National Conference of State Legislatures (NCSL).

When food isn't suitable for human consumption, adds NCSL, state efforts focus on recycling or repurposing it as compost, animal feed or energy are also effective strategies for reducing waste.

Oregon at food forefront: Oregon is one of the state leaders in using tax policy to help reduce food waste.

The Beaver State has had some form of a tax break for food donations since 1977, with a gap when it sunset between 2012 and 2014.

Currently, Oregon offers a tax credit against personal or corporate income taxes available to crop growers who make a qualified donation of the crop to a food bank or other charitable organization.

To be a qualified donation, donated crop must go to food banks, gleaning cooperatives and other charitable organizations engaged in the distribution of food without charge.

The tax credit amount is equal to up to 15 percent of the value of the quantity of the crop donated computed at the wholesale market price. The credit is nonrefundable, but unused amounts can be carried forward for up to three succeeding tax years.

The goal, obviously, is to increase the amount of food donated by food producers to charities that serve individuals and families experiencing hunger by offsetting expenses incurred during the collection, transportation and storage of donated food.

More state, federal efforts to follow? Other states already offer crop donation tax credits similar to Oregon's tax break.

West Virginia, New York and Colorado, for example, each require the donations to be made by farmers to charitable food distribution organizations.

The value of the credit in the states generally is a percentage of the wholesale value of the crop donated, ranging from 10 percent to 25 percent. All three states have caps on the credit amount for individual farmers and New York’s credit is refundable.

With a growing global population and climate change posting challenges to food production, look for more states, and eventually (maybe) the U.S. Congress, to take steps, tax and otherwise, to deal with our comestible consumption needs.

You also might find these items of interest:

Tax crooks cook up a food tax scam

Enjoy a doughnut as you ponder food taxes

National Ice Cream Day is even better in the 5 states without a sales tax

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[mortgagebrokerplanotx]

Mortgage Broker Taft Southwest Texas

Contents

Assist mortgage loan originators

State. soliciting loan applications

Solicits texas consumers

Texas windthorst homes

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New South Mortgage is an independent mortgage banking firm founded by Will and Judy Worthington. Formerly Worthington Mortgage Group and Worthington Federal Bank, the company has closed over $4 Billion in residential mortgage loans over the past 2 decades. New South Mortgage is a direct.

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