The Navy has relieved the commanding officer of its Navy Reserve Center in Manchester, New Hampshire, according to a statement released Friday Joseph Dearing was relieved from leadership of the reserve center by Capt the commander of the Navy Reserve Region Readiness and Mobilization Command in Norfolk The Navy maintains 122 reserve centers around the country They typically act as the first and primary point of contact between reservist sailors and the Navy for anything from administrative tasks to drill days Read Next: For-Profit Colleges Would Be Freed to Scam Veterans Again Under GOP Bill, Advocates Say Dearing is the second reserve center commander to be relieved in the last six months. In December, the Navy also relieved the commanding officer of its reserve center in Cheyenne, Wyoming, over his personal conduct Dearing's relief, which was officially over a "loss of confidence in his ability to command," appears to be the Navy's fourth firing of a commanding officer this year Loss of confidence is a boilerplate reason provided by the military services that can encompass anything from consistent poor performance by a commander on key evaluations to personal actions like drunken driving A Navy official told Military.com on condition of anonymity that the reason for the firing was over performance-based issues and not any misconduct on the part of Dearing The official added he was not under investigation it appears that the Navy fired 14 commanding officers in 2024 There are currently around 1,600 commanding officers in the active-duty Navy across all communities According to Dearing’s service record that was provided to Military.com by the Navy he began his Navy career as an enlisted sailor in 2000 when he reported to boot camp and then went on to work in the Navy’s aviation community taking jobs at Air Test and Evaluation Squadron (VX) 9 in China Lake and then Fleet Air Reconnaissance Squadron (VQ) 2 at Whidbey Island Dearing was accepted into the Navy’s Seaman to Admiral-21 commissioning program got his degree at Jacksonville University in Florida and became a reserve surface warfare officer in 2010 he was stationed on the destroyer USS Stethem for four years before attending the Naval War College and finally becoming the commander of the reserve center in Manchester in September Dearing was awarded the Surface Warfare Officer Insignia as well as the Enlisted Aviation Warfare Specialist qualification His awards include two Navy and Marine Corps Commendation medals and five Navy and Marine Corps Achievement medals as well as a Meritorious Unit Commendation Christopher Worthy will temporarily serve as the reserve center's commanding officer until a permanent replacement is designated Dearing has been temporarily reassigned to Navy Reserve Region Readiness and Mobilization Command in Norfolk Related: Commander, Command Master Chief Fired from Navy Expeditionary Security Squadron Russian forces intercepted more than 100 Ukrainian drones fired at almost a dozen regions of Russia The parade didn't begin until Alan Kennett Hegseth argued that senior leaders should be "unencumbered by unnecessary bureaucratic layers that.. Zachary Sessa launched his F-35C Lightning II's payload at Houthi weapons storage facilities in Yemen last year.. a former Fox News host and National Guardsman has attempted to reframe the role of the.. It's time to get back in step with the veteran community -- not with fanfare If you want to ace a timed run over the 1.5- to three-mile distances used in most military running tests The review follows changes over the last three years that expanded waivers for 51 conditions Juan Gabriel Orona-Rodriguez is charged with one count each of distribution and possession with intent to.. said the service has already signed up and enlisted 74% of the people it set for its.. The White House has backed off President Donald Trump’s stunning social media proposal to change the name of Veterans Day to.. Visit our Customer Support center for solutions or to contact us AMBROSIA “AMY” (FILLAZAR) PARILLA and affectionately known as “Amy” passed away peacefully at her Nazarene Family Home Care in Kenmore She was comforted by her sons and their families when she was called to heaven 1944 to the late Donato and Primitiva (Casing) Fillazar and grew up in Camp Six and Alabama Village on the Pu’unene Plantation She attended Pu’unene School and St Anthony Girls School where she graduated in 1962 She served as their senior class treasurer She had worked for several Maui businesses including as a ward clerk at Maui Memorial Medical Center and with Maui Office Machines Washington she was active with the Holy Spirit Catholic Church with music ministry and also as a volunteer with the Sisters of St She is survived by her six sons Jess Steven Parilla of Kahului Jason (Sandy Makino) Parilla of California and Joshua (Cheyenne Fernandez) Parilla of Missouri She also leaves behind nine grandsons: Ryan and Justin and four granddaughters: Malia Ambrosia and two great-grandsons: Keenan and Aiden and a great-grand daughter Kaile’a She is also survived by her brothers Euprepes Bill (+Dorothy Cagasan) Pellazar Faustino “Foxy” (+Betsy Ho) Pellazar Nathan “Nod” (+Nellie Arzaga) Pellazar and many nephews and nieces and several cousins parents Donato and Primitiva “Eva” Fillazar and parent-in-laws Gualberto and Judith Parilla and Dolores Pacleb Services over urn are scheduled for Saturday 2024 at Christ the King Catholic Church in Kahului Family viewing at 8:15am followed by public visitation from 8:45am followed by the Mass for Christian Burial at 10:30am Refreshments and light lunch will be available in the parish hall until 12:45pm Internment will take place at 1:30pm at the Maui Memorial Park in Wailuku Elemental Cremation and Burial of Bellevue Family requests no floral wreaths on stands Condolences may also be sent to Jason Parilla The family wishes to send their heartfelt mahalo to Jennifer Vangie and Ferdie of Nazarene Family Care for their professionalism in caring for Amy residents of Green River and Harrison House Senior Housing in Kent parishioners from Holy Spirit Parish in Kent and to the family and friends for their loving support Efren and the office staff and bereavement crew of Christ the King Church Copyright © 2025 Maui News Publishing Company LTD | https://www.mauinews.com | 100 Mahalani Street The watershed legislation of the Biden years continues to loom large as the Biden administration winds down the bills loom historically large and account for some $3.8 trillion in outlays aimed at modernizing the U.S What comes after them in the next administration And yet, beyond the big bills’ scale, something else matters intensely about this legislation: the inclusion within it of nearly $80 billion in explicitly “place-based” industrial policy that is now being tested in the nation’s regions Authorized by the 117th Congress but in many cases under appropriated, the nearly two dozen individual place-based economic development programs embedded in the big policy packages stand out as a critical experiment for a nation that has been struggling with stark regional divides and uneven economic progress The “place-based” experiment matters because “place-based” policies—which channel investments or other interventions into particular locations—reflect a growing recognition that the nation’s economy is itself place-based—shaped by a tilework of distinct local economies—and requires place-focused problem-solving As such, the new place-based economic investments have put into action compelling new programs such as the Economic Development Administration’s Regional Technology and Innovation Hubs and the National Science Foundation’s Regional Innovation Engines that take a fresh stab at engaging more directly and efficiently with the roots of the nation’s economic issues Such programs purport to support “bottom-up” local problem-solving that gets at the “micro” underpinnings of broader “macro” challenges whether it be building up the nation’s semiconductor sector in Phoenix to compete with China or improving worker training for an advanced mobility cluster in Tulsa the presidential election may bring a major decision point The presidential candidates each point to the China competition and the struggles of places “left behind,” but they would likely train very different views on place-based initiatives murmurings on Capitol Hill continue to suggest that there could be bipartisan investment in place-based programs like the Tech Hubs in the next administration The investment would likely be oriented toward technology scale-up on topics like AI that are vital to the China competition the election will likely greatly affect the scope of the next phase of place-based policy in the U.S While a Harris administration would likely seek to extend the experiment Trump might well let the experiment peter out the stakes are high as the nation continues to test new “place-based” programs to counter the regional inequality that continues to divide the nation the nation has on the table sizable new tools for addressing the stubborn economic problems that wrack the scores of local communities following deindustrialization Henry Winkler’s scheduled appearance at Montgomery College’s Robert E Parilla Performing Arts Center (51 Mannakee St. The event was originally set for October 29 “this difficult decision was made due to unforeseen scheduling conflicts compounded by the ongoing challenges presented by the California wildfires Winkler’s travel arrangements.” best known for his role as “The Fonz” on Happy Days and his Emmy-winning performance in HBO’s Barry He is also a New York Times bestselling author or sign up for a new account and purchase a subscription to continue reading or sign up for a new account to continue reading Your digital subscription allows you to view any content comment on any issue and submit your own news to our newsroom Digital subscriptions do not include home delivery of the Tracy Press. To receive the paper at home, sign up for Premium Membership no promotional deals were found matching that code Erica Liane Cayabyab and Chad Quevedo Parilla will be wed Saturday Erica Liane Cayabyab and Chad Quevedo Parilla of Mountain House will celebrate their marriage Saturday after a sunset proposal on the beach on Oahu The bride-to-be is the daughter of Ernesto and Marlene Yacap of Redwood City and Craig and Norma Cordova of Tracy and the sister of Jocelyn Cayabyab of Elk Grove and C.J and earned a degree from California State University She works at the Law Office of Ronald Stein The groom is the son of Melchor and Erlinda Parilla of Tracy His siblings are Cedric Parilla of Sacramento and C.J Chad graduated from West High in 1999 and from California State University He is employed by David White & Associates and her bridesmaids will be Shirleen Cabantine Chad’s best man will be his brother Cedric and his groomsmen will be his brothers C.J Ring bearers will be Zayvyn Camacho and Jared Encarnacio and flower girls will be Sakura Camacho and Destiny Parilla The couple will honeymoon on the islands of Kauai and Oahu there are no recent results for popular images there are no recent results for popular videos Your browser is out of date and potentially vulnerable to security risks.We recommend switching to one of the following browsers: Learn about our scientific breakthroughs in the latest news stories The society has previously named 10 researchers from NREL as fellows View all news and feature stories Stay connected with the latest news and research breakthroughs from NREL Listen to NREL's official podcast for biweekly snapshots of work underway at the lab Choose from a select group of photos below or view and download photos from our Image Gallery Text version Learn more about NREL's director, associate lab directors, and the leadership team NREL advances the science and engineering of energy efficiency, sustainable transportation, and renewable power technologies. Learn more about NREL and see facts and figures like number of partners contact a member of our media relations team The National Renewable Energy Laboratory is a national laboratory of the U.S. Department of Energy, Office of Energy Efficiency and Renewable Energy This brief synthesizes the evidence base and motivating hypothesis for RIGN we will be releasing further research and insights that explore how these issues are playing out on the ground in SMCs across the country (see map 1) translates to smaller market capture for companies smaller pools of talented workers to drive productivity and smaller public budgets for strategic investments.” For related reasons well-resourced institutions that can devote sizeable capabilities and investments to achieving racially inclusive economic growth While a full review of the relevant evidence on structural racism and its economic ramifications is beyond the scope of this brief it is important to begin with a clear understanding of how SMCs continue to be shaped by the impacts of exclusionary policies and practices withdraw coverage; communities of color and low-income communities are disproportionately at risk of facing greater losses and higher costs keeping social networks highly stratified by race and reinforcing neighborhood-level disparities suggests that investing in historically devalued neighborhoods and connecting them in durable ways to the drivers of regional growth—could have win-win multiplier effects benefiting those neighborhoods and the broader regional economy Nevertheless, growing minority-owned firms presents a critical opportunity, as they have been shown to increase employment rates in communities of color. Research has found, for example, that Black-owned employer firms hire Black people at higher rates than white-owned firms partly because they receive applications from Black candidates at higher rates has the potential to mitigate zero-sum or scarcity thinking—the sense of carving up a fixed and limited pie of business opportunity This may be especially important in SMC regions that have felt overlooked and disconnected from much innovation and growth for decades now—and yet these regions are beginning to attract above-average shares of new investment and newcomers Acknowledging that economic growth is a widely shared priority among a wide range of SMC stakeholders including private sector leaders and their civic partners this section argues that combatting racism can unlock new economic value that generates a stronger SMC leaders have a critical opportunity to activate and mobilize regional partners and assets across the private sector—gathering and also focusing collective commitments The evidence laid out above is not particularly new. While this report primarily cites the latest research, for years, businesses have been presented with regional and national evidence of the significant economic costs of racial segregation and exclusion and the detailed business case for equity and inclusion the private sector generally continued to operate and invest in business as usual—until the summer of 2020 when businesses (and other institutions) began making major commitments to racial equity in response to critical catalysts including the Black Lives Matter movement; the mass protests of 2020 in the wake of the murder of George Floyd and police killings of other Black people; and broader campaigns for criminal justice reform and 95% disclose their board diversity numbers (up from 84%) with records of emerging efforts on supplier diversity (42% disclose figures) and investments in local public schools (14% disclose figures) Meanwhile, increased partisan polarization—specifically attacks on “woke capitalism” in political speeches and lawmaking—and unfavorable court decisions have changed the environment in which businesses operate Some regional corporate and civic leaders have begun walking back commitments and the use of language explicit about racial equity and these shifts in climate have fueled challenges to racial equity efforts more generally Despite the headwinds, a large majority of the American public remains committed to calling for businesses to do more to advance racial inclusion. Based on 2023 polling by JUST Capital 91% of the public “agree that it is important for companies to promote an economy that serves all Americans”; and large majorities (79% of overall respondents and 88% of Black respondents) specifically believe it is “important to advance diversity and belonging in the workplace.” For the public these steps must go beyond statements: currently fewer than four in 10 Americans believe that companies are doing well at building an economy that works for all Americans and 52% think companies “are heading in the wrong direction”—a figure that is tied for the highest rate of disapproval since JUST Capital began its tracking in 2016 most Americans are still looking to businesses to take more action to advance racial equity which has been developed over the past decade by organizations such as FSG for reasons laid out above—this collective regional action is more critical than ever Benner and Pastor found that how business engaged in coalitions helped determine whether they were able to genuinely serve and empower historically excluded communities and economic challenges will test civic leaders’ abilities to change narratives and take concrete actions that deliver credible results Even strong arguments by experienced local leaders are insufficient for driving meaningful change that brings tangible benefits to people and communities in regions across the country civic leaders need to engineer—to actively build and learn by doing—for more racially inclusive economic growth It is in this context that Brookings Metro launched RIGN to help strengthen the civic capabilities required for catalyzing cross-sector action for racially inclusive growth The intermediary institutions in the network include economic development organizations nonprofit and community-based organizations While there are notable differences across these institution types intermediaries like those in the network have the unique potential to generate commitments and source capital from businesses to invest in more racially inclusive economic growth many of these intermediaries have existed to primarily serve the needs and interests of businesses enabling the sharing of information and resources and advocating for the priorities of the business community broadly (see figure 1) they must shift from simply being well-connected with business leaders to being true connectors between businesses and the surrounding systems that shape racially inclusive growth—including community development and business development—in what we call a “system hub” role (see figure 2) not only serving businesses but also shaping their behavior challenging them to shift their own policies and practices—and enabling businesses to more consistently push each other—to better advance racially inclusive growth One key caveat applies: aspiring to be a system hub does not mean that these organizations occupy a central or lead role in directing how these external systems (such as workforce development) function notwithstanding the valuable attributes of system hubs laid out above these organizations cannot do it all: With the notable exception of the community-facing organizations in the network these institutions rarely bring direct access to or deep credibility with historically excluded communities They also do not typically deliver direct services in key systems like business development illuminate key opportunities for system hubs to strategically convene cross-sector partnerships that leverage the strengths of existing organizations and extend their reach to serve shared regional goals of inclusive economic growth These linkages between businesses and external systems are critical If employers want to source and invest in overlooked talent they will not only have to change their own policies and practices but will also need stronger more outcome-driven partnerships with community colleges and other workforce development partners If businesses want to reap the full benefits of adopting more inclusive procurement strategies they will need stronger partnerships with business development organizations If they want to maximize their returns on investment in more inclusive places for their employees to work they will need stronger partnerships with community development organizations Many of these system partners are already embedded in and attuned to the needs and experiences of the communities served by those systems and they have expertise in delivering those services the role of system hubs is not to recreate those systems; rather system hubs can play a vital role in strategically convening employers with these system partners—many of which have historically been sidelined—to improve how employers interact with especially given uneven corporate leadership underinvested systems for expanding economic opportunity and legacies of distrust or limited expectations that things can change we outline four core capabilities that system hubs can develop to better advance racially inclusive growth: This brief has argued that there are both moral and market imperatives—but also headwinds posing all-too-familiar challenges—for the private sector to invest in racially inclusive economic growth; translating corporate commitments in particular—which can be especially important drivers of change—into tangible on-the-ground impact requires a coordinated Successful activation of regional inclusive growth initiatives would provide a meaningful shift away from the status quo toward more equitable and inclusive economies in the small to midsized economic regions of the nation as they have lagged the big “superstar” metro economies on innovation and growth Grounded in earlier research and the lived experience of many practitioners and community voices the strategies and institutional capabilities discussed above are intended to help empower civic leaders across SMCs to catalyze private sector action ultimately to advance racially inclusive economic growth in ways that serve businesses’ own economic priorities and deliver significant gains to their communities into action through in-depth work with civic leaders in seven SMCs These leaders aim to channel their resources toward scaled and inclusive economic development strategies these actors and Brookings Metro will explore a range of key questions: Brookings Metro—in partnership with civic leaders across seven SMCs—will gather local insights document challenges and bottlenecks as well as successes and opportunities and analyze what it all means for regional efforts across the country to advance racial equity and inclusive growth Support from the Robert Wood Johnson Foundation (RWJF) made this project possible and we are particularly grateful to James Hardy and Chloé Nuñez at RWJF for their ongoing support and guidance we’d like to thank the following individuals for helpful feedback on an earlier draft: Alan Berube All remaining errors and omissions are the sole responsibility of the authors We’re grateful to members of the Regional Inclusive Growth Network we’d like to thank Tawanna Black and Andrea Ferstan of the Center for Economic Inclusion for their participation in the design and launch of the Regional Inclusive Growth Network a daughter of the late George and Naomi Snyder Schuller After graduating from South High School in 1960 she pursued a bachelor’s degree in education from YSU and graduated in 1964 She also earned a Master of Arts degree from Westminster College Doreen taught in the Austintown Local School System for 43 years She took great pride in her career and was a loving and caring teacher She was a member of the Austintown Retired Teachers Club and the Mahoning Retired Teachers Association She was also a member of Western Reserve United Methodist Church in Canfield Friends and neighbors will remember all the beautiful cards she often sent for all occasions filled with notes in her beautiful penmanship Some of her simple pleasures were going to lunch and taking care of her cat She was preceded in death by her beloved husband Her sweet and generous spirit will be sadly missed by all who had the pleasure of knowing her A private graveside service was held for Doreen at Greenhaven Memorial Gardens Professional services are being handled by the Higgins-Reardon Funeral Homes Copyright © 2025 Eastern Ohio Newspapers, Inc. | https://www.vindy.com | 240 Franklin Street SE, Warren, OH 44482 | 330-841-1600 | Terms of Service LARGO — In the span of about 10 minutes jurors in the sentencing trial of convicted cop killer Marco Parilla handed down two sentences it isn't what family members of fallen Tarpon Springs Police Officer Charles Kondek were hoping for The jury had supposedly unanimously decided death was the appropriate penalty but then the judge noticed some numbers scribbled out on the forms and asked the jury to go back and confirm all 12 jurors agreed on death the jury came back with a verdict of life in prison as only 10 jurors voted for the death penalty and two for life in prison explaining to Kondek's family and friends that under a new Florida law the decision to sentence someone to death must be unanimous. The jurors made a paperwork error filling out their verdict that led to the confusion Kondek's widow Theresa couldn't believe an error was made we felt like justice was served for Charlie. We waited three years for this and then to have it taken away that was a little tough," Kondek said Kondek said this chapter of her life is over and all she wants to do is move forward and live a life that will honor her fallen husband.  my husband will never come home," Kondek said Parilla was convicted of murdering Officer Charles Kondek of the Tarpon Springs Police Department back in 2014 Man who pleaded guilty to killing a Tarpon Springs officer takes stand in sentencing Sentencing begins for Florida police officer killer Marco Antonio Parilla, Jr. On Thursday, Parilla told the family he was ashamed of what he did and tried to apologize to the fallen officer's family After learning Parilla would not face the death penalty family members told him in their victim impact statements that they hoped he died in prison sooner rather than later "You are an animal and I hope you die the worst death possible a shiv across the neck or something," Charles Kondek Report a typo This website is using a security service to protect itself from online attacks The action you just performed triggered the security solution There are several actions that could trigger this block including submitting a certain word or phrase You can email the site owner to let them know you were blocked Please include what you were doing when this page came up and the Cloudflare Ray ID found at the bottom of this page was elected as chairman of USA Gymnastics Board of Directors which was determined during the Board’s meeting today The USA Gymnastics Board of Directors has 20 members: two representatives from both the men’s and women’s programs; one each from rhythmic gymnastics acrobatic gymnastics and trampoline/tumbling; three representatives from the Advisory Council; five athletes (one per discipline); four public sector members; and the chairman of the board Chaired by Bobbie Cesarek of the National Association of Collegiate Coaches for Women the Advisory Council represents constituent membership groups from the gymnastics community and has three representatives on the Board: Casey Koenig of Toledo Association of Independent Gymnastics Clubs; U.S Elite Coaches Association – Men; U.S Elite Coaches Association – Women; U.S Men’s Gymnastics Coaches Association; U.S Rhythmic Gymnastics Coaches Association; and YMCA Posted by | Apr 18 the Atascadero Chamber of Commerce is honoring a Hispanic Business of the Year at its annual Awards Dinner and Gala this April La Parilla Mexican Grill will be recognized as the inaugural winner of the award the Hispanic Business Association merged with the Atascadero Chamber of Commerce The association was founded in 2011 by community member Sue Hubbard to assist Spanish-speaking clients in finding businesses that understand their culture It began with five businesses and grew through networking events and community involvement it holds monthly meetings addressing Hispanic community issues on the Central Coast Part of this merger introduced the Chamber’s new Hispanic Business of the Year award celebrating a local Hispanic business chosen by the community for their contributions to the community.  With La Parilla being the first to receive the honor a high standard has been set for future Hispanic Business of the Year award winners After successfully opening their first location in Atascadero six years ago and Lisandro Arriaga opened their second location in Arroyo Grande almost three years ago they opened their third location in Paso Robles on 6th Street which has been widely welcomed by the community “I have been doing this since I was 11 years old,” says Edgar who grew up cooking and working in his grandpa’s restaruant until he was about 19 years old While La Parilla isn’t Edgar’s first restaurant he has owned He credits the restaurant’s success with the great people he surrounds himself with working at all three locations Edgar and his cousins took some time to play with recipes.  who ensures fresh ingredients are used at their restaurants which definitely doesn’t go unnoticed by customers.  La Parilla was also the 2024 winner of Best Tacos for Best of North County — a true testament to their work Not knowing about the new Hispanic Business of the Year award Edgar and his teammates were surprised when they got the call announcing their win they were grateful to be thought of by the community “I don’t think it [feels] real yet.” Being a part of the community is what owning a business is all about to the La Parilla team.  “It’s about that connection with people,” says Edgar The entire team at La Parilla are also big supporters of local youth sports With their new Paso Robles location next to the Robbins Baseball Field its been fun to have families come into the restaurant after practice and games Edgar’s son plays on a team that practices on the field and so does Edgar himself.  I see support from the local families,” Edgar adds that families see La Parilla supporting local organizations and the thanks is happily returned by the community “We try to help where we can,” added Pepe “I think we really are community.” Edgar explains that everything they do at La Parilla is done with teamwork “You have to want to do this … you have to love what you do.” The family behind La Parilla have set a high standard and set an example of what fostering and supporting and celebrating community should look like anytime that I feel appreciated for what we do whether it be an award or a customer saying thank you Learn more about La Parilla here laparrillataqueria.com Copies of Atascadero News Magazine are directly delivered to 11,500 readers in zip codes 93422 and 93453 and 1,500 dropped with support from advertisers and subscribers we are Making Communities Better Through Print.™ To subscribe or advertise, click here. Atascadero News is the community’s top-ranked news source for Atascadero mailing 20,000 monthly copies to our community most-trusted news source for our community Good News • Real News • Your Hometown News Designed by Elegant Themes | Powered by WordPress Earlier this week, President Joe Biden visited the Brookings Institution to reflect on the state of the U.S. economy as he exits office. The speech touched on many items But perhaps the accomplishment President Biden talked about most was how “Bidenomics”—most notably the CHIPS and Science Act and Inflation Reduction Act—had succeeded in deploying public dollars and incentives to “crowd-in” private investment in critical strategic sectors such as clean energy However, while these initiatives have spurred significant momentum, their future remains anything but certain. The investments celebrated as pillars of Bidenomics face a precarious road ahead, as President-elect Donald Trump has signaled intentions to dismantle or significantly alter many of these programs This potential rollback underscores the fragility of progress in strategic sectors and make the Biden administration’s achievements as much a target as they are a triumph This week’s speech suggests that President Biden is keenly aware of this dynamic he noted that the new factories and megaprojects his administration spurred on were disproportionately being sited in Republican districts “The historic investments we made went to more red states than blue states Will the next president really stop an electric battery facility in Liberty Will he shut down a new solar factory being built in Cartersville President Biden is clearly hoping that the prospect of economic benefits in “red” districts will outweigh the political gains of rolling back key aspects of his agenda Do the data back up President Biden’s assertion that more of these factory announcements are being made in places that voted for Donald Trump in 2024 Our analysis finds that counties that voted for President-elect Trump account for about 37% of national gross domestic product (GDP) but have received over 73% of announced private strategic sector investments since 2021—over twice their share of economic output Importantly, private companies are making these decisions—not the government. Manufacturers are favoring production sites located in smaller cities and exurban communities which provide investors (and their employees) access to valuable factors that are becoming scarcer in denser urban cores There is nothing causal about the relationship between politics and investment decisions this pattern reflects the fact that smaller communities with plentiful land and affordability tend to be more conservative than larger central cities In any event, the data suggests that President Biden’s approach to fostering private investment through public incentives is poised to deliver substantial economic benefits to communities that traditionally lean conservative. By targeting strategic sectors, these investments have the potential to reshape local economies creating jobs and driving growth in areas that previous administrations often overlooked Yet the question remains as to whether these gains will translate into lasting bipartisan support for such policies—or whether political polarization will override their tangible benefits As the next administration takes shape, the stakes are high. Will the economic progress Bidenomics drove withstand potential policy reversals? Or will the fragile consensus surrounding these strategic investments unravel The answer may hinge on whether the communities reaping these benefits recognize the value of these programs—and whether their political leaders choose to prioritize economic opportunity over partisan rhetoric and advanced manufacturing hangs in the balance “USA Gymnastics cares deeply for our athletes of all skill levels and ages and their health and well-being comes before all else We believe one instance of child abuse – whether at a school and we are saddened when any child has been harmed during his or her athletic career We work every day to help young people fulfill their potential in a safe environment and keeping them safe requires as much diligence and attention as training for competition USA Gymnastics is appalled that anyone would exploit a young athlete or child in the manner alleged We are grateful to the athletes that brought their concerns about Dr Nassar to USA Gymnastics in the summer of 2015 We hired an investigator who interviewed athletes We then removed him from any further assignments During the course of the FBI investigation USA Gymnastics cooperated fully including facilitating interviews and adhering to the FBI’s request not to take any action that would interfere with the Bureau’s investigation “Keeping athletes safe requires sustained vigilance by everyone – coaches administrators and officials – and there is more work to be done We are determined to strengthen standards throughout the sport “USA Gymnastics has engaged Deborah J to conduct a comprehensive independent review of USA Gymnastics’ bylaws procedures and practices related to these issues She is expected to make her recommendations to the USA Gymnastics Board of Directors in the second quarter of 2017 “The USA Gymnastics Board of Directors has also established a Policy Review Panel to address modifications to our existing programs This panel’s efforts complement Daniels’ independent review and it will work closely with USA Gymnastics staff to ensure the organization takes the appropriate steps to fully implement recommendations policy changes and governance matters while moving forward with refining its practices This is especially important given the emerging U.S Center for Safe Sport and its requirements for compliance “USA Gymnastics supports the development of the U.S an independent agency established to oversee Safe Sport in the USA Anti-Doping Agency oversees antidoping in our country will provide important leadership on Safe Sport and support for the entire U.S “Nothing is more important to USA Gymnastics than protecting young people Their health and well-being is our priority and USA Gymnastics is committed to doing everything we can to promote a safe environment for athletes.” Talent-driven economic development underscores a fundamental tenet of the modern economy: workforce capabilities far surpass any other driver of economic development This paper aims to help economic development leaders recognize that the future success of both their organizations and regions is fundamentally intertwined with talent development its goal is to allow economic development leaders to confidently and knowledgeably approach businesses and community groups with a clear value proposition that aligns their core capabilities in service of systemic non-duplicative talent development solutions Structural shifts in the labor market now mean that human capabilities are the fundamental driver of regional and state economic development population is worth approximately $240 trillion far exceeding the value of other inputs to economic growth metric for gauging knowledge and skills—is one of the best predictors of economic success for an individual is of fundamental concern to local and state economic development organizations talent development pathways are too unclear and unequal three issues undermine talent development: (1) the U.S favors a narrow “four-year degree for all” pathway to good jobs (2) alternative pathways beyond traditional higher education are difficult for individuals to navigate and (3) the entire talent development system suffers from racial and economic inequities that restrict the nation’s productive potential private sector hiring and training norms have shifted in ways that undermine inclusive talent development and deployment corporate sector invests anywhere between $90-$590 billion annually in training but it tends to disproportionately go to highly educated workers changing corporate norms and power imbalances between companies and workers undermine talent deployment by inserting unnecessary barriers between job seekers and jobs Workforce quality is paramount to core economic development interests such as business attraction and 95% of executives rate the availability of skilled labor as “very important” or “important” to their investment location decision only 2% of the country’s $50 billion in economic development incentives goes to job training even as the return on investment from customized training is about ten times that of traditional tax incentives The economic development field is not a monolith and there are roles and responsibilities that EDOs are filling now or could fill with renewed focus Drawing on a review of dozens of local and state initiatives and interviews with over 50 leaders in workforce development we outline the challenges and potential applications for EDOs in these three areas: the framework provides one vision for how a talent-focused regional or state economic development approach can better accomplish its core mandate: help firms grow and create good jobs How should economic development leaders proceed We conclude the paper with five discrete priorities for economic development leaders: Realign state economic development spend to invest in proven training solutions such as customized job training grants and community college partnerships Target economic development incentives towards opportunity-rich business practices that help build local talent pipelines Develop and disseminate new skills-based hiring tools that facilitate more efficient and equitable hiring practices that target training toward high-demand jobs Experiment with new regional Talent Exchange intermediaries that connect middle schools and in-demand skills providers with businesses in key growth sectors @import url(https://c24215cec6c97b637db6-9c0895f07c3474f6636f95b6bf3db172.ssl.cf1.rackcdn.com/interactives/2021/small-business-and-arp-menu/app.css); This analysis is part of the American Rescue Plan: Strategies for Local Leaders series a feature of the COVID-19 Metro Recovery Watch With the nation deploying COVID-19 vaccines and the $1.9 trillion American Rescue Plan (ARP) delivering flexible resources to localities and states small business support remains a key priority for local leaders as they execute economic recovery strategies Leaders are crafting these local recovery plans amidst widespread small business uncertainty. Over 60% of small business owners report it will take at least four months to return to normal operating levels, if ever—a share that rises to 75% for owners running small businesses in food, accommodation, and arts and entertainment.[i] Resources from ARP can address both dynamics by delivering relief to small businesses still at risk of closure and catalyzing a recovery fueled by small business creation and expansion But this will not occur automatically; it will require smart federalist approaches to invest Washington’s resources in comprehensive small business relief and recovery strategies This brief provides a framework for translating ARP into a small business recovery strategy It begins by introducing a small business typology that can help local leaders make informed decisions about how small business interventions could reasonably influence broader economic outcomes this brief provides decisionmakers with strategic principles and actionable solutions across two stages: NEXT PAGE|FOUR TYPES OF SMALL BUSINESS » Census Bureau’s Small Business Pulse Survey Did the $660 Billion Paycheck Protection Program and $220 Billion Economic Injury Disaster Loan Program Get Disbursed to Minority Communities in the Early Stages of COVID-19? “New Data Shows Small Businesses in Communities of Color Had Unequal Access to Federal COVID-19 Relief.” Brookings Institution (2020) “US business dynamism rises” Vox CEPR Policy Portal (2021) How is COVID Changing the Geography of Entrepreneurship Evidence from the Startup Cartography Project The Brookings Institution is a nonprofit organization devoted to independent research and policy solutions practical recommendations for policymakers and the public the conclusions and recommendations of any Brookings publication are solely those of its authors and do not reflect the views of the Institution This report is made possible by the Kresge Foundation and the Shared Prosperity Partnership for which the authors are deeply appreciative We also want to thank colleagues who provided valuable feedback on the report: Alan Berube The authors also thank Michael Gaynor for editing Alec Friedhoff for his design of the data interactive David Lanham for his communications leadership and Jade Arn and Rowan Bishop for help on outreach In October, the Economic Development Administration (EDA) announced the designation of 31 Regional Technology and Innovation Hubs (“Tech Hubs”) Authorized through the CHIPS and Science Act of 2022 the Tech Hubs program will make coordinated place-based investments to advance key national technologies such as artificial intelligence Originally authorized as a $10 billion program Tech Hubs only received a $500 million appropriation from Congress the EDA anticipates making up to 10 implementation grants between $50 million and $75 million each in 2024 the successful implementation of place-based policies demands bottom-up creativity The architects of the Tech Hubs program are aware of this dynamic and thus have made leadership and governance a central consideration in the competition Yet the forms of collaborative governance required to design and sustain programs like Tech Hubs are still rare—partly because the United States has not historically funded major place-based programs at this scale this piece outlines the Tech Hubs program’s governance requirements and offers a framework for consortium governance building on insights derived from the early implementation of a similar program: the EDA’s $1 billion Build Back Better Regional Challenge The framework distills five key components that together capture the multidimensional nature of designing and sustaining place-based economic strategies Tech Hubs are regional innovation ecosystems that leverage multiple stakeholders and complementary efforts to catalyze local economic transformation in relatively short period of time cross-sector coalitions designed to be greater than the sum of their many parts To coordinate and deliver against a shared regional vision Tech Hubs need a strong governance framework that outlines leadership responsibilities division of responsibilities among members The EDA has underscored the need for consortia to articulate a clear plan for their leadership As a key criterion for selecting implementation awards the EDA will assess the strength of the consortium’s leadership team and regional innovation officer (RIO) as well as the framework and mechanisms the consortium will use to govern its activities It also explicitly notes that lead entities—which will house the RIO—can apply for project-level funds that cover the costs of administration As regions prepare for the next round of applications they will need to articulate how their Tech Hub will coordinate its consortium and critical assets; how the consortium and its members will measure and evaluate success; and how the Hub will strengthen the culture and concentration of innovation in its chosen geography One framework for organizing and governing place-based economic strategies is what we call the “POWER” framework the framework draws on insights from Brookings Metro’s examination of the early implementation of the Build Back Better Regional Challenge (BBBRC) and America Achieves’ engagements with nearly a dozen Tech Hubs applicants The framework includes five key components the EDA “expects projects to advance equity to underserved and underrepresented populations to the extent practicable,” which means that equity must be considered across all aspects of the governance framework the Tech Hubs program requires applicants to pull many partners together into a consortium the program stipulates that regional consortia must include at least one of each of the five required entity types (institutes of higher education and labor organizations or workforce training organizations) and encourages two or more firms directly relevant to the consortium’s selected core technology area to participate as members the EDA outlines 13 additional types of institutions—from national laboratories to community development financial institutions to K-12 education systems—that could be relevant consortia members Many of these entities tend to have long-standing trust and ties with historically excluded communities and will be critical to communicating how consortia building is intentionally addressing the Notice of Funding Opportunity’s (NOFO) emphasis on equity and diversity Consortia must also designate a “lead entity” (the organization that serves as the trusted convener of the consortium to drive a cohesive regional approach and be the program administrator) and a regional innovation officer (RIO)—the “single accountable individual” driving the development and implementation of the region’s cross-sector innovation agenda The RIO is also accountable for ensuring clear and effective governance and leadership of the consortium the EDA affords considerable discretion to Tech Hubs applications our view is that the focus should be on the quality of the partnerships and relevance of the members to the consortium’s strategy rather than the quantity of participating members We’ve seen wide variation in the number of consortium members by region including many with over 30 members or up to 100 Given the potential size and efficiency tradeoffs it is important to differentiate between committed consortium members (diverse entities integral to the success of the Hub strategy) and supporting advisors (important regional partners that are kept apprised of key developments and tapped for expertise and input) labor and community voices should be engaged and represented in the planning process and leadership structure as both consortium members and supporting advisors regions then need to develop a partnership structure that supports the overall Hub strategy and promotes alignment of key stakeholders while maintaining flexibility This could include appointing a smaller steering committee to drive efficiency with the mandate to develop and implement the Tech Hub strategy and governance The steering committee is often charged with setting the strategy and overseeing working groups or advisory committees aligned with the Hub’s priority initiatives These working groups should be led by an action-oriented leader capable of driving planning and implementation and responsible for developing and implementing key initiatives within the Tech Hub strategy—informed directly by stakeholder and community engagement Hubs may also consider “task forces” for unexpected challenges that require quick and coordinated action An illustrative partnership structure is depicted in Figure 1: Creating effective oversight and decisionmaking processes within the consortium is one of the most important and potentially challenging elements of governance Consortia need to balance being action-oriented with making sure that members feel heard and empowered Tech Hub consortia will face decisions that span selecting an RIO These decisions should be guided by a transparent decisionmaking philosophy and approach This requires defining how much influence each consortium member and RIO should have detailing voting protocols and mechanisms and if these differ by decision type and articulating which decisions need to be brought to the attention of the broader group Steering committees are an effective tool to manage these decisions and oversee the results but it is critical that those committees are populated with a diverse set of leaders across the corporate and social sectors that have respect and credibility with a diverse coalition of stakeholders Decisions on how to allocate resources can be especially complex given the many stakeholders, competing priorities, and potential projects that could be undertaken. The Tech Hubs program design calls for three to eight highly interconnected component projects “such that the result is more than the sum of their parts and the projects together catalyze private sector investment and tangible outcomes for the Hub’s growth and sustainability.” Adopting a region-first mentality among consortium members can mitigate turf wars and encourage parties to center the region’s needs over the interests of a single stakeholder Resource allocation decisions should be rooted in the overall Hub strategy and aligned to project prioritization consortia should develop a preliminary portfolio of projects and assess each against feasibility This assessment can reveal “must-have” projects versus those that could be deprioritized Priority projects should have clear and capable leaders with a proven track record and the capacity to deploy funding and adhere to federal reporting requirements the selected projects must be connected and coordinated to drive a multiplier impact for the region including achieving benefits for historically excluded communities While the EDA does not require a formal legal structure for Tech Hubs a memorandum of understanding (MOU)—a formalized document signed by all members that outlines the agreements between parties in the collaborative effort—can codify shared consortium principles and serve as a recourse as inevitable challenges arise Governance frameworks must also acknowledge that Tech Hubs will eventually be tasked with delivering against a project portfolio that implicates many implementing organizations Consortia will need to adopt strategies that cut across projects and implementing organizations if the project portfolio is to achieve results that are greater than the sum of its parts Each project lead is interested in leveraging the others’ efforts But effective collaboration across the portfolio requires informal relationship building between project managers and more regular formal meetings to discuss shared opportunities such as Accelerate NC’s new community ambassador program the RIO should establish protocols to share information and manage workflow this will likely involve a predictable meeting schedule and format along with the communication of attendance expectations and meeting agendas these meetings can be supported by quarterly progress reports Tech Hubs implementation will have considerable reporting requirements, with the EDA likely to require awardees to regularly report detailed data on project engagement Coalitions should think strategically about the size and composition of their support staff to meet EDA obligations and processes to support data collection and impact measurement The BBBRC experience suggests that federal reporting requirements can strain the capacity of busy implementers will provide funding and track outcomes at the project level This means that the lead entity will not formally oversee outcome reporting for the project leads there are clear efficiencies to developing coalition-wide outcome reporting templates and systems which is why project-level funding toward “governance” is allowed and encouraged in the NOFO Beyond the fiduciary reporting requirements consortia should foster a culture of continuous learning and data-informed decisionmaking via clear metrics which tracks the region’s progress on economic initiatives such as its BBBRC grant and situates those initiative-level outcomes within the broader performance of the regional economy strategic communications efforts can help raise the Hub’s profile educate and build awareness among the community and underserved populations and support state and private sector co-investment efforts This can be accomplished via a mix of in-person community events that provide a forum for the broader region to provide feedback and engage with the Hub’s strategy and progress The Hub can begin by identifying key audiences and communications channels to deliver targeted and impactful communications It may seem strange to think about how to sustain a Tech Hubs strategy that has not yet received implementation funding But an early lesson from the BBBRC is that sustainability planning needs to be baked in from the very beginning of the process The EDA will favor Tech Hubs strategies that have a clear plan for how the work will be sustained beyond the implementation grant as will funders providing matching resources Securing upfront funding will require long-term thinking to serve as a sustainable governing body for all coalition activities has worked with its other coalition partners to design a board structure for this new nonprofit entity that is representative of their collective strategic and institutional priorities Tech Hubs applicants should position funders as key stakeholders within their partnership structure some job training programs are initially co-funded by a mix of private and public funding but will eventually transition to a fully industry-driven fee-for-service model to ensure sustainability Such a strategy requires corporate champions that are brought into the governing coalition as soon as possible Tech Hubs are composed of multiple actors and projects that drive toward a collective and transformational vision a shared regional “north star,” deep industry engagement it can be tempting to focus on the “tech” side of Tech Hubs while underinvesting in the “hub” side But the process of building a world-beating technology cluster is multi-actor That is why Phase 2 applicants should consider using the POWER framework to answer tough but critical governance questions at the outset and thereby set themselves up for success in supercharging their efforts to create globally competitive and inclusive regional economies The authors acknowledge Alan Berube and Mark Muro at Brookings Metro for their feedback on this draft and Monica Chellam at America Achieves for developing the graphic and providing feedback on the article By Shane Mitchell it means "free air" in Spanish—the great outdoors On a rocky hilltop in the Uruguayan countryside this lyrical idiom caught my attention as asado cooks raked and shoveled hot coals from towering wood pyres into shallow pits where whole lambs and a heap of sausages sputtered on iron spits and tilted racks the crackle of bones and crisping skin were deftly accomplished with searing heat from untamed flames and dying embers Standing there among sun-scorched gauchos with blades thrust in their belts I felt the macho spectacle perfectly suited to this wild richard.hughes@bonniercorp.comCredit: James Fisher a country where nearly 80 percent of the land is available for grazing livestock or whole-animal grilling on a cross or spit where cuts of meat are placed on a grill top can be observed from the capital of Montevideo to dusty pueblos east of Rio de la Plata a grilling restaurant in Montevideo's Mercado del Puerto; scooped shrimp from a cazuela of sizzling oil set atop a grill at an eatery right next door to the Atlantic; marveled at cooks at a rodeo preparing asado con cuero a cow cooked with its hide attached; sipped tannat wine at a cattle ranch as cinders spiraled heavenward With each meal I gained respect for asadors who could nudge russet coals into just the right position to crust up a rib eye It was this skillful manipulation of heat that impressed me most Uruguayans prefer their grill tops to be canted at a 45-degree angle; along the sloped grate with its range of temperatures and proximities to the flame carefully navigate the relationship between meat and fire At a cookout in the rugged countryside with Francis Mallmann a chef and cookbook author renowned for his asado grizzled men lit hand-rolled cigarettes and leaned on iron pokers who comes from Argentina but spends an abundance of time tending fires in Uruguay offered me rosy cracklings from a pig just freed of its spit bindings "Patience is one of the most important ingredients," he told me Shane Mitchell is a contributing editor for SAVEUR See a photo gallery of grilling in Uruguay » SAV0713_GRILLINGADVERTISEMENTADADCredit: James Fisher ADVERTISEMENTADADWant more SAVEUR?Get our favorite recipes Articles may contain affiliate links, which enable us to share in the revenue of any purchases made. 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Leaders in America’s cities and regions are grappling with the fallout of a severe pandemic and community organizations—which in the past tended to operate in isolation if not at cross purposes—are navigating their disparate narratives and goals rethinking their missions to drive economic and racial inclusion and forming new systemic alliances that will enable them to improve and scale their efforts Drawing inspiration from case studies profiling efforts to “rewire systems” in five older industrial cities (Akron this report provides a framework and practical examples that can guide local action and state and philanthropic investment in cities across the nation COVID-19 compounded well-known pre-existing economic and institutional challenges: too few family-sustaining jobs in too few regions; racial inequality that undermines economic potential and social justice; and insufficient capacity in local public and civic institutions for addressing an array of economic and social challenges Every city has many organizations working to create better jobs and make overall economic growth more inclusive for their residents these efforts—by business and economic development organizations and other government and civic entities—often operate in isolation they struggle to address significant challenges to inclusive growth in their communities with tremendous downstream consequences for economic and health inequities The opportunity: Local leaders can invest in institutional capacity to ‘rewire’ economic systems and generate inclusive growth  Local leaders are increasingly aware of the inclusive growth imperative Their problem is not one of knowledge or motivation but rather in marshaling the capacity—fiscal and institutional—to act at a scale commensurate with the problems that they face and Great Society programs helped prior generations of local leaders enact institutional and systemic change recent federal investments present local communities with an unparalleled chance to not only recover from these crises but invest in the local governing capacity to yield longer-term inclusive growth it profiles the wide variety of local public and civic institutions stewarding their communities through economic challenges by investing in and coordinating across four pillars that drive inclusive growth: economic development The path: A ‘systems rewiring’ framework can guide local leaders to better understand We call this process “systems rewiring” because it creates new connections (i.e. wires) between organizations—and between organizations and the communities they support—in service of inclusive growth By changing whom regional economic systems work for systems rewiring acts in service of targeted goals and strategies that benefit excluded populations systems rewiring builds capacity within and across inclusive growth pillars to enable greater scale and impact we provide a framework that can guide local action and state Rewiring regional economic systems entails:   Every sector can contribute to systems rewiring The case studies showcase how elected politicians and education officials all bear responsibility for regional economic systems and the outcomes they produce They have the power to set regional agendas push their individual institutions toward greater alignment and scale invent new institutions when the need arises and finance and measure collective action toward inclusive growth armed with a once-in-a-generation infusion of federal dollars local leaders can use this playbook to build the institutional and systemic capacity to ensure their economies are working for all Birmingham confronted an economic collapse of unprecedented scale Given the enormous disruption to the economy and individual lives and livelihoods the urge to get back to normal is understandably strong the “normal” that preceded the pandemic wasn’t cutting it COVID-19 laid bare long-standing economic and social challenges that have prevented the region’s economy from reaching its potential the pandemic has strengthened the community’s resolve to mitigate the worst of the crisis and lay the foundation for the Birmingham economy’s renewal While peer cities have made significant steps toward such inclusive prosperity in recent years through sustained the same can be done in Birmingham—but only if the city addresses its current challenges Adding to the imperative of addressing recent and historical disparities and economic inequities Jefferson County is expected to cross an important demographic threshold in just over a decade as more than 50% of its population will be people of color by 2034 the economy will need to increasingly reflect this demographic reality boosting opportunities for Black residents to find good jobs and access entrepreneurial opportunities and capital A new report from the Brookings Metropolitan Policy Program (Brookings Metro), titled, Birmingham’s tipping point: Achieving inclusive prosperity in the post-pandemic economy provides a roadmap for the Birmingham region to achieve better outcomes and a more equitable future crafted over two years through engagement with dozens of local leaders and engaged citizens makes the case for a multisector regional partnership to lift up the region’s economic future and prevent Birmingham from lapsing into a scattered and aims to move the region toward economic transformation and inclusive prosperity Bolstering the case for Prosper’s help to drive inclusive growth in the region the report provides background analysis on several realities which hampered Birmingham’s recovery from the Great Recession: the Birmingham region didn’t generate enough new business growth to create good jobs but there is still unequal access to quality postsecondary education and training Inequities in the labor market mean that a given level of education does not translate into the same economic outcomes for Black people and women as it does for white people and men Unequal access hits Black-majority neighborhoods hardest as local jobs and entrepreneurship opportunities are a critical source of wealth Prosper is not a program to replace good work underway nor a large operating organization it is a new funding model and collaborative effort that will play three roles: Brookings Metro—in coordination with dozens of local stakeholders—has worked with the Prosper board to identify four initiatives that will be the initial focus for the organization’s financing plan These four initiatives are one part of a broader set of regional priorities focusing on creating and growing more startups helping displaced workers get back on their feet through in-demand training These priorities can help guide regional recovery strategies in the wake of COVID-19 and coordinate public Birmingham has the potential to become a great economy capable of competing and thriving globally But it will only reach that potential if the community can align and invest around a set of shared priorities Authors of the new report argue Birmingham should confront the challenges of growth and inequality through the sustained efforts of Prosper’s multisector regional partnership in order to realize an inclusive economy for all of its residents the SLFRF program provided an unprecedented amount of funding alongside considerable flexibility to address both the acute effects of the COVID-19 crisis and the long-standing local challenges that exacerbated the impacts of the crisis on economically disadvantaged communities The Department of the Treasury set deadlines for SLFRF dollars to be obligated by December 31 this report examines how local governments utilized the SLFRF program to spur an equitable economic recovery and the National Association of Counties (NACo)—have been tracking ARPA implementation and working with local leaders in cities and counties across the nation on how to best deploy their SLFRF allocations These on-the-ground engagements yielded considerable insights on how local governments navigated the complexities of ARPA implementation we conducted in-depth interviews with local decisionmakers in 17 cities and counties to explore how they engaged community stakeholders and monitored and evaluated ARPA’s early impacts Three major findings emerged from this research each corresponding to a key phase of ARPA planning and implementation within local governments: Saturday Night Live (SNL) cast member Heidi Gardner will not appear March 22 at the Robert E Parilla Performing Arts Center at Montgomery College in Rockville as previously scheduled SNL fans will have a chance to see another of the show’s cast members known for his spot-on impression of Donald Trump Gardner will not be able to perform due to scheduling changes with a project she’s working on according to the Parilla Center She was originally scheduled to perform at the Parilla Center on Feb 15 but the show was postponed until March 22 Those looking to get a refund should reach out to the Parilla Center box office via email (boffice@montgomerycollege.edu) to request a refund for your tickets Refund requests will be granted until Monday One of the clients from Moto Design Garage had the hopes of one day converting this 1958 Parilla Greyhound 150 into electric The team was first a bit skeptical but it ended up becoming one of their favorite builds to complete and ride “The bike was stripped down and cleaned up to give us a fresh canvas to start with We ended up going with a QS260 V3 hub motor at 3000w and Votol EM150 controller Nothing fancy but something that would provide us with enough go and adjustability for down the road We used a 72v 35Ah battery pack and we could get roughly 35 miles range out of it depending on how and where it was ridden Setting it up with 3 speeds helped a lot with range but we found our self it mode 3 or sport mode the most The insane amount of instant torque and output was awesome and this was with a small controller and battery.” “We fabricated a totally new swing arm to hold the new motor The controller was mounted to the main frame under the rear body cover and we designed and 3D printed a large battery box that could be slid in and out but charging is done on-board It received all new LED lighting and turn signals along with converting the front end to a hydraulic 4 piston setup.” “We typically build vintage motorcycles but lately have been pushing our attention to EV conversions Primarily focusing on smaller framed machines like Honda XL125’s and CL’s along with Honda Cubs I feel like this is what EV conversions are all about The ability to take an old machine and give it new life and a totally different approach We are in a time to where it makes sense to shift focus on this technology Just like points ignition was replaced with electronic ignition we feel that EV’s will soon put the carbureted era to an end Vintage bikes and the custom scene will be around forever and while we do still love building a rad old CB750 or BMW airhead this new way of building is what we want to focus on as we continue to grow.” When Miguel Parrilla stepped to the line in the second heat of the boys 800 meter championship at New Balance Nationals Indoor on Sunday at The Armory he knew he had a chance to make a statement.  Parrilla -- as well as his older brother -- had often been compared to his father who made US Olympic teams in '92 and '96.  But Miguel had always wanted to find this sport on his own terms it wasn't until a few years earlier when he truly and completely bought into the world of mid-distance running.  trying to live the life of someone who would run a 1:50 or a sub-1:50," he said.    So Sunday marked a big moment for the Hardin Valley Academy senior. Weeks earlier he had earned his place among the contingent of aspiring All-Americans running to an all-time personal best and US No 10 time of 1:53.41 at the University of Kentucky High School Invitational.  as it sometimes it tends to happen in track and field "I really wanted to focus on pushing myself outside my comfort zone," Parilla said of his championship race in New York "And on that first lap I thought I would be aggressive from the start so I wouldn't be boxed in I wasn't aggressive enough and then I tried to make a move I spent the first two laps running in Lane 2 and nothing really opened up for me."  Running for the first time on a banked track without the notable kick that had led him to that big win at UK he closed his last 200 meters in 34 seconds.  "I definitely wanted to get down to 1:50," he said "I felt like that's where I should have been around."  While Parrilla didn't run to a season PR in the open 800m at nationals some saving grace from his experience at the meet he had anchored his team's SMR in 1:57 -- the team was later DQ'ed -- and then went 51.3 to lead-off his team in the Emerging Elite 4x400.  there was a lot more to take away from the season Parrilla had shown glimpses of his talent and ability all season splitting 48 seconds on his team's open leg of the 4x400 relay at the Tennessee Indoor State Championships He had also scored an open 400m PR of 50.72 seconds There was that 1:53.41 at UK (below).  Part of his emergence stemmed from his desire to improve "I went my entire sophomore year without PR'ing and that just hurt mentally man," Parrilla said "It's a sport I love and I've given a lot of my time and energy to sleep patterns and training defined his junior season with the the latter variable focusing more on sprint training He PR'ed indoors by 12 seconds in the 800m from his sophomore to junior seasons then followed with a 5-second best outdoors.  He attributes much of that development to an important shift.  I just want to run the 400,'" Parrilla said I went through a whole five weeks of sprint training."  His favorite workouts centered around 300 meter intervals.   "I got to really got to focus on diving into the turn and coming out strong," he said.  Parrilla believes the best is still to come which could stoke some interest from a few preferred collegiate programs -- Middle Tennessee State also found himself with the Volunteers after stints at a junior college.  Perhaps that could be a place where Miguel could ultimately land or he could forge an entirely new path.  Following his final race at New Balance Nationals Indoor he also mentioned one more desire: To get back in the ring for one last high school race indoors on a banked track.  just to get another shot at it," he said.  he would have an opportunity to make one last statement Contact MileSplit's Cory Mull at cory.mull@flosports.tv or on Twitter at @bycorymull Every year local and state governments in the United States expend tens of billions of dollars on economic development incentives Under intense pressure to deliver economic opportunity policymakers utilize incentives to encourage private sector firms to create jobs Drawing on a detailed literature review and a unique analysis of economic development transactions in four U.S this report advances a framework for inclusive economic development to help leaders analyze and evolve their incentive policies Economic development incentives remain a core aspect of local and state economic development policy This report defines economic development incentives as direct financial benefits that incentivize a firm’s opening What distinguishes incentives from broader economic development efforts is that governments selectively provide these incentives to individual businesses arguing that their investment or expansion would not occur but for the incentive Estimates suggest that these policies contribute to significant public expenditures ranging between $45 and $90 billion per year depending on the definition and estimation method Incentives have come under renewed scrutiny from both academic researchers and the public The competition between cities to land Amazon’s second corporate headquarters—along with the controversial billion-dollar incentives packages being offered—has thrust local and state economic development approaches into the public spotlight Pressure to limit incentives for big corporate relocations has drawn on academic evidence that remains skeptical about the effectiveness of incentives arguing that incentives do not influence business decisions to nearly the extent policymakers claim nor are they properly targeted to businesses and industries that can offer the greatest economic and social benefit Cities should target incentives based on core principles of inclusive economic development A review of local and state economic development incentives provided to firms in four U.S cities finds that transactions align with several principles of inclusive economic development but fall short on others and states must master the global scale and technological complexity of the advanced economy and address the entrenched and exclusionary biases that prevent all workers and communities from meeting their productive potential We distill this dynamic into four principles toward which cities and states can align incentives Drawing on unique transaction-level information with businesses in Cincinnati we conducted a “census of incentives” to determine whether local and state incentive policies are aligned with these four principles: Economic development leaders should ensure incentives policies align with broader economic objectives embrace public transparency and rigorous evaluation and only target firms that advance broad-based opportunity While not a full analysis of economic impact our findings offer some implications for economic development incentives policy and practice policymakers should ensure incentives reflect local and regional economic objectives This census of incentives provides one guide for how cities can situate their incentives practices within four principles of inclusive economic development localities must commit to making incentives information publicly transparent and then rigorously evaluate their impact on firm outcomes to determine what works clearer criteria and more effective targeting should reserve incentives only for those firms that will advance broad-based opportunity either by incentivizing opportunity-rich firms and industries incentivizing firms to provide workers more opportunity or by addressing place-based disparities in opportunity we observe progress toward a more responsible and rigorous incentives approach in many U.S signaling a nascent but necessary progression in the practice of economic development We hope this report can help provide insights and tools to local leaders as they undertake that important and needed evolution I had been craving Mexican food for a while so the fact that Parilla’s Cantina was next on my list seemed like a fortuitous coincidence The Grub Spouse and I headed way out Kingston Pike for this one and found the restaurant at the Renaissance development in Farragut We were greeted promptly and escorted to a front-facing booth The requisite chips and salsa showed up soon thereafter I ordered a 16-ounce margarita on the rocks The Spouse and I dove into the menu to get the lay of the proverbial land Parilla’s Cantina serves an array of south-of-the-border cuisine that’s right in line with what I’ve found at most independently owned Mexican-food eateries of the same ilk In addition to familiar categories like enchiladas we saw a good number of dishes showcasing chicken and seafood as the main ingredient The menu also devotes an entire section to authentic fajitas with items such as Fajitas Texanas (made with steak which I assume involves a steaming molcajete bowl Among the house specialties are Steak La Tampiqueña (a 12-ounce T-bone) Tamales Rancheros (two tamales served with green sauce) Chilaquiles Mexicanos (corn-fried tortilla blended with ranchero sauce and topped with chicken or beef tips plus a fried egg and cheese) and fried tilapia served with rice beans The Spouse ordered the fajita quesadilla ($10.99) from the quesadilla section It’s a flour tortilla filled with grilled steak or chicken (The Spouse chose the latter) as well as grilled onions I took advantage of Parilla’s make-your-own-combo option which offers a choice of two items for $9.99 or three for $10.99 The selections are limited to nine specific items each prepared with a choice of beef or chicken diners with a broader meal experience in mind may also choose from a decent selection of appetizers More Grub Scout: Second visit to Marble City Market results in savory pizza, flavorful haddock We nibbled on chips and salsa while we waited and I have to admit I was disappointed in the flavor of both I thought maybe my taste buds were just out of whack but The Spouse concurred that something about this usual throwaway starter item was a little off I was hoping my margarita would help balance the equation but the flavor of the mix didn’t agree with my palate either the main course did little to salvage these early missteps but the chicken enchilada in red sauce and the pork tamal were little more than ordinary My favorite of my three selections was the beefy chimi portion topped in queso sauce The sides of refried beans and rice were standard side fare I did think The Spouse’s fajita quesadilla was the stronger of our two orders There was plenty of cheese between the tortilla layers and I did appreciate the smoky grilled flavor of the chicken filling and its complementary grilled vegetables half of this entrée stood in as my lunch the following day the quality of the particular items we ordered (admittedly others may have led me to a better opinion) hinders Parilla’s Cantina from standing out from the crowd in any way combined with the minimal follow-up service we received after our meals were served makes it unlikely that I would go so far out of my way to give this West Knox grill a second chance This Farragut Mexican-food restaurant serves up a representative sampling of familiar south-of-the-border fare.  2018LARGO — By the time Marco Antonio Parilla Jr he was living in a homeless shelter in Tampa with his mother and younger sister Mom was trying to get the kids away from their alcoholic father told the court Friday that she tried her best to raise the kids on her own "I couldn't find a way to speak with words," she said "It was only with whatever I had in my hand." That's why the mother said she disciplined Parilla with belts or sandals — even dumping ice water on him Melendez chronicled that turbulent childhood to the 12 jurors who will decide her son's fate: Parilla faces a sentence of life or death for killing Tarpon Springs police Officer Charles Kondek on Dec FAST FACTS: Five things to know about the death of Officer Charles Kondek TRIAL STARTS: In court, Officer Charles Kondek's family hears his last moments Parilla pleaded guilty Oct. 12 to first-degree murder. Now a jury must decide if he should be sentenced to life in prison or the death penalty. Prosecutors spent two days convincing the jury that Parilla should be put to death for his crime. The state rested Friday. Now it's the defense's turn to convince the jury to spare his life. "My son is not an animal. He came out of my womb," Melendez said through tears on the stand. "I love him very much." Earlier Friday, retired Pinellas sheriff's Detective Keith Johnson testified for the state about detectives' interview with Parilla several hours after his arrest. Parilla declined to say much at the beginning, telling the detectives he was drunk, or had a panic attack, and couldn't remember anything that happened on Dec. 21, the night of the shooting. But he did explain why he returned to his old Tarpon Springs apartment that night. "He went there because he found out someone had called his probation officer and they had a warrant for them," Johnson said. "He was determined to find out who called the police and why." Parilla thought the snitch was his former roommate, Jareem Roach. At first, Parilla denied having a gun, the detective testified, but later admitted he carried one every day for protection. "I asked him if he hit anything while leaving the scene, and his response was 'I didn't hit nobody," Johnson said. "He indicated he was surprised when I told him I thought he hit the officer." Earlier this week, witnesses testified that an irate Parilla was banging on doors with a gun, his car stereo blaring as his friend Evelyn Desiree Santiago sat in the car. Kondek was sent to investigate a noise complaint. Parilla drew a stolen .40-caliber Glock pistol and fired seven shots at the officer, striking him once above his bullet-resistant vest, then drove off. Subscribe to our free DayStarter newsletter You’re all signed up!Want more of our free, weekly newsletters in your inbox? Let’s get started. defense attorney Bjorn Brunvand noted that Parilla didn't know Kondek had died until detectives told him "He never asked us about the officer or his condition," Johnson said but that was the first he showed any feeling about the officer." Brunvand then read from a transcript of Parilla's interview: TAMPA BAY TIMES SPECIAL REPORT: STOLEN GUNS PART 1: At least 82,000 guns stolen since 2007 are still missing in Florida PART 2: Weak security makes gun stores a 'rich environment' for thieves The state also read the earlier testimony of Parilla's former probation officer She described Parilla as respectful and cooperative at the start of his probation term He told her about how he wanted to spend more time with his family and find better work and would need to request her permission to change address He found work washing dishes at Hella's Bakery Atkins started looking into a possible violation of probation after receiving an e-mail from Hillsborough Circuit Judge Daniel Perry that someone had said in his court that he was buying cocaine from Parilla "I tried to get a hold of Parilla to report immediately to my office," Atkins said in the transcript "He said he was having trouble getting there." She told him he had half an hour to arrive she called his employer at Hella's and was told he no longer worked there Atkins kept trying to get in touch with Parilla Parilla pleaded guilty to first-degree murder on Oct setting the stage for this week's sentencing hearing when the defense will present medical experts who will say Parilla sustained head trauma earlier in his life that may have impaired his judgment He underwent two brain imaging scans that will also be discussed by the doctors The state plans to challenge that diagnosis with its own experts TAMPA BAY TIMES COVERAGE: THE DEATH OF OFFICER CHARLES KONDEK THE SHOOTING: Suspect charged in Tarpon Springs police officer's slaying THE FUNERAL: Slain Tarpon Springs Officer Charles Kondek remembered for humor, dedication, love THE CONVICTION: Killer of Tarpon Springs police officer pleads guilty THE SENTENCING: To avoid death penalty, Florida cop killer will claim brain damage Divya KumarEducation Reporter This analysis is part of the American Rescue Plan: Strategies for Local Leaders series Among the $1.9 trillion worth of federal COVID-19 relief in the newly signed American Rescue Plan Act is $350 billion for “Coronavirus State and Local Fiscal Recovery Funds.” At roughly one-fifth of the bill’s total cost these funds will be deployed to state and local governments in two tranches (the first within 60 days and the second a year after that initial allotment) to mitigate the fiscal impact of the COVID-19 pandemic the American Rescue Plan’s (ARP) state and local funds are not just a $350 billion lifeline; they represent the largest positive fiscal jolt to their budgets in decades a scramble is underway to determine how best to deploy the money The decisions made in the coming weeks— and over the next year regarding the second tranche of funding—will determine whether cities merely enjoy a brief stimulus or seed a new trajectory of inclusive economic growth The money needs to move fast and be deployed smartly and equitably we may look back at this time and ask: Which places merely spent their money Based on our on-the-ground work in Northeast Ohio and Birmingham we believe that elected officials—and the networks of civic and community stakeholders that surround them—should take a three-pronged approach to using their ARP funding: stabilize ARP provides state and local governments with the resources to stabilize their operating budgets Many governments incurred large deficits in 2020 as the economic slowdown hurt tax revenues and local governments assumed significant pandemic-related costs many cities pared back essential services: First responders and other government employees faced hours reductions and furloughs Other governments cut back on contracts with agencies delivering vital social services Local government shortfalls will vary considerably across the United States owing to the disparate economic impact of COVID-19 and how cities collect revenues depends heavily on sales tax and income tax revenue and experienced a shortfall of $63 million in fiscal year 2021 Much of the first half of the city’s expected $149 million ARP allocation will fill that hole Not every government is in a similar fiscal position the city of Lorain ran a small surplus in 2020 and has a $29 million budget for 2021 Lorain’s estimated ARP allocation is $31 million ARP allocations run anywhere from 24% to 65% of 2021 budgets And even though the money will come over two years ARP allows cities to invest in infrastructure and launch programs to support workers and small businesses Those investments can be spent directly by public entities or funneled through nonprofits The funding’s magnitude and flexibility suggest that local governments should be strategic in deploying any ARP funds that extend beyond basic budget stabilization local leaders should consider four factors: Organize. While ARP money flows through cities and counties, the most effective public officials know that deploying it will require a team. Drawing on a proposal from our colleagues Mary Jean Ryan and Alan Berube, “Regional Recovery Coordinating Councils” can execute strategic investments and monitor impact These councils should be public/private partnerships that include small businesses They would be tasked with aggregating and supplementing existing recovery plans These councils can also play a role far beyond ARP’s local government allocations They can identify and pursue relevant opportunities in the many other parts of the $1.9 trillion legislation Councils can also coordinate responses to potentially large future federal legislation around infrastructure and innovation and determine what complementary actions may act as force multipliers a council can serve as a unified voice to liaise with implementing agencies a consortium of Cleveland-based institutions came together to share a curated list of priorities with the regional EDA office around the Economic Adjustment Assistance program The model worked well for both parties and continues to this day ARP funding is a major strategic focus of a new collaborative called Prosper Birmingham which is developing a regional investment agenda under the leadership of community leaders and entrepreneurs and small business owners Before the passage of the American Rescue Plan it was not clear whether cities and counties would receive the financial resources they needed to rebuild from the pandemic and recession Local coalitions can stabilize their communities strategize together to invest in future prosperity and organize themselves to enable an inclusive recovery from COVID-19 across geographies and in service of economic inclusion As federal policymakers seek to rebuild the nation in the wake of the COVID-19 pandemic they are increasingly recognizing that bottom-up solutions are a critical path for spurring economic recovery establishing supply chains in critical technologies and community-based organizations will implement comprehensive strategies to develop nationally critical industry clusters in ways that deliver economic opportunity to traditionally underserved people and communities the BBBRC represents an important advancement in federal place-based economic policies—a school of policymaking that seeks to benefit people and economies by explicitly targeting geographies of concern this report—the first in an applied research partnership between Brookings Metro and the EDA—provides early observations for policymakers and other stakeholders on the program’s design and selection phase the BBBRC accelerated path-breaking regional economic development planning and coalition-building—a process that significantly strained the capacity of the 60 finalists The EDA structured the BBBRC in two phases 529 regional coalitions submitted short proposals outlining a high-level vision 60 regional coalitions received $500,000 technical assistance grants to develop their proposals into full-fledged strategies—condensing into weeks what typically takes months or even years This outpouring of interest illustrates the power of the “jump-ball” funding effect: how competitive federal programs can not only align regional leaders around a shared vision but also inspire tremendous effort among those coalitions to develop comprehensive plans under ambitious deadlines This process accelerated widespread impact but significantly strained the capacity of regional applicants To support regions through this planning sprint the EDA created a multipronged technical assistance strategy involving multiple external partners To learn more about how the BBBRC accelerated path-breaking regional economic development planning and coalition-building, read page 13 of the full report PDF » the BBBRC supported three different types of cluster-based economic development initiatives—maximizing the program’s relevance across urban Given the program’s focus on cluster-based economic development the EDA asked applicants to explain their chosen cluster’s opportunities Understanding “cluster maturity”—where a region’s cluster resides in the maturity lifecycle—was foundational to framing the cluster’s opportunities and constraints we identified a three-part cluster typology consisting of: To learn more about how the BBBRC supported three different types of cluster-based economic development initiatives, read page 16 of the full report PDF » The BBBRC required applicants to create a coherent portfolio of proposed interventions but left it to them to determine which specific projects would best advance their clusters Creating one-size-fits-all federal programs ignores the significant variation across local economies The BBBRC’s designers recognized that cluster-based economic development requires multiple investments in several critical elements of economic competitiveness: talent development Yet the BBBRC allowed regional coalitions considerable flexibility when designing interventions which is reflected in the considerable variation in project portfolios across contenders To learn more about how BBBRC applicants flexibly determined the specific projects that would best advance their clusters, read page 19 of the full report PDF » Nearly 30% of total requested funding came from non-federal sources The EDA encouraged matching resources from several sources: lead applicants federal resources accounted for approximately 71% of the total requested funding Applicants themselves accounted for another 13% of funds To learn more about the breakdown of BBBRC requested funding, read page 23 of the full report PDF » The BBBRC yielded three proposed cluster governance models reflecting the diversity of institutions that co-govern local communities There was significant variation in how BBBRC coalitions organized themselves there were coalitions in which the lead organization was allocated more than half of the total budget request Of the 22 coalitions deploying this centralized governance model At the other end of the spectrum are facilitative governance models in which the lead organization was allocated less than 25% of the coalition’s total budget request More than half of these 27 coalitions were led by industry intermediaries (16) another 11 coalitions operated shared governance models in which the lead organization manages between 25% and 50% of the project portfolio a range of institution types served as the coalition lead To learn more about how the BBBRC yielded three cluster governance models, read page 24 of the full report PDF » BBBRC coalitions will measure their impact through a uniquely broad mix of economic development metrics Over 90% of coalitions chose to track metrics related to markets and business networks and engagement and governance in at least one component project within their portfolio coalitions included production and business capacity metrics (82%) and innovation and commercialization metrics (53%) To learn more about how BBBRC coalitions’ impact will be measured, read page 27 of the full report PDF » but finalists had mixed success embedding equity in strategies The EDA encouraged applicants to consider how federal funds would benefit populations that have suffered from historical and systemic discrimination Many applications referenced intentional efforts to conduct community outreach and engage community-based organizations during planning and implementation phases coalitions committed to specific equity-oriented administrative activities within their governance models such as creating dedicated equity interventions or hiring diversity But most coalitions struggled to develop comprehensive equity plans that integrated equity into a governance model articulated each intervention’s intended outcomes for historically excluded communities and developed concrete metrics to track outcomes for these communities over time To learn more about the BBBRC’s focus on equity, read page 29 of the full report PDF » This report was prepared by Brookings Metro using federal funds under award ED22HDQ3070081 from the Economic Development Administration and recommendations are those of the author(s) and do not necessarily reflect the views of the Economic Development Administration or the U.S Gambas with coriander oil in jalapeno and habanero butter It couldn’t but remind me a tad of the opening night of Frasier and Niles Crane’s erstwhile Seattle restaurant venture the critic — me in this case — arrives on the first official night open to the public and encounters the owner soft opening a few days earlier for family and friends because that’s what soft openings are for and why critics don’t Join the Irish Independent WhatsApp channel Last week, the Treasury Department and Small Business Administration (SBA) released the most detailed data to date on small business relief provided through the Paycheck Protection Program (PPP) Congress’s central policy for keeping workers in their jobs amid widespread small business closures due to COVID-19 The new data reveals interesting variations in PPP loans across states and metro areas indicating that federal relief is not going to the places and businesses where it’s needed most the PPP did what it intended to do: provide liquidity relief to a wide swath of small businesses in as short a time as possible obscure the varying intensity of the small business crisis across places States and metro areas have experienced differences in the pandemic’s severity and the duration of lockdown orders as well as industry exposure to both factors the new Treasury/SBA data provides the clearest picture on how “PPP coverage”—the share of small businesses who received a PPP loan—varied across the nation’s states and regional economies and the two-year lag in the small business data does not reflect changes in recent years this PPP coverage rate provides a rough-but-useful indication the federal relief program’s reach at the national and subnational levels 70% of small businesses in the United States received a PPP loan That share ranged from around 60% in West Coast states to more than 75% in Hawaii Similar patterns are found across major metro areas Among very large metro areas (those with more than 1 million residents) more than 80% of small businesses received PPP loans in New Orleans fewer than 60% of small businesses received loans in Tucson The ranges are even wider across large and midsized metro areas (those with populations between 250,000 and 1 million residents) more than 90% of small businesses received PPP loans followed closely by tourism hubs such as Honolulu (87%) and Gulfport-Biloxi where the decline in travel has devastated the local economy all had fewer than 55% of their small businesses benefit from PPP loans Metro area variation in PPP loans could simply reflect that COVID-19 negatively impacted small businesses in some regions more than others and that greater liquidity challenges resulted in higher rates of PPP application and receipt Chart 2 indicates the opposite relationship Data from the Census Bureau’s Small Business Pulse Survey (available for the nation’s 50 largest metro areas) reveals a clear pattern: The cities in which the largest share of small businesses experienced revenue loss had the lowest share of small businesses receiving PPP loans This pattern is particularly striking for the Bay Area and New York where more than 65% of small businesses reported revenue decreases in May but fewer than 60% of businesses received PPP loans Most of the metro areas with lower-than-expected PPP coverage were in California and the Northeast Sunbelt and Midwestern metro areas were not as likely to suffer revenue loss in May We are unaware of definitive explanations for these state and metro-level differences. Prior research suggests that the variations can be explained by banking infrastructure with greater access to PPP in markets where smaller community banks accounted for a higher share of small business lending But while that relationship existed initially—perhaps due to smaller banks’ ability to dispense loans more quickly—we do not find a strong correlation between the intensity of community banks and the share of small businesses receiving PPP loans (correlation coefficient: 0.07) A second explanation could be that metro areas vary in the make-up of their small business sectors, with the business size and ownership demographics being pertinent factors in securing financing. There has been some survey evidence that very small businesses were less likely to apply for and receive PPP loans we found lower PPP uptake in communities in which there are higher shares of small businesses with fewer than 10 employees (negative correlation of -0.22) Relatedly, survey evidence suggests that business owners of color have been less likely to receive the full requested amount for PPP loans. In a Global Strategy Group survey of business owners of color conducted in April and May just 12% of respondents indicated they had received the federal small business assistance they requested compared to 38% of small business owners overall Metro areas with higher shares of minority-owned businesses were less likely to receive PPP loans (negative correlation of -0.4) which is largely driven by a negative relationship between the share of Asian American-owned businesses and PPP loans This relationship may result from the high share of Asian American-owned businesses in California Metro areas with higher shares of Black-owned businesses were more likely to receive PPP loans (correlation of 0.2) These findings do not disprove unequal access to PPP among Black business owners—only that those dynamics do not seem to be driving the metro-level variation Amid the economic tumult of the past two years—with nearly 30% of small businesses closing their doors at the height of the pandemic, workers quitting their jobs at historic rates and ongoing disruptions to the global supply chain—one positive trend shined through: A record number of Americans started online microbusinesses and a more mature e-commerce marketplace that simplifies website creation it’s much easier to translate an artisanal hobby or creative passion project into an online venture than it was in 2008 which was largely invisible to policymakers And while 39% of microbusiness founders Venture Forward surveyed said their enterprise is currently a supplemental source of income 67% of them would like their microbusiness to become a full-time job about a quarter of the surveyed microbusiness owners earn more than $4,000 per month from their venture After the onset of the pandemic, online microbusiness ownership grew fastest among groups hit hardest by the economic fallout Black owners account for 26% of all new microbusinesses women-owned businesses surged to 57% of new microbusiness starts Microbusinesses also became a more popular option for those without a college degree local economic development strategies may look different for microbusinesses than for larger businesses requiring distinct interventions related to networking a shift in mindset is as important as policy change Many local economic growth policies focus on target industries or chase well-documented metrics such as job creation But microbusiness owners do not fall neatly into traditional economic development strategies They do not think of themselves as part of a larger industry They are following a passion—not an industry—and need access to skills training and affordable broadband rather than a job fair Policymakers at all levels of government have tried to help the country’s small businesses survive the pandemic but this online microbusiness boom has occurred with almost no consideration of their specific needs and find out just how much of a boon this growing part of the economy can be This electric MTB is a pedal-assisted enduro bike with lines and features that nod at its bigger motorbike cousins There’s nothing “classic” about the new Tricolore from emerging bike company Moto Parilla The new eMTB announced by the company this week aims for innovation bringing together several different designs for something quite else entirely Eschewing the traditional triangular structure of most bikes Yet the bike’s claimed functionality is essentially an e-bike with the durability of a mountain bike This exciting addition to the fast-growing world of e-bikes comes in three configurations Each has different components while keeping Moto Parilla’s unique approach to frame design We previewed Moto Parilla’s Carbon Club model back at Interbike and 2018, praising the “one-of-a-kind” bike for its wild combination of MTBs continues its focus on innovation with the Tricolore Its motorcycle-inspired seat post detaches from the frame and the rear suspension system includes a rocker arm and shock absorber for “great responsiveness,” Moto Parilla said in a press release Its bilateral single-arm swingarm is also made entirely of carbon fiber Reinforced with aluminum inserts in the wheel-coupling areas the Tricolore maintains maneuverability on singletrack while still giving riders a boost from the powertrain system the Tricolore was developed and produced from the company’s home base in Reggio Emilia the company claims that the Tricolore is also “totally recyclable,” with several parts made of hemp or linen fiber The Tricolore comes in three models: the M Its M version is based on RockShox components Opportunities for additional personalization of the bikes will also be available like upgrading the Tricolore’s existing engine Moto Parilla will exhibit its new bikes at EICMA 2022 this month The company has not given any prices for these bikes or estimated when they’ll be available for consumers CAKE unveils its :work series at Milan’s International Motorcycle and Accessories Exhibition (EICMA) The line of electric motorcycles addresses urban mobility needs Andrew McLemore is a staff writer at AllGear Digital Andrew has more than 10 years of experience covering a range of beats including government with specializations in criminal justice and investigative journalism working for nonprofit organizations including the Texas Access to Justice Commission and Texas RioGrande Legal Aid Andrew brings his writing experience to outdoor gear and adventures throughout the Americas