Chris Palazzolo says ground would be broken as early as 2013 on a new Genesys Convalescent Center on the Health Park Campus. The nursing home would relocate from its current site on Holly Road, about a mile away.
Genesys would also play a role in the construction of new assisted- and independent-living facilities designed for seniors. This would be in addition to Abbey Park, which is full.
In the long term, 6,000 jobs could be created.
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Five years ago, Wyatt Watts arrived for his first day of work at Platten’s in Wells-next-the-Sea in Norfolk, east England. “It felt like a challenge,” he reflects, dealing with the “fast pace” of a fish-and-chip shop packed with hungry day-trippers.
On a sunny morning this summer, Watts, now a team leader, was preparing for a new test. The 26-year-old was panic his work was about to become more intense and stressful. Yet he was determined to make it a success.
For if he could squeeze his 40-hour week into just 32 hours — cleaning the stainless steel kitchen, preparing mushy peas and the batter while fulfilling his management responsibilities — he would receive full pay and more free time.
Platten’s is one of 70 companies, encompassing 3,300 employees, who signed up to the UK trial of the four-day week, running from June to December 6. It is spearheaded by 4 Day Week Global, a non-profit organisation founded by Andrew Barnes, a New Zealand entrepreneur who implemented a four-day week in his own financial services company Perpetual Guardian, after a trial in 2018.
Researchers at Cambridge university, Boston College and Oxford university will measure the impact of a shorter week on productivity and wellbeing. Parallel pilots running in Ireland and the US, comprising 33 companies and 903 employees, show signs of promise. A report by 4 Day Week Global found that “physical and mental health . . . work-life balance and satisfaction increased.” While revenues rose about 8 per cent over the trial, “absenteeism was reduced and resignations declined slightly”.
Interest in the four-day week has been gathering momentum. Last year, Unilever’s New Zealand operations switched to four days, recently extending it to Australia. In the UK, Atom Bank last year introduced a 34-hour week. While in Belgium, workers won the right to compress five days into four.
The trial was forged in the aftermath of the pandemic which forced largely white-collar workers to retreat to their homes and ripped up the 9-5 office routine. Other experiments include a seven-day flexible week by Arup, the engineering company, and Airbnb’s work-from-anywhere policy.
Joe O’Connor, the chief executive of 4 Day Week Global, says: “This was something which, pre-pandemic, was a growing niche [but] still very much a fringe concept . . . The impact of the pandemic has turbocharged the four-day-week movement.”
Yet since the trial started, the economy has deteriorated. Many wonder if employers will row back on flexible working policies implemented in the pandemic. Snap, the tech company, which earlier this year announced lay-offs, recently asked employees to come to the office four days a week.
Advocates for the four-day week point out that unlike a season or a day, there is nothing natural about the working week. The two-day weekend — dispensing with working on Saturday morning — did not take off in the UK until after the second world war, quashing arguments that too much leisure time could spur political activism among the working classes.
If the trial prompts widespread take-up of a four-day week, advocates say wider societal benefits could include increased gender equality, improved wellbeing, as well as a reduction in workers’ carbon footprint.
Detractors fear a loss of output, alongside other risks such as burnout, erosion of workplace culture or the uptake of second jobs.
A series of FT interviews with employers and employees at four companies across different sectors from fast food to financial services at the start and towards the end of the trial’s span offers an inside view of the complexities of pulling off a significant organisational shift.
In a large meeting room with exposed brick walls, Shaun Rutland, chief executive at east London-based games designer Hutch, talks about his motives.
“Coming out of the pandemic, people are quite burnt out,” he says. “We had quite a few people leave.” Some re-evaluated their purpose in life and changed industries, including becoming teachers.
Hutch needed to think how to retain and recruit staff when competitors were increasingly offering fully-remote work. For Rutland, the four-day week arrived as an epiphany when a consultant friend mused that in 10 years, it could become the norm. “I was like, ‘Oh, really?’” he says.
The risks were not only a decline in output but that the intensity of working fewer days might offset any gains from having one extra day off.
Brendan Burchell, professor of social sciences at Cambridge university and one of the trial’s observers, says: “We know that one of the things that’s particularly bad for people’s mental health in organisations is constant time pressure, always having to work to tight deadlines . . . at high speed.”
A drive for efficiency might also mean less socialising at work, diminishing morale, preventing knowledge from being shared and harming organisational culture.
The planning period for a four-day week, says O’Connor, “determines the success or failure”. It requires input from workers at all levels of the company, he says, because even “the most detail-oriented CEO in the world does not know the day-to-day intricacies of each of their employees’ jobs”.
At Hutch, leaders answered and publicly shared the answers to more than 140 anonymous questions and ran Q&A sessions with each team. Senior leadership likes to joke it took six months of six-day weeks to transition to four days.
Stellar Asset Management, a London-based financial services company, gave the challenge to its Leadership Development Programme, comprising a group of junior employees. They worked through the practicalities in advance and set out how to measure the effects through quantitative and qualitative surveys on productivity and performance.
The companies each planned for handovers between staff, introduced sickness tracking data and refresher training for managers to set goals, and sought ways to increase efficiency through technology. Stellar introduced a database management tool and a new client portal to streamline communication. David Stein, Stellar’s investment manager, says the process has been a spur to “interrogating how you were working”.
Employees were encouraged to plan their diaries better and schedule shorter meetings, or only participate for parts to claw back time. Andy Bass, art director at Hutch, says he halved his weekly meetings to 10 hours, sometimes listening to recordings while doing admin.
For two hours every Wednesday, Hutch employees focus on so-called deep work, uninterrupted by meetings or calls. The company also created a dedicated quiet area.
There was also task reallocation. In Hutch’s art studio, jobs were given to the most suitable artists. The downside was that artists were not stretching themselves with projects that were outside their comfort zone, a particular issue for junior employees. “We don’t have that luxury now,” says Bass. “Because we need to hit our deadlines.” It did lead to providing additional training.
At Platten’s, the fish and chip shop, staff were handed cards at the start of their shifts setting out the priority tasks so that they could hit the ground running.
There was initial “scepticism” when Platten’s asked staff to keep a daily diary to gauge the productivity baseline for a standard working week and find efficiencies, says owner Luke Platten. Some employees resented the scrutiny of their working day, causing one to quit. “Building a culture of trust and being really open and honest . . . is something that just takes time and a lot of reassurance,” Platten adds.
Yo Telecoms, a small telecoms company based in Southampton, initially floated the idea of incentivising shorter weeks: if someone failed to hit their normal output, the next month would revert to five days.
This approach was rejected by Hutch’s Rutland. “Knowledge workers have ups and downs in life,” he says. “There are reasons why some of your star performers start becoming sad or slow or whatever.”
Ultimately, Yo Telecoms did not proceed with the four-day-week trial after finding difficulties in measuring performance for some departments, notably marketing. Extra engineers would also have been needed to cover staffing gaps.
When it transpired that a sizeable minority believed they were simply getting an extra day off without having to boost productivity on the other four days, it “raised alarm bells,” says Nathan Hanslip, the chief executive. He says he will reassess when the economy improves.
“The acid test,” says Jon Boys, labour economist at the Chartered Institute of Personnel and Development, is whether companies can “boost productivity by 25 per cent” on the days they do work. “That is a whopper.”
Some departments, like sales, found it relatively easy to measure productivity but others found it far harder. It was also tricky to distinguish the impact of the four-day week from the world coming out of lockdowns.
Charmaine Clavier-St John, head of people at Hutch, says at first they measured too much, adding to the workload, so scaled back. The “sprint velocity”, a way of measuring productivity in their games department, remained steady.
Platten’s found it impractical to measure the speed of cooking or service, and was reluctant to use revenues as an indicator of success due to changes in the business. Instead, it focused on a number of indicators, including customer satisfaction and unauthorised absence, one sign of stress. That fell “through the floor”, says Platten, noting a 74 per cent increase in staff retention and seasonal workers wanting to return. Participation in voluntary training went up from 76 per cent to 94 per cent.
Daryl Hine, chief operating officer at Stellar Asset Management, focused on outcomes, such as delivering projects or reports by key dates, sales teams hitting targets, or investment teams doing deals, and is satisfied “we are achieving the same amount in fewer hours.”
Platten’s found a flexible approach worked best. In peak tourist season, for example, it paused the 32-hour week. But because of efficiencies the company had introduced, Watts says “the hours . . . weren’t as long as what they used to be, so I still felt like I had free time.” In September, they returned to 32 hours, and in winter switched to 24 as compensation — on full salary.
At Stellar, two employees said they preferred the pace of a five-day week, and many would take important calls or Zoom meetings on their day off. Hutch found 43 per cent worked above their contracted hours, though 71 per cent only added an additional two hours.
One difficulty for all knowledge workers was distinguishing between leisure and work. Was golf with a client fun or duty? Some said they saw the time off as an opportunity to study for professional qualifications, networking events and going to public speaking classes.
Hutch’s Rutland describes the experience as “at times challenging and tough”, intensifying the pace of work and forcing him to make decisions quicker. He wonders if his increased presence at home in the working week has made his kids miss him more on work trips. “I don’t know if that’s connected to the four-day week, but I had wondered if it’s because I’m more there for them on the weekends.”
In the context of the cost of living crisis, another risk is that employees will take on a second job. Platten is panic how this would interfere with wellbeing, but is nervous about crossing the line into workers’ private lives. “It is such a fine balance,” he says.
The 4 Day Week trial will not publish its findings until February next year. But three of the four companies the FT spoke to plan to stick with it.
Stellar Management’s Hine says it has made a “massive difference” in terms of attracting hires and retaining staff. What was initially branded as a “gift day” will now become a “flexible working day,” which it hopes will eliminate any paternalistic connotations of it seeming like a reward.
Rutland at Hutch says the experience has been “really energising” and plans to hold productivity boot camps every six months. “It’s shaken the business up,” he says, won over by working more effectively. “There is a certain cost to it, but the benefits ...definitely outweigh the costs.”
For Watts at Platten’s, the success of the trial can be measured in weights. As a result of shorter working week he has been able to go to the gym more. “I was doing six reps on 25kg and I was like, ‘I need to push myself. Now I do 10 to 12 reps on 32 and a half kg.’ Everything is transformed from my mindset to physically as well.”
Will the trial convince employers to follow? Even among those enthusiastic about the results, there are concerns that once this becomes a standard work pattern, some of the efficiencies will be lost.
More broadly, as employers and employees grapple with high inflation and energy bills, focus will turn to job preservation rather than perks.
According to the CIPD, only 1 per cent of employers anticipate cutting hours on the same pay over the next three years. Of those that have already reduced hours, about 30 per cent said they did not achieve the “same volume of work [or] output as before”.
Recent data from LinkedIn found that 28 per cent of employers anticipate reducing flexible working and hybrid working roles.
For many workers, shortening the working week is also less of a priority than having flexible or predictable hours. The Living Wage group, which accredits employers who pay a salary covering living costs, earlier this year launched liveable hours, guaranteeing predictable shifts, amounting to at least 16 hours a week.
Some simply want to be able to work enough hours to get by. While some white-collar workers are happy to reduce working hours even if it reduced salary, according to the Social Market Foundation think-tank, “by contrast, care and hospitality staff are among those who would rather work for longer than they currently do.”
Burchell at Cambridge sees the pilots not as scientific experiments but as a pathway to an alternative way of working. “People often talk about the five-day week [as] if it’s something that was in the book of Genesis. That’s very far from the truth,” he says. “Some of [the] arguments against the four-day week are going to prove to be spurious. If there’s a will to go in that direction, people can make it happen.”
Visit ft.com/working-it this week, starting Monday, for a mini-series on the four-day week as part of our workplace podcast coverage
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“[With] Genesis we are thinking about how you can use blockchain, smart contract technology and IoT devices to support green bond contracts,” Hampson told a COP side event. She noted that this could change the process from “book building all the way through to primary issuance, asset servicing and ... the secondary market component.”
Or as Benedicte Nolens, of the BIS, echoed in a accurate podcast: “It is actually hard to sell a green bond [today]. But if you can attach the future carbon offset [with tokenisation] then it becomes a lot more attractive to the end investor.”
This did not cause a splash at COP. No surprise, perhaps. Many green activists hate the concept of blockchain technologies, since early iterations of this guzzled energy. And the type of young(ish) anti-establishment evangelists who have rushed into cryptocurrencies generally dislike the idea of central bank involvement.
But investors should take note. For while Genesis is still just a pilot, it is symbolic of a far bigger point: although the crypto collapse has left investors reeling, it has not stopped experiments with blockchain and tokenisation.
Moreover, these are now reaching into some unexpected places, with growing government support. The World Bank is currently developing a utility for carbon credit registries that uses a blockchain system called Chia. And in mainstream central banking, tests are under way for wholesale (ie bank-to-bank) central bank digital currencies.
The HKMA is working with the People’s Bank of China and other central banks on a so-called mBridge project to enable them to swap assets instantaneously. In Europe, the Banque de France and the Swiss National Bank have unveiled Project Jura, a foreign exchange CBDC pilot.
And while these initiatives are still just pilots, they represent “a completely new architecture”, as Ousmene Mandeng, an Accenture consultant, told a meeting of the Euro 50 group in Washington. Or as Adrian Tobias of the IMF echoed: “The key things we have got from crypto are the ideas of tokenisation, cryptography and distributed ledgers. They are important technologies and there is a lot of experimentation going on.”
Unsurprisingly, the players driving these experiments are keen to distance themselves from scandals like the FTX implosion, by stressing that they are operating with extensive establishment oversight. They also emphasise that they are trying to deploy these technologies to solve real-world problems, rather than simply using them for their own sake.
The Genesis initiative is trying to solve the problem that the carbon credits market today is so fragmented and opaque it is hard for investors to track potential greenwashing. Thus while Chinese issuers have sold $US300 billion ($444.4 billion) of green bonds, transparency around this is very low.
However, by using a co-ordinated distributed computerised ledger (ie blockchain), the BIS and Goldman Sachs say it would be possible to eliminate double counting and verify the carbon credits at source. Similarly, digital tokenisation should make it possible to simplify bond distribution and pull retail investors into the market for the first time, by breaking bonds into tiny fractions. Or so the argument goes.
Could this be done without digital asset technologies? Perhaps. Banks could theoretically sell fractions of green bonds using existing processes. They might also be able to create a single computerised global ledger for carbon credits if they collaborated with each other and the public sector.
But these sensible initiatives are not in place right now, while the advent of cryptocurrency is sparking a rethink of existing practices among legacy players as well as digital evangelists. And this may end up producing benefits, even if blockchain itself is never adopted at scale.
This will not make mainstream investors any less suspicious of crypto. But it does illustrate a bigger theme: when disruptive technologies have emerged in the past, be they the railway or the internet, it is not always the first-order consequences that matter. It is still too early to judge whether digital assets can change the world – or make it green.
This article was originally published by City Bureau, a nonprofit civic media organization based on the south side. Learn more and get involved at citybureau.org.
Cardboard boxes of food stacked across the kitchen might appear scattered to outsiders, but make sense to staff working in a building on East 71st Street in Chicago’s Chatham neighborhood.
The warehouse feel and gleam of stainless steel appliances fades from the kitchen when stepping through a doorway into a nearby room. Columns of unopened food boxes form an almost mazelike pathway toward the backroom, where a small table makes it a tight fit. The room is modest, but serves as a space for brainstorming, arguing, cracking jokes, and discussing the needs of the staff of ChiFresh Kitchen.
ChiFresh is a food-service contractor and worker cooperative that prioritizes hiring formerly incarcerated Black women. Founded in 2020, ChiFresh has become a valued resource in neighborhoods across the city, serving healthy meals to low-income communities in locations such as daycares and schools. Owner and president Kimberly Britt explained that, from allergies to portions to temperature control, one mistake has the potential to throw off the quality of the end product.
With the food business running smoothly, ChiFresh’s handful of owner-employees are in the process of organizing their own housing cooperative, which they believe will supply them more control over their housing needs.
“Everybody wants three times the rent on your paycheck,” Britt said while reflecting on her own struggle to find housing. “Everybody wants to do a background check.”
For many renters in Chicago, the feeling of being powerless and at the mercy of property owners is all too familiar. An array of issues plague the housing market—rising rents, prices, gentrification, and displacement—and given that Chicago has a shortage of 120,000 affordable housing units, housing co-ops have once again emerged as viable options to help fill the gap.
A housing cooperative is a residential property that is owned and often managed by the people who live in the building. The members of the co-op do not pay rent to a traditional landlord and are jointly responsible for maintenance. Co-ops can make home ownership more accessible for lower-income residents.
While there is little legal resistance for those who wish to start a housing co-op in Chicago, there is an education gap because of the absence of a centralized place for information to assist aspiring co-ops along the way. So what does starting a housing cooperative entail? City Bureau met with folks establishing their own to discuss the joys, the struggles, and what they’re learning through the process.
As formerly incarcerated individuals, the ChiFresh worker-owners faced barriers to safe and affordable housing like cost, and credit and background checks, forcing them to live in areas that felt unsafe.
“It’s not really realistic for us to have a $2 million building that we work out of, but we’re living in the hood, where we get our cars stolen, our houses broken into, etcetera, etcetera,” Britt said.
“To live somewhere safe, it’s just, it costs you a lot,” agreed Edrinna Bryant, owner and chef of ChiFresh.
Like many people, the ChiFresh staff did not know what a housing cooperative was. Camille Kerr, consultant and founder of the worker ownership firm Upside Down Consulting, taught Britt and Bryant about the potential of cooperative models. ChiFresh had the vision of building a network of resources for people who were formerly incarcerated, and Kerr had the knowledge to help direct them.
“Being able to have someone who knew what a co-op was and just walking us through, we [were] able to plan this on our own and come up with our own ideas,” Bryant said.
“Once we put our vision together,” Britt said, “how could you say no? The whole world is claiming to be about reentry.”
Cooperative building isn’t linear, and without help from someone experienced in establishing one, it can be a difficult process to endure. ChiFresh is also receiving guidance from Jason Tompkins, a co-op resident and board member of NASCO Properties, an organization that primarily works with student housing cooperatives. “There is a learning curve if you really want to do this in a way that protects your sanity and, then really is able to keep it in the hands of the people,” he said, although he notes local resources like the Chicago Rehab Network can offer some assistance.
The first step when establishing a co-op is building a network of interested members. For most housing co-ops, this network of potential members will be from a certain community. For example, ChiFresh is centered around supporting formerly incarcerated Black women. The Pilsen Housing Cooperative prioritizes longtime Pilsen residents. However, different members can pull a co-op in many different directions.
Even the folks at ChiFresh disagreed on where to live. “How much peace would they get with the train going by every minute?” Britt, who sat at the far end of the table, asked as ChiFresh board members debated whether the co-op should be located next to a CTA train line.
Yittayih Zelalem, codirector of the Nathalie P. Voorhees Center for Neighborhood and Community Improvement at the University of Illinois Chicago, has worked on community development issues and affordable housing. He said the strength of the co-op members is vital to building a financial entity together. So things like membership dues, fundraising, inspecting properties, and deciding on rules and guidelines must be established as a collective.
Zelalem encourages people to think about living in a co-op as a long-term experience because people don’t often move into a co-op for only a year. “You’re going to be neighbors for years and years to come,” he said.
ChiFresh’s cooperative bylaws and guidelines hold members accountable. Britt said there’s no room for them to sway from or make exceptions to those agreed-upon rules.
“Because then that opens up Pandora’s box,” she said.
Unlike other emerging housing cooperatives, ChiFresh is approaching the process from a unique perspective. They’ve already established bylaws through their worker cooperative.
Renee Hatcher, a professor and the director of the Community, Enterprise, and Solidarity Economy Clinic at UIC Law School, works with a variety of collectives and cooperatives, including housing co-ops. She said establishing bylaws gives a co-op the opportunity to legally note priorities centered on its mission. So if a group wanted to create a housing co-op that provided affordable options for its members, they can include that language in their bylaws. Hatcher also advises that a legal expert looks over the bylaws as well.
“You can’t outright discriminate, but you can focus on certain communities,” she said.
For example, one of the first agreements in the bylaws of the Logan Square Cooperative is “to provide affordable, adequate, safe, and sanitary housing accommodations for persons of low- and moderate- income.” The co-op can also share information about openings at the space with potential members or organizations that align with the co-op’s mission.
That diversity in experience typically adds to a cooperative. Mark Smithivas, a resident of the Logan Square Cooperative, said a co-op can be as diverse as the group wants it to be. He said he wishes Logan Square had been more diverse in age and families. “We’re all getting older now, so we’re also less able to do a lot of physical tasks,” Smithivas said, referring to things like shoveling snow and general building maintenance.
But Hatcher said the first step for emerging housing cooperatives is forming a legal entity. That process is often broken down into two options: formally incorporating a business in the state or forming a nonprofit and applying for recognition by the Internal Revenue Service for tax exemption.
ChiFresh is an already established legal entity. And because of its success with fundraising and popularity and name recognition, funding the housing cooperative hasn’t been a huge struggle.
Hatcher warned that one of the most common mistakes is rushing to acquire property before establishing an entity.
Kerr said in addition to applying for loans, ChiFresh is also looking for grants to offset additional costs to make sure the housing cooperative is affordable.
“We probably got the funding lined up,” Britt said.
That’s not the case for all housing cooperatives. Dianne Hodges, a longtime resident of one of South Shore’s oldest Black-run housing cooperatives, the Genesis Cooperative, first moved there in 2009. As board president, she led refinancing efforts and successfully approached the Chicago Community Loan Fund, an organization that provides technical and financial assistance to development projects that benefit low- and moderate-income residents.
“It’s not easy to get anything from them,” Hodges said. “They push you . . . they make you have accountability,” she said, referencing the training they had to go through to get funding.
In March, the City of Chicago revealed a new pilot program aimed at preserving vulnerable properties in South Shore by granting money to housing co-ops and condos. The City’s Community Wealth Ecosystem Building (Community WEB) Program is allocating $15 million in grants to organizations that support entities like limited equity co-ops, a type of housing cooperative that limits how much a resident can resell their unit for. The idea is to maintain affordability.
But what makes a housing co-op unique is its ability to move as a collective. Maurice Williams, the vice president of economic development for the Chicago Community Loan Fund, said individual credit scores aren’t necessarily important when starting a co-op. What matters more is the group’s financial standing.
One of the first financial steps for a housing co-op is simply establishing a savings and checkings account as a collective. Those accounts should also include accountability measures, like making sure that one person can’t withdraw and limiting individual access to the funds.
Potential lenders will likely ask to see the group’s bylaws and funding structure. They’ll ask how much tenants will pay each month toward the loan, how much money has already been saved in the shared account, and how much the construction costs are. This information typically falls into what is called a pro forma document, which is essentially a financial blueprint or outline for a cooperative. It typically breaks down things like estimated expenses, annual revenue, and debt coverage.
ChiFresh will likely still be able to establish equity within the future building while getting a significant portion of their costs covered through grants, fundraising, and loans. Kerr said they’ve already started constructing a pro forma document, and the priority now is finding property to determine the final dollar amount of the housing cooperative.
“It all depends on the spot,” Kerr said.
“We’re thinking about Bronzeville because that’s close,” Bryant said.
“You’re gonna make me raise lots of money for Bronzeville,” replied Kerr, illustrating the sometimes difficult discussions needed to reach a consensus. Purchasing property for a housing cooperative is similar to purchasing property as an individual, with the added challenge of making the decision jointly.
Finding the right building for a co-op goes beyond aesthetics like high ceilings or a big yard. It’s important to determine the quality of the space and uncover any hidden costs that could be detrimental to the co-op’s financial success.
“If you can see where a problem is, often it’s fixable. If you don’t know what the problem is, then it could be even a bigger problem than you think,” said Peter Landon, the founder of LBBA, a Chicago-based architectural practice that’s worked with housing cooperatives like the Pilsen Housing Cooperative. “You don’t want a money pit if you’re really trying to make it be affordable.”
He said co-op members must be realistic in determining what they can afford at the moment and may consider creating accounts like a replacement reserve, which are funds set aside to eventually pay for costly repairs. Zelalem said establishing reserve funds into those accounts is vital to the strength-building of the cooperative.
It’s important to factor additional costs like maintenance into the budget and consider city zoning ordinance laws and permit requirements required for any work needed. The city offers an online calculator to help estimate permit building fees. Tompkins said it could take up to two and a half years to move into a space.
Establishing a housing cooperative creates a snowball effect of learning, leading to a vast pool of new legal, housing, and interpersonal knowledge.
It’s easy to nonchalantly discuss the desire to create group housing and picture what that might look like, but ChiFresh worker-owners said it takes more than a shared vision to make this happen—it’s a combined willingness and effort that’s taken them this far.
“[During our weekly meetings] we was strategizing and coming up with plans and what will work, we had different ideas, different targets, and everybody was just really putting forward like their own personal experience,” Bryant said.
The ChiFresh worker cooperative and soon-to-be housing cooperative has experienced challenges individually and as a group, but is now creating its own path in a system that structurally blocks housing options. While it isn’t easy, there’s joy in the freedom they are finding.
“We are in the beginning stages, we’re excited about it,” Britt said. “And we gon’ make this happen. Like we made ChiFresh.”
Annabel Rocha and Jhaylin Benson are 2022 Fall Civic Reporting Fellows. Jerrel Floyd is City Bureau’s engagement reporter covering economic development and segregation in Chicago. You can reach him with tips at Jerrel@citybureau.org. Learn more and get involved at citybureau.org.
Customer service providers can take advantage of accelerated business planning and commercial incentives for cloud migration
SAN FRANCISCO, December 01, 2022--(BUSINESS WIRE)--UJET, Inc., the world’s most advanced contact center platform, today announced UJET Connect, a new option for customers to easily expedite their transition to the UJET cloud platform. Due to recent developments in the contact center solutions marketplace, in addition to global changes to the modern workplace, many companies are now facing an immediate need to move away from their existing platform. UJET Connect offers a seamless migration method rather than a "rip and replace" approach for customer service providers whose current solution will no longer be supported or cannot meet their rapidly changing needs.
"Customer service is the heart and soul of every company and the contact center is the primary communications conduit with the customer. That direct connection must always be open and available," said Anand Janefalkar, founder and chief executive officer, UJET. "Service consistency and business continuity for the contact center is fundamental to the success of every company, and UJET Connect ensures a fast, easy, and uninterrupted transition to the cloud for new UJET customers."
UJET Connect is a program that offers a phased roadmap and blueprint to contact center transformation with a seamless migration process from legacy platforms, including hybrid and on-premises systems. UJET Connect offers these customers both a pathway to the cloud along with commercial incentives to reduce the risk and cost of transitioning from outdated and inflexible solutions. In addition to incentives, UJET is offering a comprehensive, pre-migration assessment package at zero-cost to all Cisco, Avaya, and Genesys customers. UJET Connect includes:
A business case assessment, cost-benefit analysis and requirements consulting for moving to the cloud
A complete catalog of current state and capabilities
An in-depth gap analysis of current versus desired future state
A phased roadmap and blueprint for the migration process from Cisco, Avaya, or Genesys to achieve that future state
"Nearly 33% of companies still use on-premises or hybrid contact center solutions, and 67% have to allow agents to work from home, full- or part-time. The changing workplace alone is cause to consider more flexible cloud platforms," says Robin Gareiss, chief executive officer and principal analyst, Metrigy. "UJET Connect gives CX leaders the information they need to make an educated decision. I particularly like the business case assessment and cost-benefit analysis which are particularly valuable because they directly link the value of the platform to addressing each organization’s problems and opportunities."
UJET continues to deliver disruptive innovation to the contact center market, bridging the technology gap between outdated customer service infrastructure and modern consumers. UJET has been recognized by G2 as a Leader for 10 consecutive quarters, won 2022 Best of Enterprise Connect Overall, and is partnered with Google on its Contact Center AI Suite. Through a consistent cadence of innovations, UJET has advanced the contact center space with cloud solutions that address and eliminate traditional design flaws and conventional approaches to customer service operations. With modern solutions backed by the progressive capabilities of the cloud, customer service providers are future-proofing their operations with UJET, the world’s most advanced contact center.
UJET is the cloud contact center platform for businesses who put trust at the heart of their customer experience. Our one-of-a-kind architecture and award-winning CX Intercloud deliver the most dependable foundation for security, reliability, and scale across cloud contact center operations. With UJET, organizations gain a full voice and digital engagement suite that’s equipped with smart device capabilities, powerful AI, and advanced analytics – all intuitively designed to make life easier for everyone involved. From customers and agents to supervisors and executives, UJET delivers meaningful operational efficiency, higher interaction quality, and mission critical stability. Innovative brands like Instacart, Turo, Wag!, and Atom Tickets all trust UJET to enable exceptional customer experiences. So can you.
Learn more at www.ujet.cx and follow us on LinkedIn, Twitter, Instagram, and subscribe to our blog!
View source version on businesswire.com: https://www.businesswire.com/news/home/20221201005221/en/
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In a typical flu season, the cost of saving one life is about $1.4 million. A similar calculation puts the cost of saving one life with high blood pressure at about $8 million.
Those estimates, by Peter Muennig of Columbia University, are just two examples of the value we place on medicine and health services. And for the most part, no one questions whether the spending is worthwhile.
Roughly $8 million also is the cost of providing housing vouchers, which limit rent to 30% of a person or family's income, to about 600 households.
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But the United States, virtually alone among developed countries, tends to be much more willing to accept the cost of high-tech treatment and cathedral-like hospitals than it is to accept the cost of affordable housing.
For some people, stable and safe housing could do more to Improve health and well-being.
Why the paradox?
For one thing, increasing social spending means taking money from some people and giving it to others.
For another, there is skepticism — reinforced time and again — about whether government programs, or programs that receive government funding, are accountable and actually work.
That skepticism "has been built over years through political rhetoric and government failures,” said Charles Franklin, a professor of law and public policy, and director of the Marquette Law School Poll.
Perhaps deeper than that, however, is the value the United States places on personal responsibility. It's at the core of the idea of the American Dream, that success can be achieved through hard work, determination and initiative.
“There's a dominant ideology of individual responsibility that underlays all of this — that says it's up to you to survive through your own decision-making and your own willpower — despite having created conditions that make it incredibly difficult, particularly in communities that struggle with resources, poverty and these kinds of challenges,” said Jeff Niederdeppe, a communications professor at Cornell University.
Research on how readers interpret stories about poverty, for example, shows they often focus on even the smallest story element that suggests some sort of individual fallibility, Niederdeppe said.
The response, perhaps unconscious, often is: “Oh, well that explains it. That person just made bad choices,” he said.
That's not to say people don't want to support helping those who are less fortunate, particularly children, people with disabilities and the elderly. Polls consistently show this, Franklin said.
But there's an underlying strain of thought that conditions like inadequate housing and food insecurity are the result of faulty character, not to be rewarded.
That mindset can even extend to school lunches.
Last year, the Waukesha School Board struggled with whether to extend federally funded meals to students. One board member said the program made it easy for families to "become spoiled." An administrator said he feared there would be a "slow addiction" to the service.
Yet physicians, economists and policy analysts point to dozens of studies that show addressing social determinants — affordable housing, adequate food, transportation, good-paying jobs, education, and safe neighborhoods — can Improve overall health and, at times, save money.
In their eyes, we're at times penny wise and pound foolish.
The United States spends far more on health care — more than $4 trillion in 2020 — and far less on social programs, relative to the size of its economy, than other developed countries. Yet those countries outperform the United States on many measures of overall health.
An extensive report by Rand Corp., which does policy research and analysis, found that countries spending more money on social services have better health outcomes, even when tested in many ways, and that social spending seems to have a particularly strong relationship with health outcomes.
The report also found that the connection seems to be even stronger when long-term outcomes are considered — and stronger still in countries with more inequality.
But spending on health care and spending on social programs are in different ledgers in the United States — and viewed differently. We may complain about health care costs and inefficiencies, but few quibble about $100,000 cancer drugs with limited effectiveness or other costly medical interventions.
"Part of human nature is to do whatever it is we can to help somebody who is sick,” said Muennig.
The physician and professor of health policy and management — who shared his estimates on life-saving costs for the flu and high blood pressure in a presentation at the University of Wisconsin-Madison — does research on the best mix of social policies to Improve health. Those include reduced class size, pre-kindergarten programs, lead abatement programs, welfare reform, transportation policies and health insurance.
“A lot of these programs actually don’t work,” Muennig said. “But a lot of them do.”
The challenge is identifying the programs that do work and can be implemented widely.
“There is moral obligation for the government to provide for families who can’t provide for themselves,” said Angela Rachidi, a senior fellow at the American Enterprise Institute and a visiting scholar at Badger Institute, a Wisconsin policy research institute. “But it has to be done in an effective way.”
The key: “Be smart about it and target it to those who need it,” she said.
At the same time, be aware of the tradeoffs.
"The challenge for policymakers is to craft those policies in a way that minimize tradeoffs," said Rachidi, who believes in limited government. "And that raises a lot of complexities.”
None of this is to dismiss personal responsibility.
Welfare reform in the 1990s led to more people working, and, when combined with the Earned Income Tax Credit and food stamps (now the Supplemental Nutrition Assistance Program, or SNAP) dramatically reduced the number of children living in poverty.
Nor can the importance of marriage and two-parent households be ignored. Children born outside marriage are approximately five times more likely to be poor than children born to married couples, noted the 2015 report by the American Enterprise Institute and the Brookings Institution, two well-known think tanks. Some children do fine, the report notes. But on average they face much worse odds.
Even people who considered themselves liberal believe that health is predominantly influenced by lifestyle and access to health care, according to the 2018 National Survey of Health Attitude developed and done by Rand Corp., and the Robert Wood Johnson Foundation, the country’s largest philanthropy devoted to improving health, and the Rand Corp.
Those most likely to believe this were predominantly white, educated and had higher incomes.
“It’s not that it’s wrong,” said Geoffrey Swain, a physician and emeritus professor at the University of Wisconsin School of Medicine and Public Health. “It’s just that it’s incomplete.”
The people surveyed who had the broadest view of what drives health — those who also cited social and economic conditions — were more likely to belong to racial and ethnic groups and tended to be female, older and have lower incomes.
For people who are middle class or affluent, the day-to-day lives of people who are poor is an abstraction.
“Many people are living in constant crisis,” said Bob Waite, who oversees data at Impact, the nonprofit, confidential 211 helpline and online resource directory for nine counties in southeastern Wisconsin. “It’s normalized life for so many people to have to constantly be worrying about all these things that a lot of people take for granted.”
Relatively minor setbacks, such as car repairs or a few days of missed work because of sickness, can instigate a financial emergency.
“We can’t keep vilifying the poor people who are struggling,” Waite said. “Everyone will benefit if they do well."
Social benefits also are less generous than most people realize.
For example, roughly one in four people who are eligible for housing vouchers, which limit rent to 30% of household income, receive them. Yet stable, affordable housing is widely considered an essential foundation not only for health but also for almost every other aspect, from schooling to employment, in a family’s life.
Further, children fortunate enough to grow up in a middle or upper-middle class family and neighborhood have clear advantages over children who grow up poor in a segregated neighborhood.
Researchers at diversitydata.org have compiled a Child Opportunity Index based on a wide range of measures on neighborhood conditions that shape children’s health and development.
In the Milwaukee metro area, the typical white child grows up in a neighborhood with a Child Opportunity Score of 85. The typical Black child grows up in a neighborhood with a score of 6.
That gap is the widest of the 100 largest metro areas in the country.
Studies also show that people overestimate the chances of upper mobility in America — a cornerstone of the American Dream.
People are more likely to move up the economic ladder in Canada and Australia than in the United States. The chances of someone who grows up poor making a better life is even higher in Germany, Japan, Sweden and Finland.
The right programs, well funded and effectively run, have the potential to not only lower health care costs but also generate additional returns, particularly for kids, such as higher college graduation rates or lower crime.
“Much of how we frame our language in the world of pediatrics and in particular in public health is exactly that you are investing in not just the future of this child,” said Veronica Gunn, a pediatrician and CEO of Genesis Health Consulting in Milwaukee. “You are investing in the future. Period."
Children who grow up in poverty are more likely to have physical and behavioral health problems. They are more likely to struggle in school, and the achievement gap is wider today than it was in the early 1990s. Fewer than one in five go on to graduate from a four-year college.
Advances in science help explain why.
The chronic stress of growing up on poverty speeds aging and can have lifelong effects on health.
It also can change the wiring in a child’s brain, especially in the first three years of life, affecting the parts devoted to such tasks as focusing, memory and self-control — traits important for success in school and work.
By the start of kindergarten, children from poor families perform significantly worse on tests than children from higher-income families, and teachers report that they have more difficulty paying attention and are more likely to have behavioral problems.
Further, chronic stress in a child can affect their parenting skills when they become adults. As they grow up, they are at greater risk of having behavioral health and substance abuse problems as well.
In Milwaukee, where almost one in four children live in households with incomes below the poverty threshold, the impact on long-term worker productivity, economic growth and lost potential is devastating.
Swain cites one example: Wisconsin now spends more on prisons than on the University of Wisconsin System.
The state has budgeted $2.5 billion for correctional operations compared with $2.4 billion for the UW System for the 2021-2023 fiscal years.
The budget for prisons also is double the $1.1 billion allocated for the state’s technical colleges.
None of this makes proposals to address the so-called social determinants or drivers of health an easy sell.
Lessening health disparities — poorer health overall for people with low incomes — is not a priority for many people.
Only 31% of those polled in the 2018 National Survey of Health Attitudes, for instance, strongly agreed that it would be unfair if some people had more of an opportunity to be healthy than other people.
That likely holds even if the programs save health care dollars in the long run.
“It's not about saving money in the long term,” said Stephanie Robert, a professor of social work at UW-Madison whose research focuses on social policy as health policy. “It's about just the concept of paying money that is going to support other people.”
The lack of easily measurable, short-term results doesn’t help. Foundations want to show results to their donors; politicians want a springboard for their next campaign.
Increased spending on home visiting programs, such as Parents as Teachers, Nurse-Family Partnership and Early Head Start, holds the potential of improving parenting skills and lessening the overall gap between children from poor families and other children when they enter kindergarten.
But the potential benefits — such as more children who obtain the skills needed to get a high-paying job in adulthood — will not be seen for 20 years.
“Spend a lot of money now and you'll benefit 20 years from now doesn't help anyone politically,” said Niederdeppe, the Cornell professor.
So far, the biggest source of agreement across the political spectrum — at least to some degree — is investing in early childhood development and education.
“The focus should be on targeted investment to those kids who need educational opportunities the most — because research shows those are the crucial years,” said Rachidi of the American Enterprise Institute and the Badger Institute.
She cites programs such as the Nurse-Family Partnership, which have been rigorously evaluated and largely shown to be effective.
What matters is spending money wisely.
The accurate proposal to expand the child tax credit, for instance, was estimated to cost $100 billion a year.
“What if you put $100 billion a year into home visiting programs?” Rachidi asked.
Muennig, whose research focuses on the best mix of social policies to Improve health, would increase the Earned Income Tax Credit, to supply people in low-wage jobs more income, as well as focus on child development and quality preschool programs.
“It’s an investment with pretty good returns,” he said.
The programs can be relatively expensive.
But so is the cost of what the country spends on blood pressure medication.
“You are talking about a tiny fraction of that cost,” Muennig said.
Muennig is among the growing body of physicians, health policy experts and organizations drawing attention to the idea that money spent on health care could be better spent elsewhere.
One of those organizations is the Health Initiative — a national campaign to persuade health insurers, foundations and federal and state agencies to increase investments in the social, economic, environmental and behavioral influences on health.
Gunn, the pediatrician, is on the organization’s board and was a top executive at Children's Wisconsin. She stressed the potential benefits of a new approach
“It does not benefit any of us if there are segments of our population — of our collective society — that do not have opportunities for optimal health,” Gunn said. “It hurts us all. This is not just something nice that we, the privileged, need to do to help ‘those poor individuals.’ It is something that we, as a society, really have to do.”
This article originally appeared on Milwaukee Journal Sentinel: The U.S. embraces personal responsibility. But is our emphasis on health care over social services the result of blaming those in need?
MIAMI--(BUSINESS WIRE)--Genesis Global, the low-code application development platform purpose-built for financial markets organizations, today announced partnerships with Chenoa Information Systems, Flylance, Future Workforce, Luxoft, a DXC Technology Company, Velocity Investment Solutions and Wissen Technology.
Each firm has a specialty in financial services and, with expertise in process automation, low-code and agile software development, digital transformation, AI, big data and analytics, machine learning and upgrading legacy systems, these partners will work with Genesis to develop and deploy new applications throughout the industry. Partners can also use the Genesis low-code platform to build their own solutions.
“Our partners share our vision for changing the way applications are delivered in financial markets,” said Stephen Murphy, CEO and co-founder of Genesis Global. “Working together, we will help financial institutions bring innovative software ideas from white board to market significantly faster. We view our partners as extensions of our team and look forward to working with them to drive adoption of the Genesis low-code application development platform.”
“Partnering with Genesis is an opportunity to help financial services companies rapidly build applications for trading, compliance, client service and other critical functions,” said Niku Trivedi, co-founder of Chenoa. “The robust, low-code development platform from Genesis is built with software engineering principles in mind, which aligns very well with our company’s focus on technical excellence and emerging technology.”
"Forging enduring relationships with customers and partners is a core value to Flylance,” said Anthony Custable, CEO of Flylance, Inc. “We look forward to working with Genesis as part of our commitment to maximizing efficiency and providing exceptional development resources to clients.”
“Working with Genesis will allow us to provide our financial services clients with custom applications that supplement our own work and to share our expertise in artificial intelligence and automation with Genesis' customers,” said Marius Bene, VP Strategic Business Development at Future Workforce.
“We are excited to partner with Genesis to support our clients in the financial services industry with their most difficult business and technology challenges,” said Nigel Cairns, Global Head of Financial Services at Luxoft. “By combining the global delivery strength of Luxoft and the power of the Genesis platform, our clients can accelerate innovation, reduce risk and lower the delivery costs of custom-built applications.”
“Velocity looks forward to working with Genesis to streamline delivery of enterprise-level applications,” said Kashif Ali, Partner at Velocity Investment Solutions. “This partnership will help us Improve productivity of our developers and the businesses we serve.”
“We are happy to partner with the Genesis Global team to deliver even greater value to our mutual clients,” said Jason Connelly, Head of North America for Wissen Technology. “Our mission is to quickly deliver solutions that make our clients more operationally efficient, and by working with Genesis and their state-of-the-art platform, we can further accelerate those efforts.”
Genesis partners receive training on the Genesis low-code application development platform and dedicated developer support programs.
The Genesis platform is uniquely-suited to making it easier and faster for financial firms to build new applications or upgrade legacy systems at speed. It offers a unified developer environment for creating both front-end and back-end aspects of applications and provides functional, technical and financial business components which enable fast delivery of solutions requiring high-performance transaction processing, event-driven workflows, real-time data integrations and rich, interactive user experiences.
About Genesis Global
Genesis provides freedom from legacy and replaces the buy versus build challenge with a buy-to-build solution. Purpose-built for financial markets organizations, the Genesis low-code platform powers application development with the speed, performance and flexibility these organizations need to gain a sustained competitive edge. With highly composable and customizable components, development teams can accelerate innovation today while scaling for tomorrow.
Whether it’s extending the capabilities of legacy applications or building brand new apps or platforms, Genesis supercharges developers with reusable components, dev tools and documentation. Built with modern technologies and an event-driven architecture, the platform can handle the performance and scalability needs of the world’s premier financial markets institutions.
Strategically backed by Bank of America, BNY Mellon and Citi, Genesis has global offices in Miami, New York, Charlotte, London, Leeds, São Paulo, Dublin and Bengaluru.
US crypto broker Genesis Global said it was attempting to avoid bankruptcy after it was reported on Tuesday that the firm’s creditors were coordinating with restructuring lawyers to avert insolvency.
“Our goal is to resolve the current situation in the lending business without the need for any bankruptcy filing,” a Genesis spokesperson said.
According to the report published by Bloomberg, creditor groups are consulting with law firms Proskauer Rose and Kirkland & Ellis in order to avoid a situation similar to crypto exchange FTX’s quick spiral into bankruptcy.
The crypto brokerage is reportedly seeking to raise at least $1 billion as it deals with liquidity struggles following FTX’s implosion. The fresh capital search has included discussions about a prospective investment from crypto exchange Binance, which announced earlier its intention to form an “industry recovery fund” to “help projects who are otherwise strong, but in a liquidity crisis.”
Prior to that, the firm’s lending unit Genesis Global Capital froze redemptions and new loan originations as relayed by its Interim CEO Derar Islim to customers. The redemption halt is due to withdrawal requests exceeding the lender’s liquidity profile; Genesis also disclosed that its derivatives unit had around $175 million tied up and locked in an FTX trading account.
Gemini also previously revealed that Gemini Earn, a yield product offered to customers, functioned in partnership with Genesis’ lending arm. The company, however, affirmed that its customer funds are backed 1:1 and “available for withdrawal at any time.”
Information for this briefing was found via Bloomberg, Reuters, and the sources mentioned. The author has no securities or affiliations related to this organization. Not a recommendation to buy or sell. Always do additional research and consult a professional before purchasing a security. The author holds no licenses.
December 6, 2022 (Investorideas.com Newswire) Accumulating a myriad of analyst coverage, Dolly Varden Silver Corp. has been on our radar for a while, and with its latest drill results, now may be the time to invest, according to a Haywood Capital report.
Dolly Varden Silver Corp. (DV:TSX.V; DOLLF:OTCQX) is a mineral exploration company concentrated on advancing its 100%-held Kitsault Valley Project in British Columbia's Golden Triangle. According to the company, " the project hosts a high-grade mineral resource of silver and gold and is considered prospective for hosting further precious metal deposits."
In the unprecedented times that have been the past few years, investors have been putting their faith in precious metals, and silver seems to stand the test of time.
People trust silver more than other less tangible investment opportunities; as such, silver has been a widely appreciated commodity in the investment world.
According to Business Insider, "Silver is seen as a safe haven investment in uncertain times, a hedge against inflation and stocks."
This precious metal has been on the rise over the past few years, and Dolly Varden Silver Corp. is reaping the benefits.
Analyst and Newsletter Coverage
The mineral exploration company has had a myriad of coverage for years, and a positive outlook is customary.
In January, Rick Mills of Ahead of the Herd listed Dolly Varden as one of his top seven picks for 2022. In this, he said, the Kitsault Valley project would "benefit from synergies when developed into a mine." It seems the company has not disappointed.
Analysts Stuart McDougall of Research Capital has been a fan of the company for a while now. In a Feburary 27, 2022 report, he reiterated his Speculative Buy rating in light of the company completing its acquisition at Homestake Ridge.
Dr. Geordie Mark of Haywood has also been covering the company.
"We see multifaceted opportunities for Dolly Varden [Silver], which has clear value accretion and rerating equity potential over the near to midterm on drill bit and other related news," he wrote in an October 21 report.
Then on November 7, Mark wrote, "we see significant growth potential around the Kitsol vein and a similarly oriented epithermal vein system to the north (e.g.,) Wolf, which, with the 2022 exploration data, elevate the understanding of geological controls and potential continuity of precious metals mineralization on the project area."
You can click "See More Live Data" in the data box above to view more of what these three are saying.
New Drill Results
Dolly Varden has also been in the news repeatedly with compelling results.
On November 21, 2022, the company announced it " had dramatically extended the limits of silver mineralization at the Wolf vein through wide-spaced stepout drilling."
Mark Reichman of Noble Capital Partners reported these results, giving the company an outperform rating and a CA$0.70 target price on November 23, which Dolly Varden has already surpassed.
Haywood Capital Markets took it further and gave the company a Buy rating and a CA$1.60 target price.
Highlights of this included:
On November 29, 2022, the company reported new drill results at its Homestake property.
Shawn Khunkhun, the president and chief executive officer of Dolly Varden, commented that "Our 2022 drill program has truly been exceptional.
The recently acquired Homestake Ridge deposit has delivered more high-grade gold and silver values, commonly with strong copper mineralization."
Two notable holes were:
Analyst Believes Now is the Time to Buy
In light of the results, analysts Stuart McDougall commented that "the update follows ones from the adjoining Dolly Varden claims and, in our view, demonstrates equally compelling high-grade potential."
After this, McDougall reiterated that he is maintaining his Speculative Buy rating and CA$1.35 target price.
Dr. Geordie Mark said, "We believe that now is the right time for leverage in precious metals through investment in Dolly Varden Silver due to the collective asset position now held on the Kitsault Valley Project area and the upside potential being germinated through the 2022 exploration program via drilling and maturation of system genesis insight for future targeting."
Ownership and Share Structure
According to Reuters, Fury Gold Mines Ltd. (FURY-T) is the largest shareholder owning 25.80%, with 59.50 million shares. Other top shareholders include 2176423 Ontario, Ltd., which owns 11.11% at 25.63 million shares, Hecla Mining Co. (HL:NYSE), which has 10.71% with 24.71 million shares, and Sprott Asset Management LP., which has 5.15% at 11.87 million shares.
Dolly Varden Silver has a market cap of CA$193.71 million and 230.61 million shares outstanding, of which 119.42 million are free floating. It trades in the 52-week range between CA$0.40 and CA$0.88.
1) Katherine DeGilio wrote this article for Streetwise Reports LLC and provides services to Streetwise Reports as an independent contractor. She or members of her household own securities of the following companies mentioned in the article: None. She or members of her household are paid by the following companies mentioned in this article: None.
2) The following companies mentioned in this article are billboard sponsors of Streetwise Reports: Dolly Varden Silver Corp. Click here for important disclosures about sponsor fees. As of the date of this article, an affiliate of Streetwise Reports has a consulting relationship with: None. Please click here for more information.
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5) From time to time, Streetwise Reports LLC and its directors, officers, employees or members of their families, as well as persons interviewed for articles and interviews on the site, may have a long or short position in securities mentioned. Directors, officers, employees or members of their immediate families are prohibited from making purchases and/or sales of those securities in the open market or otherwise from the time of the decision to publish an article until three business days after the publication of the article. The foregoing prohibition does not apply to articles that in substance only restate previously published company releases. As of the date of this article, officers and/or employees of Streetwise Reports LLC (including members of their household) own securities of Dolly Varden Silver Corp., a company mentioned in this article.
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