World delivery is incomes probably the most cash since 2008 as pandemic ache wanes

The globe gets its biggest payday since 2008 as the combination of booming demand for goods and a global supply chain collapsing under the weight of Covid-19 drives freight prices higher and higher.

Whether giant container ships piled high with 40-foot steel boxes, bulk carriers whose caves hold thousands of tons of coal, or special ships designed for cars and trucks, the revenues for ships of almost all kinds are exploding.

Since the merchant fleet handles around 80% of world trade, the increase extends to every corner of the The 2008 boom brought a huge wave of new ship orders, but the rally was quickly undone by a collapse in demand as a financial crisis sparked the deepest global recession in decades.

The reasons for this boom are twofold – an economic reopening after Covid, which has boosted increasing demand for goods and raw materials. In addition, the virus continues to disrupt global supply chains, clog ports and delay ships, limiting the number of goods available to move goods across the oceans. The majority of the shipping industry has thus achieved record profits in the past few months.

The gold mine revolves around container shipping – where rates keep climbing to new records, but it’s by no means limited to that. the according to Clarkson Research Services Ltd., part of the world’s largest shipbroker, the strongest daily result since 2008. The only laggards are the oil and gas tanker markets, where further declining forces are at play.

“I’m not sure if the perfect storm will cover it all – that’s just spectacular,” said Peter Sand, senior shipping analyst at the Bimco trading group. “It’s a perfect spillover of a scorching container shipping market onto some of the other sectors.”

Container shipping remains the star. It now costs $ 14,287 to move a 40-foot steel box from China to Europe. That is more than 500% more than a year earlier and drives up the costs of transporting everything from toys to bicycles to coffee.

Those gains can already be seen in the profits of AP Moller-Maersk A / S, the world’s largest container line, which increased its estimated profit this year by nearly $ 5 billion last month. As a sign of how profitable the industry has become, CMA said CGM SA – the world’s third largest airline – is freezing its spot rates to preserve long-term customer relationships. In other words, the company is distracting profits.

Other sectors

While demand for merchandise is boosting container markets, one is recovering also ransacked more raw materials and increased the revenue of bulk carriers carrying manufactured goods. Earnings in this sector recently hit an 11-year high and are showing little sign of slowing down as consumption is expected to remain stable for the remainder of the year.

“Strong demand for natural resources combined with Covid-related logistical disruptions” support spot and future freight rates, said Ted Petrone, vice chairman of Navios Maritime Holdings, which owns a fleet of bulk carriers, on a conference call last week. “The fundamentals of supply and demand will remain extremely positive in the future.”

The extreme strength of shipping is so great that some bulk carriers have even moved to carry containers on their decks. Golden Ocean Group Ltd. belongs to the companies that are dealing with the idea. While it could bring additional profits to owners in an already unexpected year, it is not without risks as bulk carriers are not designed to carry the giant boxes.

“It tells a story about the special situation we find ourselves in,” said Ulrik Andersen, CEO of Golden Ocean, earlier this month in the container market.

Tanker lull

While Covid boomed many shipping sectors, for oil tankers it meant loss-making businesses and owners effectively subsidizing the shipping of crude oil for much of 2021.

With OPEC + still keeping some of the supply offline, there are too many ships and too few cargoes, which is keeping revenue down. That burned one of the hottest trades in the industry earlier this year – bullish oil tanker positions in hopes of a summer surge in oil demand.

In view of falling oil stocks on land, analysts continue to expect a recovery. Interest rates could rise in October as inventories dwindle and demand for tankers rises, Pareto Securities analysts, including Eirik Haavaldsen, wrote in a statement to customers.

But for the time being, the tanker market remains the only eyesore for an industry in which freight capacities are becoming increasingly scarce. The ClarkSea Index, which tracks daily earnings across a variety of shipping sectors, has seen its longest monthly gains on record.

These record profits are also seen in more esoteric markets. Car transporters have been the most expensive to rent since 2008. The prices for general cargo ships with heavy equipment are also rising, contributing to a boom led by container and bulk carriers.

“The charter rates reported in containers are insane and the same goes for bulk cargo,” said Alexandra Alatari, shipping analyst at Arrow Shipbroking Group. “The fundamentals are strong enough to support interest rates, which would be the high point of any other year.”

What to find out about planning a visit to Machu Picchu after the pandemic

The pandemic is causing changes in Machu Picchu, some of which may last long after the global outbreak ends.

The Inca archaeological site from the 15th ruined by crowds.

Perhaps the pandemic contributed to this. New rules now regulate how many people are admitted and what they can do inside, said Jose Miguel Bastante, director of Peru’s Machupicchu Archaeological National Park, in an interview with CNBC.

safety rules

Like other monuments around the world, Machu Picchu was closed to visitors in March 2020.

Visitors to Machu Picchu must wear masks at all times, including when taking photos.

Percy Hurtado | AFP | Getty Images

It reopened in November, but with new safety protocols such as the compulsory wearing of masks, restrictions on group size – no more than nine people, including a guide – and a requirement that groups stay at least 20 meters apart.

Less visitors

Over the past five years, Machu Picchu has received an average of up to 4,800 visitors a day. Basically everyone who arrived was allowed to enter, according to a 2017 report of the UNESCO World Heritage Committee.

Machu Picchu’s ticketing website sold 3,700 tickets per day, but it did not include the 500 daily visitors who visited the website, according to the report. Additionally, the report states that additional tickets are being sold by tour operators and on the website itself.

We open at six in the morning and there were hundreds and hundreds of people wanting to enter …

Jose M. Bastante

Conservator

In July 2020 the Peruvian authorities the number of website visitors in Machu Picchu is limited to 2,244 per day. But even this change did not solve the problem of people who preferred to visit at the same time of day, especially at sunrise.

“Everyone wanted to be the first in Machu Picchu,” he said. “We open at six in the morning and there were hundreds and hundreds of people wanting to enter, with queues that will be two hours.”

It was as if visitors believed that “the sun will come up super early and light up Machu Picchu like in a movie,” he said, adding that the best time to visit is actually the afternoon after the morning mist clears Has.

The park is still open 365 days a year from 6 a.m. to 5.30 p.m., but tickets are now being sold for certain times of the day.

Matthew Williams-Ellis | Universal picture group | Getty Images

Before the website reopened, the way tickets were issued changed. In the past, tickets were issued for half-day blocks – either in the morning or in the afternoon. Now visitors buy tickets for certain hours.

“If you have a 10am ticket, you have to enter between 10am and 11am,” Bastante said, adding that travelers who arrive outside of their time frame “cannot enter”.

Emotional outbursts

The new rules have sparked emotional reactions from tourists, some of whom may have crossed continents to see Peru’s most famous tourist attraction.

“We had people outside of the website complaining and crying,” Bastante said in an interview with the Getty Conservation Institute released this spring. “But we cannot go against our established capacities.”

Machu Picchu was built to accommodate about 400 residents with about 1,200 additional people during the festivals, according to archaeologist Jose Miguel Bastante.

prosiaczeq | iStock editorial team | Getty Images

Visitors now also spend a little less time on the website. The older half-day rule allowed them to explore the site for four hours, although it was not strictly enforced. Now they are allowed to stay until they have finished their chosen route, which can take anywhere from one to three hours, said Bastante.

The hourly quota system will remain – even after the pandemic subsides – because it has made crowd management more efficient, Bastante said.

“No more last-minute destination”

Planning a trip to Machu Picchu has also changed. Visitors can no longer expect to buy tickets on site or even a few days in advance as they sell out quickly.

Bastante recommends booking tickets a month or two in advance. He also suggests booking tickets before booking flights and hotels, adding that Machu Picchu “is no longer a last-minute destination”.

“There were people who came to Cusco and then they realized that … there are no tickets to Machu Picchu,” he said, referring to the Peruvian city about 80 kilometers from the site.

The authorities launched a new ticketing website in 2018. On it, travelers can see how many free slots are available for each hour. Most of the appointments in the next two months are already booked, but Tickets were more easily available afterwards.

Less trekkers on the Inca Trail

Authorities have also restricted the number of trekkers on the Inca Trail. The four-day trek from Cusco to the entrance of Machu Picchu is a popular way to get to the site, although most visitors travel by rail in a 3.5-hour train ride.

The Inca Trail can now only take up half of its previous limit, or about 250 hikers a day, said Fernando Rodriguez, operations manager for Undaunted travel in Peru.

Like visitors to Machu Picchu, the number of hikers on the Inca Trail has also been restricted.

Matthew Williams-Ellis | Universal picture group | Getty Images

Once the porters are captured, there will be 100-110 permits per day left for visitors, he said.

“We encourage travelers to book at least a few months in advance,” he said, “or longer if possible.”

The Inca Trail is subject to similar Covid-19 restrictions as Machu Picchu – group sizes of eight plus a guide, wearing a mask if social distancing is not an option – even when hiking and camping, Rodriguez said.

Closed routes

In 2019, four circuits or fixed routes were set up in the citadel to ensure better crowd control and location management. Previously, these routes were only recommended, and people could go back and explore more than one. Well, none of that is allowed.

There are four walking tours or routes in the citadel, the most depicted in photos of Machu Picchu.

Cris Bouroncle | AFP | Getty Images

The racetracks disperse the crowds and keep people moving, Bastante explained. The given paths mean that tourists cannot explore the entire site in one visit.

Bastante recommends doing an upper loop on the first day, staying overnight in Cusco, and returning the next day to visit one of the lower routes.

More tourists in the future?

Despite the new rules that limit the number of tourists, the site authorities plan to increase the capacity for Machu Picchu in the future.

A new visitor center, due to begin construction later this year, could allow around 6,000 visitors a day to tour Machu Picchu, Bastante said.

Machu Picchu is one of only eight mixed UNESCO World Heritage Sites in Latin America and the Caribbean, which means it has both cultural and natural significance.

Ernesto Benavides | AFP | Getty Images

The visitor center will be the starting point for new routes and will house a new museum and botanical garden, which Bastante said will more than double the current capacity of the site.

The center will have information on how visitors “should behave in a sacred space,” he said.

“Tourists … don’t understand that this was a sacred place for the Incas and the Peruvians,” he said. “You should behave exactly as you would in any sacred place of any other religion in the world.”

Hazard that science will probably be forgotten after pandemic

Fabiola Gianotti, the director general of CERN’s scientific research center, told CNBC she was concerned that science could be largely forgotten in the wake of the coronavirus pandemic.

“Of course there is a risk, the risk of one day the crisis [is] about science being put back in its little box or in a drawer to be taken out in the next crisis, and that is unsustainable, so big challenges cannot be tackled, “said Gianotti Steve Sedgwick of CNBC on Friday at the annual Ambrosetti Forum on the shores of Lake Como in Italy.

However, she believed that much had been learned from the pandemic and that the world was not the same. Gianotti hoped that the world would not return to the “old normal” but that a “new normal” would emerge based on positive principles that emerged from this crisis, such as cooperation.

To ensure that this collaboration continues, especially in light of the debate about waiving coronavirus vaccine patents, Gianotti said it was important to have a dialogue between governments and the private sector.

Both Biden administration and the European Parliament have supported the waiver of intellectual property protection for Covid-19 vaccines to give countries more affordable access. However, Pharmaceutical lobbyists fought against the proposed exemptions.

The Director General of the European Center for Nuclear Research (CERN), Fabiola Gianotti, gives a speech during an event to mark the 30th anniversary of the World Wide Web on March 12, 2019 at CERN in Meyrin near Geneva.

Fabrice Coffrini | AFP | Getty Images

Gianotti said discussions between the public and private sectors are important to ensure that “the common good takes precedence, that the long-term shared vision of what is important to humanity takes precedence”. [over] personal, individual, national, entrepreneurial interests. “

She was of the opinion that in the future a “Values ​​First Approach” should be pursued, in which society commits itself to guaranteeing “science and knowledge” [are] accessible to all. “

Gianotti stressed that one of the main lessons learned from the pandemic was that such crises increase inequality around the world and widen the gap between developed and developing countries, and those with and without access to “education, technology and health care”.

Colorado’s greatest hospitals made cash throughout pandemic

When the coronavirus shut down Colorado last spring, fears rose that the state’s hospitals would get into financial trouble.

In order to quickly focus on caring for sick COVID-19 patients, hospitals paused lucrative voting procedures. Patients skipped the usual visits. Hospitals have pumped money into buying protective gear and converting floors into coronavirus units. Estimates of lost revenue ran into the billions of dollars.

But a new report released by a state agency on Aug. 18 concludes that Colorado’s major hospital systems ultimately made profits despite the challenges in 2020.

The better-than-expected performance was due in part to revenue recovering in the summer when normal operations resumed, in part to capital gains from a rallying stock market, and in part to federal stimulus dollars.

Looking at the national operating margins for six different systems that hospitals operate in Colorado, the state Department of Health Policy and Funding found that four of them – UCHealth, HealthONE, Banner Health, and AdventHealth, which are part of Centura Health – were either profit or loss even broke before stimulus monies were taken into account.
Including the boost from those stimulus dollars, two other systems – SCL Health and CommonSpirit, which make up the other half of Centura Health – also rose to profitability.

“All of Colorado’s major hospital systems had operating profits in 2020 with no need to use reserves, which is a significant finding,” the report said.

The situation is different for rural and independent hospitals in Colorado. Often times, these smaller hospitals held enough cash to cover only three months into the future and needed the lifeline that the stimulus money provided.

Even then, some of them – like Boulder Community Health or the Colorado Canyons Hospital and Medical Center in Fruita – lost money last year, according to the report.

Highest profit margins in the country

The analysis was one of two released on Aug. 18, highlighting the strong profits and high prices of some of Colorado’s largest hospitals.

The other analysis, taken from annual financial reports that hospitals are required to file with the federal government, found that Colorado hospitals had the highest profit margins in the country and the sixth highest prices in the country in 2018, the most recent year for which data exist.

That confirms an analysis presented to a health care advocacy group in Colorado earlier this year. And it comes after years of reports of increasing profit margins for the largest hospitals and systems in the state.

The new report found that Colorado hospitals posted profits of $ 2.9 billion in 2018 – a profit margin of 15.6% compared to the national median profit margin of 6.5%. The prices billed to patients were 22.8% above the national median in 2018, a significant increase from 2009 when prices were 9.2% above the national median, according to the report.

“Our hospitals got worse when it came to prices,” said Kim Bimestefer, chief executive of the Department of Health Policy and Funding.

In a statement, the Colorado Hospital Association said the 2018 numbers are “a reminder of why Colorado hospitals have worked diligently to make health care affordable for Coloradans.”

The association referred to the legislature’s many years of work to lower insurance prices, for which hospitals were often at the negotiating table. The result is that while hospital prices can be high, insurance premium prices are among the lowest in the country for some buyers.

“Colorado hospitals are committed to their employees, patients and communities and will continue to partner with innovative and effective ways to improve affordability and access to quality care,” the association said.

Praise for the work of the hospitals

The reports are the latest volleys in Governor Jared Polis’s battle against large hospital systems that Polis said is ripping off Colorado patients. And they show how HCPF, the state agency overseeing Medicaid in Colorado, has gone from being a quirky health insurance administrator to an all-purpose price fighter under Polis. Spending on Medicaid in hospitals accounts for about 9% of the total state budget.

But the reports also land at a delicate moment. As much as state officials want to take over the hospital awards and profits, they are also cautious about playing their hand on hospitals that have worked closely with the state to respond to the pandemic and have been hailed as one of its heroes.

Bimestefer praised the work of the hospitals on August 18.

“Ultimately, we are extremely grateful,” said Bimestefer. “We need these hospitals. You took care of our people. You saved lives. “

However, she said the reports highlight the lessons that need to be learned and the changes that need to be implemented. Future stimulus funds could, for example, take into account the amount of reserves that a hospital must draw from. Large hospitals could rethink their pricing and investments by focusing on delivering great community benefits and reducing inequalities in care.

“Sometimes when you are going through the toughest times, these are the times for the most transformative changes,” said Bimestefer. “We know we have to transform.”

This story comes from The Colorado Sun, a Denver-based journalistic news agency that covers the state. For more information and support for The Colorado Sun, visit coloradosun.com. The Colorado Sun is a partner of the Colorado News Conservancy, owner of Colorado Community Media.

Navigating a pandemic, museum-style | Neighborhood Options

Elasticity. This is the first word that comes to mind in the last 16 months when I think of the University of Alaska Museum of the North (UAMN). During its nearly centenary, UAMN has faced many challenges, but the Covid-19 pandemic was a storm for the record books. Like our parent organization, the University of Alaska, our staff and supporters everywhere have recognized the importance of serving our expanded community of stakeholders, especially during this global crisis.

Like most US museums, the pandemic has had a profound impact on our operations on many levels. To begin with, we reluctantly closed our doors to the public on March 13, 2020 and closed our physical exhibits for several months. Instructor-led K-12 tours of our galleries, which usually thrived in the spring season, came to an abrupt halt when distance learning became the norm. And students, lecturers and visiting scholars who had planned study and scientific work in our collections did not have access to the largest individual holdings of cultural and natural history collections in the country.

Although it was necessary, we were sad to close our public galleries. When we finally reopened in July 2020, the number of visitors was only 5% of the 2019 figures. This had significant consequences for our financial results. As government funding for the university continues to decline, the UAMN has increasingly relied on admissions and store sales for our bread and butter. In a normal year, visitor income is nearly 50 percent of our total annual income (followed by grants and then government dollars). Hence, the almost lack of tourism in 2020 led to an extreme belt buckle.

In the face of financial uncertainty, largely teleworking staff, and ever evolving plans to contain Covid that restricted access to buildings, the museum faced a critical threat to fulfill its core mission of collecting, preserving Alaska’s cultural and natural history to study, teach and exhibit. As a state and federal archive, many agencies also rely on UAMN to house public collections as we have the facilities and expertise to care for Alaska’s treasures. The fact that we did not wait idly for better times shows the commitment and dedication of our employees. Rather, we have recognized the urgency to continue serving our large community of stakeholders, especially during these troubled times. We also took this unforeseen opportunity to adapt and diversify.

On the surface, shutting down a museum’s operations may seem trivial, especially our research collections, which take up much of the museum’s lower level. In reality, the collections are a dynamic, lively, constantly changing unit. Similar to a centuries-old wooden sailing ship, you have to constantly repair the sails, tar the rigging and pump the holds. Failure to do the thousands of tasks puts the entire ship at risk. Likewise, UAMN’s diverse holdings, which include over 2.5 million art and artifacts, plant and animal specimens, and my personal favorites – fossils, need to be cleaned, preserved, repositioned, monitored, loan processing and databases created. It’s a never-ending task. Our collections also include one of the largest frozen tissue samples in the country, stored in liquid nitrogen cryovates and used by researchers around the world to track genetic changes, diseases and environmental pollutants in plants and animals. Simply put, simply turning off the lights and coming back a year later is never an option.

We also strived to better serve our visitors, who number up to 90,000 in a year without a pandemic. Most importantly, UAMN can now proudly boast the only articulated and suspended bowhead whale skeleton in North America. The bowhead whale is an iconic species of the Arctic, and our specimen, harvested by Iñupiaq whalers in Utqiagvik in 1963, shows the tightly woven fabric that is both cultural and natural. The project was financed at the end of 2019 through a generous gift from the Bill Ströcker Foundation. When the Covid-19 clouds began to gather in early 2020, we decided not to throw this project off track with the pandemic. Indeed, the bowhead whale has become a symbol of our collective desire and perseverance to make the most of a bad situation. Assembling the skeleton and producing a new special exhibition, Perspective: Ways to See a Whale, provided much-needed inspiration during the 16 month process and brought together the talents of many different museum and university employees who are committed to completing this world used. Show class.

Knowing that many families could not come to our exhibits for over a year, we invested a lot of energy in putting our exhibits online to share at home. We have expanded our virtual museum (www.uaf.edu/museum/virtualmuseum) to include additional exhibits and collections, video podcasts, as well as activities and lesson plans. Via our immersive app (free to download) you can now also enjoy an interactive 3D replica of our exhibition “ShAKe: Earthquakes in Interior Alaska”. In autumn 2020 we acquired the internationally known bus 142 (“Into the Wild Bus”) and are in the process of preparing it for a later exhibition for a free outdoor exhibition. We even moved our museum shop to a wonderful new space and we now have many products online.

Our education and public programs team continued to deliver creative new ways, such as virtual versions of our popular family programs. They also created and distributed almost 1,000 educational packages for families so that they can get to know our museum collections in a hands-on way at home. Museum curators and collection managers also developed a new college-level museum studies curriculum and taught the first courses online at the UAF in the final academic year.

I am very proud of our curators, staff and students who made this work possible. What really sustained us is the deep commitment of our employees to preserve and share our Alaskan heritage. The support of our university and the trust of our sponsors are just as important. The pandemic is not over yet, but UAMN will continue to hold our shared history, conduct research and share knowledge through world-class exhibits and public relations.

Patrick Druckermiller is the director of the Museum of the North at the University of Alaska. For more information on the museum’s programs and events, see www.uaf.edu/museum or call 474-7505.

Patrick Druckermiller is the director of the Museum of the North at the University of Alaska. For more information on the museum’s programs and events, see www.uaf.edu/museum or call 474-7505.

Louisiana school makes use of pandemic cash to pay scholar debt

A junior college in Louisiana is using federal COVID-19 aid money to clear student debt for everyone who attended last year. Chancellor Rodney Ellis says Southern University in Shreveport’s offering should help students who got into financial trouble during the pandemic get back to school without worrying about debt. Ellis says the school is also offering $ 1,000 grants to all students who enroll by Aug. 6. The university estimates it will cost $ 3.5 million to pay off all student debts from spring 2020 to spring 2021.

A junior college in Louisiana is using federal COVID-19 aid money to clear student debt for everyone who attended last year.

Chancellor Rodney Ellis says Southern University in Shreveport’s offering should help students who got into financial trouble during the pandemic get back to school without worrying about debt.

Ellis says the school is also offering $ 1,000 grants to all students who enroll by Aug. 6.

The university estimates it will cost $ 3.5 million to pay off all student debts from spring 2020 to spring 2021.

Santa Ana will spend federal pandemic cash on a number of fronts, together with a memorial for COVID-19 victims – Orange County Register

Santa Ana is spending $ 80 million on the first phase of a major pandemic recovery plan that could boost the city’s economy by distributing federal funds to residents, businesses, and nonprofits and launching several long-term projects, such as new open spaces , expanded public libraries, and Orange County’s first memorial to people who have died of COVID-19.

The plan, which was approved late Tuesday, called Revive Santa Ana, would send food vouchers to people living in the hardest hit neighborhoods, create new programs for young children, and upgrade some community centers. In addition, the city is planning new recreational opportunities, including a winter ice rink near the Civic Center that will serve as a roller skating rink in the warmer months.

And in what is possibly the most comprehensive pandemic relief plan unveiled in Orange County to date, Santa Ana will also look into setting up its own Department of Health.

These are just a few of the items funded primarily from the first part of $ 128 million that the city received under the U.S. bailout bill, approved by Congress earlier this year. The second half comes next year. Other funding – approximately $ 32.1 million – comes from federal housing and rental grants.

The city administration described their plan as a unique opportunity.

“We are all very blessed. Other municipalities do not have the opportunity to do so, ”said Mayor Vicente Sarmiento. “And we deliver it to the families who need it most.”

Many details still have to be ironed out. For example, the council has allocated $ 4 million to help some residents with local stimulus checks but has not yet decided which census area is eligible. Likewise, the city has not set the amount for the “basic income” checks.

How created that Spending plan breaks down into five categories:

• $ 5.4 million under a bucket called “Recovery from the pandemic“That includes $ 2 million for digital signs in parks, information kiosks, and a translation subscription service, $ 1 million for community mental health services, and $ 200,000 for a feasibility study to investigate the pros and cons of setting up a Santa Ana Health Department, which could help the city rely less on the Orange County Health Care Agency.

• $ 26.8 million in direct assistance programs. That includes $ 14 million in case of emergency Rental assistance – which lasted during the Santa Ana pandemic – and $ 3 million to help troubled small businesses and nonprofits. (Some of the money in this category comes from other sources.)

• $ 16.35 million for health and safety. This includes $ 7.8 million for the expansion of open spaces and parks, $ 3 million for a pedestrian protection project on First Street and Grand Avenue, and $ 1 million for a central farmers market and new community gardens.

• $ 21.25 million for critical infrastructure. This includes $ 7 million for “Central Library Remodeling Including Focus on Early Childhood Education Activities”; $ 3.5 million to investigate and address broadband deficiencies in the city and $ 1.5 million to modernize six community centers: Corbin, Logan, El Salvador, Sandpointe, Santa Anita and Delhi.

• $ 10.18 million to support the city’s public finances. Most of the money in this category – nearly $ 9 million – would go into the city’s reserve to offset hotel and business tax revenues lost during the pandemic

The rescue plan funds are intended to support measures to respond to COVID-19, replace lost revenue, support economic stabilization of households and businesses, and “address systemic public health and economic challenges that have contributed to the unequal impact of the pandemic “, So a. Employees report.

The funds give local governments “significant flexibility” to meet local needs, including “support for households, small businesses, affected industries, key workers and the communities hardest hit by the pandemic. These funds can be used, among other things, to make necessary investments in the water, sewer and broadband infrastructure, ”says an employee report from the city.

Santa Ana spokesman Paul Eakins said the planned spending was in line with guidelines for the funds. City officials, he said, are taking a comprehensive approach to improving the community’s health needs by looking at the bigger picture of Santa Ana, one of the densest cities in the country and also hardest hit by the ongoing pandemic.

“The idea behind many of these is that they address health and economic needs,” Eakins said, referring to the variety of elements in the plan. “It’s not just about responding to the pandemic in a reactionary manner. It addresses the more general issues raised and made clear during the pandemic, such as lack of access to green spaces, health care and internet, or being able to stay safe at night in a neighborhood – many issues that ultimately affect people’s health and makes them more prone to things like a pandemic.

“There’s the economic part too,” added Eakins. “Anything we can do to make companies easier to do business and more accessible to the public will have economic benefits.”

Councilor Phil Bacerra said Wednesday that the priorities defined by Revive Santa Ana are linked to COVID-19. Santa Ana has few parks, so “any opportunity to add parking space or improve the parking space we have is absolutely related to Covid,” he said. And improvements in broadband, Bacerra added, will be highlighted in the new plan after learning during the pandemic that the city “did not have adequate infrastructure to help our children (with online learning)”.

Meanwhile, Santa Ana appears to be the first in Orange County to provide money – $ 200,000 – for a kind of memorial to honor those who died of the virus.

“Over 800 residents in Santa Ana lost their lives to COVID-19. And that number has increased in the last few weeks, ”said Councilor David Penaloza.

“I know seven personally, whether they are close relatives or friends of my family, who have died of COVID-19.

“Because Santa Ana was hit so hard, it warrants a memorial,” added Penaloza. “We need something that gives families a place to mourn and remember loved ones. You deserve it.”

MILLENNIAL MONEY: ‘Again to regular’ boosts pandemic pup prices | Enterprise

Last summer, like millions of Americans, I brought home a 7-pound ball of fluff. Over the past year my mini Goldendoodle has turned into 23 pounds of sheer joy.

Almost 1 in 5 households has bought a dog or a cat since the beginning of the COVID-19 pandemic, according to a recent ASPCA survey. That’s roughly 23 million American households.

And the majority of these pet owners have no plans to house their pet in the near future – contrary to rumors that people are returning pandemic puppies. That means our furry friends will be with us as we tackle the challenges (and financial obligations) of getting back to work and resuming daily routines.

Here’s what you should know in order to afford a pandemic puppy – a year later.

JUMP INTO A ROUTINE

“Dog ownership is a journey,” said Brandi Hunter, vice president of public relations and communications for the American Kennel Club.

“Last year people got a different version of the trip. If you’ve either bought or rescued a puppy – or an adult dog – during the pandemic, you have a dog that is completely used to being at home for the most part. “

If you know you will be going back to the office in September, for example, you should adapt your four-legged companion to a new routine in August, recommends Hunter.

Start with practice runs. It can be so simple that you leave the house for a few minutes so your dog can get used to being away from you, says Nicole Ellis, certified professional dog trainer and pet lifestyle expert at Rover, a pet supplies marketplace .

You can also enlist help to keep your dog occupied and looked after while you are away. Pet sitters can check on your dog and refill food and water. Dog day care offers interaction with other dogs. Dog walkers give your dog exercise.

TAKE A BUDGET

But adding expenses like dog walkers and pet sitters to your financial equation can be costly. (After all, you can expect to pay anywhere from $ 15 to $ 45 per walk depending on where you live.)

Make arrangements that fit your budget. For example, it may be cheaper to hire a dog walker to walk more than one dog at a time than a solo walk. Taking your dog to daycare three days a week is less expensive than five days.

Hunter also says looking around for dog daycare, much like any human service. You may be able to find a lower fare if you’re ready to drive to a location outside of your immediate area.

Rover and Wag are two examples of platforms that connect dog owners with dog walkers, boarders, sitters, and more. Some even provide pictures and videos of your dog so you can see what’s going on throughout the day.

USE YOUR EXPENDITURE

Aside from wading back into the world, you’ve probably realized by the last year that dogs are an investment.

For one, I’ve placed more online orders for treats and toys than I can count.

“Pet owners can spend anywhere from a few hundred dollars to several thousand dollars in the first year of owning a new pet,” Christa Chadwick, vice president of Shelter Services at ASPCA, said in an email.

So I also asked the experts how you can save money on all kinds of dog utensils. Reducing costs in one or more of these areas can help offset the new expenses you will soon face.

– TOYS. If your tough chewer (like mine!) Searches toys like candy, Hunter says you can give him bones instead. Bones are meant to be chewed and last longer than plush toys. Another option? Mental stimulation games. Place a treat on a puzzle to keep your pup occupied longer.

– TRAINING. Professional dog training can vary in price, so Ellis recommends watching YouTube videos for trick training techniques that you can use at home.

– TREATMENTS. Check back on the internet for dog treat recipes to take home. Ellis says you can mix dry food with treats to help keep supplies last longer and get your dog excited about training.

– SUPPLIES. “Make friends in your community,” says Ellis. Sites like Nextdoor and Facebook Marketplace can facilitate the exchange of offers. You could get equipment from people who want to give away things their dogs have outgrown.

– INSURANCE. “When the cost of an emergency vet visit or serious

Illness would be a financial burden, so consider investing in pet health insurance while your pet is healthy or saving money in a separate account specifically for these costs, “said Chadwick.

– EVERYTHING ELSE. Consider the cost of pets tied to human life events, advises Chadwick. For example, if you travel to hotels (for cleaning fees) or move into some apartments (for pet deposit fees), plan ahead of time before you bring your dog with you.

Mayfield Heights considers utilizing American Rescue Plan cash to offer bonuses to metropolis workers who labored throughout pandemic: Stimulus Watch

MAYFIELD HEIGHTS, Ohio – A proposal to use federal stimulidollars to provide 4,000 bonuses to Mayfield Heights police officers and firefighters has turned into a potential bonus to all municipal and administrative employees deemed “material” and during the Pandemic worked.

City officials don’t have the money to spend. In fact, they haven’t even been told exactly how much money the city will receive from the American bailout plan over two years. But Estimates from cleveland.com and The Plain Dealer state Mayfield Heights could receive about $ 1.9 million in total.

Finance director Karen Fegan said the city is still considering how to spend its money. However, she confirmed that the proposal to provide bonuses to “all key workers” is being examined. She did not specify which positions are considered important or how many employees it involves, so it is unclear how much bonuses could be paid.

The city initially considered giving $ 4,000 in bonuses paid with American Rescue Plan money only to first responders, in addition to incremental pay increases – paid out of the city’s budget – as in collective agreements with unions, the police, and fire departments and other workers represented, negotiated.

Council members voted on the ordinances to sign the collective agreements during a meeting on May 24, partly due to disagreement over the bonuses and which city servants should receive them. Legislation empowering the mayor to approve the union contracts is back on the council’s agenda on Monday, but it’s unclear whether the agreements include bonuses.

“We talked about a lump sum instead of a percentage every year,” Councilor Gayle Teresi said at the May meeting. “We didn’t know there would be a lump sum and a percentage.”

Teresi said she is in favor of a raise for first responders given their necessary and 24/7 work during the pandemic. However, she was concerned about giving a bonus on top of the raise – especially since she heard city workers say that all employees who worked during the pandemic would receive a bonus, which would be paid in stimulus money.

“Someone who worked at City Hall called and told me everyone was getting a $ 4,000 bonus,” Teresi said. After the meeting, Teresi told a reporter that non-union city workers typically receive a similar raise to union workers, so she wondered who else could get a $ 4,000 bonus.

“Did the mayor (Anthony DiCicco) get it? Will (Finance Director) Ms. Fegan get it? How about some advice? We were there (work and hold meetings) during COVID, “Teresi said a freelancer for Sun Messenger, a sister publication of cleveland.com and The Plain Dealer.

The US Treasury Department has issued guidelines on how local governments can use their American Rescue Plan dollars. One of the proposals is to “provide premium wages for key workers to provide additional support to those who, as a result of their services in critical infrastructure sectors, face and will bear the greatest health risks”.

“I’m in favor of everyone getting a raise, especially the police and fire departments,” Councilor Robert DeJohn said during the May 24 session. “Here’s my problem: as soon as these two units get their raise, they get everyone else in town – everyone else, including the administrative staff. You will all get this lump sum up to the time you raise your salary. “

Councilor Donald Manno joined DeJohn and Teresi in May against the collective agreements. He said council members should receive a raise or bonus for signing raises for other employees.

“Mr. DeJohn said everyone in town gets the raise,” Manno said. “The council doesn’t get it, but we have to sign it for everyone else. We worked through COVID too – not the same way. But fact If you say that everyone in town hall gets a raise or a bonus, what about the advice? Are we stepchildren? Or what’s going on here? “

Finance director Fegan said compensation to the mayor and council will be determined by a regulation that includes a “nested” calculation based on factors such as increases in the general fund and the consumer price index for the previous year. But her statement didn’t seem to deter councilors hoping for a bonus or raise from the money from the American bailout.

Councilor Michael Ballistrea said he did not know why some of his colleagues were confused. He said notes he took during an earlier meeting suggested Fegan said some of the American bailout money would “most likely” be used for bonuses.

“So that was checked and it was always on the table that this should be done as far as I was concerned,” Ballistrea said.

Stimulus Watch is a public service journalism project run by cleveland.com and The Plain Dealer to track federal grants reaching Northeast Ohio through the US rescue plan. Read more undercleveland.com/stimulus-watch.

Leisure venues get ‘lifeline’ grants because of results of pandemic

MILWAUKEE (CBS 58) – Entertainment venues were among the first to close their doors due to the pandemic and the last to reopen fully, but thanks to federal government support, many are aiming for a comeback this year.

The Small Business Administration has facilitated the distribution of funds from the Shuttered Venues Operators Grant (SVOG) program. To date, 85 scholarships have been awarded in Wisconsin with a total volume of around 86 million US dollars.

Performing arts executives in Milwaukee said people long to return to the shows at the venues.

“There are very few things that are as meaningful as attending a performance like in a place like this, which is so beautiful and brings people together in a way that we missed tremendously during Covid,” said Mark Niehaus, President and Executive Director of the Milwaukee Symphony Orchestra, across from CBS 58 inside the Bradley Symphony Center on Wisconsin Avenue.

The nonprofit will receive approximately $ 1.7 million from SVOG. Niehaus said the money will help, but it won’t erase all of the financial impact of the pandemic.

“It makes a difference to us, but it doesn’t solve the problem for us,” said Niehaus.

The Marcus Performing Arts Center will receive approximately $ 6.5 million from the scholarship. They told CBS 58 that the funds will be very helpful in preparing for the return of live performances and audiences later this year.

“It will really help us openly reopening this fall so we can recruit staff and bring shows back to the Marcus Center,” said President and CEO Kendra Whitlock Ingram in an interview.

The Pabst Theater Group and its foundation will receive a total of approximately $ 10.8 million. Its CEO, Gary Witt, led a national effort through the National Independent Venue Association to raise pandemic funding for entertainment venues.

“It was a long way to actually distribute the money, but it was worth it,” Witt told CBS 58.

While Witt says the grants have made a big impact, many other small institutions are still waiting for their applications to be approved, which Witt is pushing for.

“We won’t rest until all of these companies are funded because that’s how we started,” said Witt.

For more information about the recipients in Wisconsin, see Here.