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hakesbrother · 2 years ago

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Albuquerque Public Schools

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daggerzine · 2 years ago

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Ten Belated Observations on Belle & Sebastian at the Egyptian Room, Indianapolis IN, May 25, 2022 (by Ken Katkin)

1. I have previously seen Belle & Sebastian perform in Washington DC, Louisville (twice), Columbus OH, Chicago, Cincinnati, Atlanta, and Las Vegas. But I never previously saw them perform in Indiana, in part because until tonight’s show, Belle & Sebastian logged 26 years as a touring rock band without ever once setting foot in an Indiana venue.

2. From 2017-2019, Belle & Sebastian briefly toured the USA each summer, playing to large audiences at summer venues and to very large audiences at major US music festivals. Tonight’s show was only the band’s second US performance since before the pandemic. (The first took place one night earlier, in North Carolina). Apparently a lot of fans drifted off during Belle & Sebastian’s enforced absence from these shores. Though the band was booked into the same type of venues they’d successfully been playing for a decade, on this tour many gigs (including this one) were moved to smaller venues for lack of ticket sales.

3. Compounding this tour’s star-crossed fate, Belle & Sebastian’s violinist (and sometime trumpet player) Sarah Martin caught COVID just before the tour began, and could not enter the United States. Ms. Martin was temporarily replaced by two Nashville cats: a young woman (with Hoosier roots and Louisville family ties!) who played violin, and a heavyset but indefatigable middle-aged trumpet player. These subs performed gamely, and were well-received by the audience. I don’t know how they both managed to learn all the songs without having any time to rehearse with the band!

4. After it was downsized, the gig was moved to an ornate ballroom erected in 1909 by the Murat Shriners of the Ancient Arabic Order of the Nobles of the Mystic Shrine, with support from Cincinnati freemasons. The ballroom is housed inside the largest Shrine Center in North America: a multipurpose building themed after a Moorish mosque, with stained-glass windows, terra cotta trim, minarets, and a 208-foot tall tower. Although the complex was not a ziggurat in the authentic Mesopotamian sense, in the colloquial sense it felt like a ziggurat from a forgotten time. I got a kick out of its over-the-top “old weird America” vibe.

5. A foray into Indiana often requires willingness to grapple with “Hoosier Logic.” Tonight, we ran across some exemplars of the form. Upon entering the venue, we discovered that ordinary women’s handbags are contraband in Hoosierville. This pop-quiz prohibition affected half the members of my party, and sent us careening back to our parked cars before we could enter the venue. More puzzlingly, COVID vaccine cards were checked for patrons who otherwise were frisked for one reason or another, but not for the roughly 50% of patrons who were waved through without a patdown. Although the show was general-admission and mostly standing room, there were some chairs and tables here-and-there. But anytime anyone sat down in one, they were soon approached by an officious venue employee with an iPad, demanding a $20 chair fee. And though the multi-purpose complex had many restrooms in areas of the building that were otherwise open, all were off-limits except the ones nearest to the ballroom with the gig.

6. Stuart Murdoch seemed apologetic about the fact that Belle & Sebastian have no songs that mention Indiana. He compared the band’s surplus of songs that mention NYC with its dearth of songs that mention Indianapolis, and attributed the disparity to the notion that the words “New York” fit the meter of many songs, while “Indianapolis” poses more of a metric challenge. He theorized that this rhythmic difference explains why so many authors and composers have written about New York but not Indianapolis. He hypothesized that this might be the reason New York has grown so much more than Indianapolis over the years, in population and fame.

7. Belle & Sebastian have a new album out called “A Bit Of Previous.” They performed four songs from it, including their first-ever live performance of the album’s final track, “Working Boy in New York City.” They also played one song from 2010’s “Write About Love,” but otherwise focused entirely on songs from their first decade, 1996-2006.

8. Stuart attempted to engage the audience in a conversation about great Indiana bands. But this colloquy was hindered once again by Hoosier logic. Although Stevie Jackson (a band member) was able to name R Dean Taylor, none of the Hoosiers in the audience could name The Vulgar Boatmen, The Panics, The Gizmos, MX-80 Sound, or even The Jackson Five. Stuart was forced to retreat to the platitude that Indiana is known besty for James Dean, agriculture, and beauty. (It was kind of him not to mention that Indiana is also known for moronic Vice Presidents, including Dan Quayle and Mike Pence).

9. Almost every Belle & Sebastian song was composed by Stuart Murdoch. But at this gig, Stevie Jackson was allowed to perform his standout composition “The Wrong Girl.” He rewarded the opportunity with a set of revamped lyrics that customized the song to take place in Indiana. This was a highlight of the evening.

10. Belle & Sebastian have never been a band of road warriors, and have only ever toured the USA in brief forays. Over their 26 years, they have also left increasingly long gaps between the release of each new studio album. I have no inside information, but at this gig I felt as though this might be their final US tour. I’m not predicting that Belle & Sebastian will cease recording, or playing the occasional large festival or European gig. But I got the sense that Stuart Murdoch will not want to tour with anything smaller than the eleven-piece band (with high production values, including audiovisual presentations) to which he has become accustomed. And though he did his best to maintain his game-face during the performance, I stood close to the stage and during much of the performance I thought I detected a valedictory expression in his eyes.

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handymanservicesvegas · 4 years ago

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lasvegasrealestatecom · 5 years ago

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Understanding Commercial Leases

Understanding commercial leases and their various purposes is critical knowledge for landlords and commercial tenants but the truth is that they can be very confusing. Well LasVegasRealEstate.com readers you are in luck because we are going to break it all down right here in easy to understand language. Here we go!

Understanding Commercial Leases - What is a lease?

A lease is a contract (implied, verbal or written) which transfers possession rights from an owner (lessor) to a tenant (lessee). While the tenant is entitled to exclusive possession during the term of the lease, the lessor retains the title (ownership) and reversionary rights to take possession at the end of the lease. Therefore, ownership never transfers in any type of lease. A lease is the only way an owner can legally profit by property ownership (during the ownership) if the owner does not use the property for his/her own business, agriculture or housing needs. Why is a lease used? There are many benefits to a lease. One benefit often overlooked is the security from a possible market correction. Tenants can most often secure a specific monthly payment without the threat of losing the capital invested in a property interest. The great recession is recent enough in all our minds to remember the sheer pain suffered by building owners. If those building owners had leased their space needs instead of purchasing the building, they could have avoided a significant loss in asset value. If these purchasers could have predicted or foreseen the decline, a lease might have been a better option. Leases are also often used by prospective owners that cannot qualify to purchase or are uncertain about a potential purchase of a property. Leases provide the balance for housing that is needed for those who don’t wish to own at a given time. The validity of the Lease The statute of frauds mandates certain contracts be in writing. The contract must be signed by the person who is being held to the contract. This statute includes leases for more than one year. Therefore, oral leases one year or less need not be in writing and many are not. Though some leases may be verbal or implied it is extremely difficult to enforce aspects and terms of the lease without a written and signed contract to confirm that all parties are aware of the terms. Oral Lease Examples and Conditions An oral six-month lease, which could ordinarily be enforceable, would be unenforceable if it were not to begin for seven months. By the terms of such a lease, it would take more than one year for full performance (7 months to start + a 6-month lease = 13-month performance.) An oral lease that continues or automatically renews after 12 months would be unenforceable after the 12-month period unless a period existed without any oral terms of the lease. By setting forth terms as a written contract the landlord is protected against a situation where the lessee claims the verbal agreement was different from the actual agreement. Both parties are protected by written contracts because people tend to have sketchy memories and remember agreements in a manner favorable to them.

Understanding Commercial Leases - Types of Leases

The ESTATE FOR YEARS is the most common type of leasehold interest in real property. It is actually any estate created for a fixed period of time and need not be for even one year. There are three guidelines to follow when drafting an Estate for Years Lease: The terms must be certain No notice is required to terminate No maximum duration Notes: The Statute of Frauds requires “a lease for more than one year must be written.” A majority of American courts have also held that the fixed term and any additional option periods are added together. If the total term exceeds the statutory period, a written lease is mandated. The PERIODIC TENANCY, commonly known as week-to-week or month-to-month is a tenancy which continues from one period to the next automatically, unless either party terminates the agreement at the end of a period, by written notice, which is usually the same length as the original rental period. The creation of a periodic tenancy usually arises from a lease holdover. Gross Lease A gross lease is a lease where the landlord agrees to be responsible for all expenses which are normally associated with ownership of the leased premises, such as maintenance (includes utilities and repairs), insurance, and taxes. A tenant to a gross lease is only responsible for paying the monthly lump sum base rent and the landlord is responsible for operating the building and all other costs associated with the premises. The tenant’s base rent usually includes building operating costs. In today’s commercial marketplace a gross lease is very rare. Net Lease A net lease is a lease where the tenant has primary control of the premises and agrees to be responsible for some or all the operating expenses of the premises, such as utilities, repairs, insurance, or taxes. A tenant who has a net lease is responsible for paying the monthly lump sum base rent as well as some or all of the operating expenses.

Types of Net Leases

Net leases define the responsibilities of the landlord and the tenant differently. The following are the four types of net leases: Single Net Lease – A single net lease is a net lease where the tenant agrees to pay a monthly lump sum base rent as well as the property taxes. The landlord is responsible for all other operating expenses of the premises. Double Net Lease (NN) – A double net lease is a net lease where the tenant agrees to pay a monthly lump sum base rent as well as the property taxes and the property insurance. The landlord is responsible for all other operating expenses of the premises. Triple Net Lease (NNN) – A triple net lease is a net lease where the tenant agrees to pay a monthly lump sum base rent as well as the property taxes, the property insurance, and the maintenance. Under a triple net lease, there are a few legal defenses that may relieve a tenant of his responsibilities. For example, a triple net lease may relieve the tenant of his responsibility if the property is subject to the eminent domain proceeding. Absolute Triple Net Lease (Bond Lease) – An absolute triple net lease is a net lease where the tenant agrees to pay a monthly lump sum base rent as well as the property taxes, the property insurance, and the maintenance. Under an absolute triple net lease, there are no legal defenses if a tenant fails to meet his responsibilities. Percentage Lease What is a percentage lease? A percentage lease is a lease where rent payments are based on the lease holder’s sales or profits. A typical percentage lease will have a base rent or a minimum amount of rent that is due each month. In addition to the base rent, the leaseholder must also pay a percentage of the gross or net sales each month, as stipulated in the lease agreement. The lease should state exactly what counts as a “sale” to be included in the calculation of what rent is due. Ground Lease A ground lease is a lease of land only and is also commonly referred to as a land lease. At the end of the lease, the lessor gets possession of the property and generally the improvements placed on the property by the tenant. Many of the free-standing sites in shopping centers, such as those pads for fast-food restaurants, are ground leases. The tenant puts up the building and is responsible for all improvements. The owner keeps the title to the property and pays no capital gains taxes, although the owner is taxed on the rent collected. Ground leases are usually net leases where the tenant pays taxes as well as all other expenses. They may also have a percentage of the rent feature where they include a percentage of the gross in addition to the net amount. This may be in conjunction with a Consumer Price Index (CRI) feature of the net lease. The CRI and the additional percentage serve to provide a measure of protection against inflation for the owner/landlord. Most large franchisors and corporations with retail storefronts prefer ground leases as they expand their footprint since they avoid tying up large sums of cash in the land. Another advantage is that some owners will accept a much lower rent than the value of the land would normally dictate because they are going to own the tenant improvements at the end of the lease. Assignments and Subleases An Assignment is very similar to a sublease, except the new tenant takes on the rights and obligations of the entire lease, not just for a limited amount of time. In the case of an assignment, there is usually a contract between the new tenant and the original landlord, where one is lacking in a sublease. The original tenant is usually still liable for all the obligations of the original lease until it expires. Assignment vs. Sublease is one example of why understanding commercial leases and the liability each type creates is important knowledge. A Sublease, or sublet, is a contract between a pre-existing tenant and a new tenant. For example, tenant A may have a lease with Landlord A, but tenant A subleases the rented property to tenant B through a contract. Generally, the new tenant B takes on all the rights and obligations of tenant A, but for a limited amount of time. The original tenant A is still liable for all the obligations of the original lease with Landlord A until it expires. Thank you for reading our post, “Understanding Commercial Leases.” For more information on commercial properties in Las Vegas, Henderson, North Las Vegas, or Boulder City, multi-family, retail, office, industrial space, and flex space or general real estate information please visit our website www.lasvegasrealestate.com. Read the full article

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mccarranhandymanservices-blog · 5 years ago

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rickhorrow · 5 years ago

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10 TO WATCH : MAYORS EDITION 91619

RICK HORROW’S TOP 10 SPORTS/BIZ/TECH/PHILANTHROPY ISSUES FOR THE WEEK OF SEPTEMBER 16 : MAYOR’S EDITION

with Jacob Aere

After a 14-year absence, American Express returns as a PGA Tour tournament title sponsor beginning next year as The Desert Classic becomes The American Express. American Express has teed off a multiyear title sponsorship deal that returns it to the PGA Tour entitlement roster and provides the event that was played as The Desert Classic this year with a new name. According to a news release, the 2020 pro-am event is scheduled for January 13-19 in La Quinta, California and will operate as The American Express going forward. “American Express’ new multi-year partnership with this historic event on the PGA Tour is a perfect match,” said Stephen Squeri, American Express Chairman and CEO. “Golf consistently ranks as one of the top passions of our Card Members, and the Tour provides some of the most exciting experiences at some of the best venues the game offers. We’re looking forward to making The American Express a ‘must-see’ event.” The deal comes in the nick of time for the tournament, which was in danger of losing its place on the PGA Tour schedule without a title sponsor and cash injection.

A California bill that would allow college athletes to accept endorsement money moved one step closer to becoming law when it cleared the state senate by a vote of 39-0. Once the details are ironed out, the proposed law — known as the Fair Pay to Play Act — heads to California Governor Gavin Newsom, who has 30 days to sign it. If it becomes law, it will go into effect in January, 2023. This bill would allow all college athletes in California to profit from their name, image and likeness. Similar bills are in their infancy in Washington state and Colorado, and North Carolina representative Mark Walker introduced a federal bill in March that would have the same effect, making the Fair Pay to Play Act a "catalyst rather than an end unto itself," as the New York Times noted. The bill's high-profile backers include LeBron James and Draymond Green, both of whom tweeted their support. Naturally, the NCAA has come out in strong opposition of the bill. The association last week claimed the Fair Pay to Play Act is harmful, unconstitutional, and would "upend the balance" of national competition in college sports. Stay tuned.

SportsBusiness Journal lauds corporate social responsibility. Amidst a recent roundup of sports CSR initiatives, SportsBusiness Journal noted that the first project on which educational platform developer EverFi collaborated with a sports property was “a financial literacy program that regional bank BBVA offered for use by elementary school students in a handful of NBA markets, including Dallas, Houston, and Phoenix.” When Houston hosted the NBA All-Star Game in 2013, league sponsor BBVA arranged for Rockets star James Harden to appear at a participating school. “While it’s cool to have a BBVA banker come into the classroom, it’s even cooler if James Harden shows up,” said Jon Chapman, co-founder and president of global partnerships for EverFi, which has developed online educational modules on topics ranging from financial literacy to STEM to anti-bullying, branded for presentation by teams, leagues, and sponsors. After Houston, EverFi developed educational modules for the NHL and NHLPA around science, technology, engineering and math; for the NFL and the United Way around character development and African American history; for MLB focusing on learning loss during summer vacation; and with MLS around anti-bullying. We look forward to celebrating a Sport Business Handbook event with EverFi at their Washington, DC headquarters on October 2.

In a bid to boost fan engagement during the regular season and into the hunt for October, MLB has launched a new licensed lottery draw game called Baseball Bucks that will feature the official brand marks of MLB and its 30 franchises. According to Hashtag Sports, the game involves players buying a $5 quick-pick ticket featuring ten games from that day’s MLB regular-season schedule. The partnership could also see both parties collaborate on other lottery games based on live baseball, including designs that offer winnings similar to national lottery draws including Powerball and Mega Millions. The deal adds to EquiLottery Games’ growing sports portfolio, having also announced a partnership with Speedway Motorsports to develop a game based on live auto racing which has been tentatively called Race Car Cash.

A generous community benefits package is tied to the Clippers' arena proposal. According to the Orange County Register, the Clippers and city of Inglewood are negotiating an estimated $100 million "community development plan associated with the proposed new 18,500-seat arena that the team wants to open" in 2024. Among the items that Inglewood would like to see included in the agreement are “employment targets during and after construction, with a goal of half of 35% of the permanent jobs in event operations going to Inglewood residents.” Inglewood is also requesting $12.8 million in "grant support, targeted at city youth via after-school programs and scholarships." The city also wants development plans to include $6 million worth of "improvements to the public library and community center and $500,000 for parks." There also is another request that the Clippers dedicate $5.5 million to "cover a first-time home-buyer program and emergency support for renters for families facing eviction." The Clippers in an email "indicated that they’re receptive to the city’s proposal, which they view as being in line with their philanthropic efforts."

New L.A. stadium designed to attract – and hold – the attention of fickle fans. The $5 billion Inglewood stadium is the "most expensive in the U.S., and perhaps the world," and "every dollar spent here has gone toward tackling one of the toughest problems in American sports: making professional football work" in Los Angeles, according to the Wall Street Journal. Rams Owner Stan Kroenke is "spending lavishly to create a building" that he and the team "felt could only exist" in L.A. The complex is "far larger than just a stadium," and the approximately $5 billion "spent on the stadium may wind up being less than half the total cost" of the development. Outside of the stadium, there are "vast and largely empty plots of land," but they are "perhaps more important than the stadium itself." The Rams and the NFL "knew for this project to make any sort of financial sense, it had to be operational year round and not just on Sundays." Sources said that when the property is fully developed, the total expenditure could exceed $10 billion.

Fresh on the heels of donating $1 million to Bahamas hurricane relief, Michael Jordan has "agreed to sell a large piece" of the Hornets to two New York-based investors. The Charlotte Observer reported that Jordan "controls about" 97% of Hornets equity. The sale is "expected to close in the next few weeks." Jordan is reportedly "bringing in" Melvin Capital Founder and Chief Information Officer Gabe Plotkin and D1 Capital Founder Daniel Sundheim. The percentages Plotkin and Sundheim are buying "have not been revealed, nor has the price they are paying." Both prospective owners "must be approved by the NBA, but that process is already underway and the sale is expected to close quickly." A source with knowledge of the deal said that it "does not involve" Jordan "giving up majority ownership" of the team. Jordan reportedly "plans to remain the Hornets’ primary owner 'for a long time.'" Last February, Forbes "estimated the Hornets were worth" about $1.3 billion.

Four Americans are among the 41 Paralympians from 20 countries to get sponsorship deals from Citi heading into the 2020 Tokyo Paralympics. According to Cynopsis Sports, Citi is rolling out its activation plans for its two-year deal with the International Paralympic Committee and 18 national teams it signed last December. All of the athletes will appear with Citi at a range of in-market activations, philanthropic, and community-building events. “It’s a 365-day-a-year partnership, there’s always something going in a market with this partnership,” said Citi Managing Director of Corporate Sponsorship and Marketing Tina Davis. The team includes 22 women, 19 men, and ranges from 17 to 50 in age. Last year, Citi signed a brief two-year deal with the IPC, returning it to the Olympic-Paralympic world after its five years as a USOPC sponsor. The international deal gives Citi rights to the Tokyo Games and rights in 18 countries where it has a significant workforce, but not in the U.S., because the U.S. does not generally sell Paralympic rights separately.

Twitch partners with the Las Vegas Raiders and the brand new Allegiant Stadium for 2020. According to Shack News, the partnership will include a Twitch-branded lounge in the lower level of the stadium, with features including streamer stations, Twitch viewing screens, and esports competitions. Twitch's live-streaming capabilities will be available in a variety of entertainment at Allegiant Stadium, including sporting events, concerts, and esports competitions. The Raiders are moving from Oakland after this season and their new 65,000-seat stadium will also be the home of UNLV football, the Las Vegas Bowl, and the Pac-12 title game. The big overall news is that esports competitions will be coming to Allegiant Stadium and sponsored by Twitch, integrating the NFL and esports under one roof.

Cal Ripken, Jr.’s celebrity golf tournament draws in legendary athletes across major U.S. sports leagues. According to the Patriot News, the event, featuring such legends as Julius Erving, Lawrence Taylor, Ozzie Smith, and Jim McMahon, was held to benefit the Cal Ripken, Sr. Foundation. The inaugural golf outing was held in 2011, and since then, the event has raised several million dollars for the Cal Ripken, Sr. Foundation. The principal goals of the foundation are to utilize baseball- and softball-themed programs in an effort to build character and teach life lessons to underprivileged children. Founded in 2001, the Foundation has served kids in all 50 states and in other countries such as Canada and Nicaragua. With over 20 Hall of Famers across the NFL and MLB, the event has an impressive amount of star power to help draw attention to giving back to those less privileged through baseball and softball.

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professorrosado · 5 years ago

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North Las Vegas Extreme Real Estate Investing (EREI) – 3 Day Seminar

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DATE: January 14, 2022 at 6PM – January 16, 2022 at 3PM

Location To Be Announced: REGULAR PRICE: $10,000 & ATTENDEE / MEMBER LIMIT = 100!

THE PRICE OF THIS EVENT WILL INCREASE DURING THE FINAL 10 MONTHS LEADING UP TO THE EVENT DATE AND THIS WILL BE GIVEN ONLY ONCE TO ANY SIZED AUDIENCE AND FOREVER CLOSE!

Those who hurry and purchase their ticket will be the ONLY ones to profit from this exclusive and unique method system – not available anywhere else!

Event will be held at an area hotel at or around the airport. You will be updated before the event.

This is an exclusive seminar covering proprietary methods and strategies actionable mainly through our EREI program.

BONUS****** EVERY ATTENDEE WILL BE INVESTED IN REAL ESTATE AND WILL EARN $4600+ IN 12 MONTHS WITHOUT INVESTING A SINGLE PENNY! ******BONUS

WHAT THIS SEMINAR IS NOT! #1 – IS NOT a sales pitch to any other product or course: this is it and there’s nothing more except for the advertised VIP add-on below which you can ONLY get during your purchase today!

#2 – IS NOT your run of the mill REI information which you can already get online FOR FREE HERE: www.biggerpockets.com : This is EXCLUSIVE and UNIQUE content that will make you 600X more profits than anything you can find online or even pay for at any other $10,000 – $75,000 seminar in the world!

#3 – IS NOT one of many yearly seminars held in order to keep recruiting more suckers to get into so-called Real Estate Investing only to have to go out in the field looking for properties for the big wigs and splitting the profits with them while they keep training others to compete with you! LOL!

#4 – IS NOT going to ask you to pay for ANYTHING MORE – In fact, you will leave this seminar ALREADY AN INVESTOR earning a minimum of $4,600 / year without spending another DIME!

#5 – IS NOT a “lock-in” to a package coaching or mentoring program: Any and all other training or updates are included in your exclusive and private membership. This membership is CLOSED and once this seminar is done, no more members will be added over our maximum per city.

WHAT THIS SEMINAR IS! IT IS The “SMARTEST” and “MOST PROFITABLE” Way to Flip Houses, Properties & Land Lots EVER! REBOOT Your Thinking And Reformat Your Past Experience With This 3 Day reveal!

This is NOT your run-of-the-mill Real Estate Investing Seminar / Method. With our method:

You don’t need to know how to “fixer up”

You don’t need to spend money fixing that eats into your profit margin.

You don’t need to worry about cost estimates and formulas before considering a property for flipping.

You don’t need to worry about paying so much in taxes on a small profit amount.

You don’t risk earning profits on outside factors that may impact sales prices in the area.

You can avoid the high costs of rehab and still improve the property profitably.

And you don’t need to be a genius either – our highest earners are farmers in overalls!

We SPILL ALL of the ACTIONABLE BEANS in this seminar – no pitches for any other seminar: THIS IS IT!

What will you be able to do?:

Add up through $180,000 or more in value almost instantly to any property.

Secure a steady and highly anxious pool of buyers.

Develop lifetime income from sold properties in this program.

Build up significant profits in a short period of time.

Exclusive “up and coming” markets.

Limited competition.

“Locked-in” Buyers and Renters.

Enjoy up to 50% higher rental incomes not possible with other flipping training programs.

Enjoy BIG profits that far exceed the usual high costs associated with Flipping Houses.

Easily sell property without sharing profit with an agent.

High margins and lowered risk.

Built in scalability – multiple strategies and great expansion opportunities.

About The Seminar Designed to benefit newbies through to the most experienced investors, attendees are presented with an exclusive and proprietary system which is easy to implement, sustainable and scalable. This method of real estate investing method is by far the most profitable way to build or enhance a real estate investing empire upon. Join a strictly-limited set of real estate investing students who will enjoy limited competition within expansive markets in this seminar which will not be offered again after the initial 36 students have joined our closed network in this area – this is a one time opportunity to join this closed network in your area and once filled, no further open seminars will be offered by me. Join with the Rev. Dr. Gilberto Rosado who is the mastermind of this seminar and the systems that form its efficacy and profitability. With this exclusive information and closed system, this seminar promises to go above and beyond any other program you may have heard of or attended and that no one else in your area will learn about (except for the 36 team members in your area). This seminar is absolutely full of profitable value that will increase your family wealth for generations to come!

The Rev. Dr. Gilberto Rosado’s “EXTREME REAL ESTATE INVESTING” SEMINAR: Easiest & Fastest Way to Build Your Real Estate Empire!

With the innovative EXTREME methods that Rev. Dr. Gilberto Rosado will disclose to you. You will be able to start with little or no money and quickly build up to over a million dollars in transactions in just two steps!

How can a person start small – with little or no money and build your real estate empire? While other gurus will tell you that ��it takes heart, knowledge, and to be surrounded with the right group of people” all you need is this three day training and your first deal using our exclusive program and in the next step you’ll be looking at making your first million dollars in Real Estate! And during this 3-Day one-time only seminar, I’ll show you how you can do it! You’ll be amazed at how my unique system will help you realize your goals, easily, quickly and with minimal effort!

Come join Rev. Dr. Gilberto Rosado and his exclusive closed group of Extreme Real Estate Investors nation-wide, who will help you at all stages of this business to make your real estate dreams a reality – and grow it to extreme and the highest levels not possible with any other Flipping or Investing program or training at any price!

We’ll even show you how to ensure lifelong profits long after you’ve closed out your inventory and retire from this program altogether!

Wherever Available: Bus Meeting / Yacht-based Training Sessions If advertised, your sessions may take place on an Luxury Executive Meeting Coach and/or our Luxury Yacht (port cities) for a more intimate discipleship of the methods and insights exclusive to our business model – provides you the opportunity to get to know The Rev. Dr. Gilberto Rosado and absorb more of the methods and strategies with direct access for quick Q&A and consultation.

Although there is no additional cost for these sessions, they are only available during select dates and specific cities. This is an exceptional opportunity and of the highest value as a learning experience not usually afforded to seminar attendees of other flipping and investing programs charging 5x the price!

**Again, the Bus Meeting and / or Yacht based Training sessions are only available for select events/dates.

The Seminar Schedule Three days packed full of learning! DAY 1 Friday, 6:00pm – 11:00pm

What Makes My Method Extreme?

Difference between Traditional Flipping & Extreme Flipping

Difference Between Traditional Investing & Extreme Investing

How to Build a Multi-million Dollar Portfolio Quickly

Which Approach to Take: Making a Deal vs. Est. a Business

Strategies for Lack of Money and Credit

Adopt a Partnering Stance instead of that of a Borrower.

Finding Properties

Having Control of the Deal

Selling Inventory

Application of Risk Vs. Return on Wholesales, Flips, & Cashflow (investing) Properties

How to manage EREI deals for Wholesales vs. Flips vs. Cashflow Properties

Extreme Wealth Formula Intro

ARV (After Rehab Value) vs AVAV (After Value-Add Value).

ARV + AVAV Combo Method

11:00pm – 1:00am VIP Session #1

DAY 2 Saturday, 9:00am – 12:00 noon

Understanding The #’s

Understanding Flip Spreads

Our Hot Markets

How our Markets Expand

LUNCH / VIP LUNCH w/Speaker TBA

1:30pm – 5:30pm

Absorption Rates & Do They Matter In EREI

Optimizing The Best Deals For EREI

How EREI Avoids Typical Flipping & Investment Worries

Every Market Optimizer

6:00pm DINNER / VIP DINNER w/Speaker TBA

7:30pm – 11:00pm VIP Session

DAY 3 Sunday, 9:00am – 12:00 noon

Extreme Wealth Process & Blueprint

EREI Cash Flow (Investor) Wealth Strategy

EREI Lease Option Method

Money Wealth Buildup Strategy

EREI AVAV Systems

Next Level Investing

Building and Managing a Massive Portfolio

How To Retire With EREI

EREI Credit Union

How to Get Private Partners

Final Details & Recap

DISMISSAL

ABOUT VIP SESSIONS AND ACCESS: We have reserved the most extreme strategies for VIP access only. They involve commercial value-adds which are not for the sensitive or fearful. Apply for VIP Access ONLY if you desire a “No Holds Barred” addition to your strategy base and if you are willing and able to engage high ticket property acquisitions. The two extremes described in the previous sentence represent only two strategies at opposite ends of the extreme spectrum. Also, any new strategies and programs will also be addressed here before being released to our general membership in future presentations or news releases (you get the news first hand and get to implement it before anyone else does).

These strategies require a separate licensing and authorization granted only to VIP Access Members.

VIP ACCESS PRICE: $3,995 Pay directly to https://ift.tt/2N7KUsj

VIP Access Includes:

VIP Only Sessions – Friday and Saturday – Late Night!

Exclusive VIP ONLY Training & High Profit Strategies

Special Networking Sessions

License to Utilize VIP ONLY Strategies

VIP Hot Lunch & Dinner – All 3 Days

FAQs

Are there ID or minimum age requirements to enter the event?

YES – 18 with Driver’s License

What can I bring into the event?

NO RECORDING DEVICES OF ANY KIND! You can bring a Pen & Pad!

How can I contact the organizer with any questions?

skype: rev.dr.gilberto.rosado

What’s the refund policy?

Since we utilize all or part of your fee toward formation and facilities related to the delivery of this seminar and you should be interested in making more money than ever before possible with Real Estate Investing or Flipping, and that is exactly what we’ll be showing you, there is NO REFUND!

If for any reason you could not attend the session or any part thereof, we will grant you a recorded version via online webinar portal access at a later date.

Do I have to bring my printed ticket to the event?

YES – without the ticket you will not be allowed into the sessions.

Can I update my registration information?

YES

Is my registration fee or ticket transferable?

NO.

Is it OK if the name on my ticket or registration doesn’t match the person who attends?

NO.

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bradlew123-blog · 4 years ago

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internetbloga · 5 years ago

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Restaurants Kinds and Characteristics

Broadly speaking, restaurants can be segmented into a number of categories: 1- Chain or independent (indy) and franchise restaurants. McDonald's, Union Square Cafe, or KFC 2- Quick service (QSR), sandwich. Burger, chicken, and so on; convenience store, noodle, pizza best sushi in north york 3- Fast casual. Panera Bread, Atlanta Bread Company, Au Bon Pain, and so on 4- Family. Bob Evans, Perkins, Friendly's, Steak 'n Shake, Waffle House 5- Casual. Applebee's, Hard Rock Caf´e, Chili's, TGI Friday's 6- Fine dining. Charlie Trotter's, Morton's The Steakhouse, Flemming's, The Palm, Four Seasons 7- Other. Steakhouses, seafood, ethnic, dinner houses, celebrity, and so on. Of course, some restaurants fall into more than one category. For example, an Italian restaurant could be casual and ethnic. Leading restaurant concepts in terms of sales have been tracked for years by the magazine Restaurants and Institutions.

CHAIN OR INDEPENDENT The impression that a few huge quick-service chains completely dominate the restaurant business is misleading. Chain restaurants have some advantages and some disadvantages over independent restaurants. The advantages include:

1- Recognition in the marketplace 2- Greater advertising clout 3- Sophisticated systems development 4- Discounted purchasing

When franchising, various kinds of assistance are available. Independent restaurants are relatively easy to open. All you need is a few thousand dollars, a knowledge of restaurant operations, and a strong desire to succeed. The advantage for independent restaurateurs is that they can ''do their own thing'' in terms of concept development, menus, decor, and so on. Unless our habits and taste change drastically, there is plenty of room for independent restaurants in certain locations. Restaurants come and go. Some independent restaurants will grow into small chains, and larger companies will buy out small chains.

Once small chains display growth and popularity, they are likely to be bought out by a larger company or will be able to acquire financing for expansion. A temptation for the beginning restaurateur is to observe large restaurants in big cities and to believe that their success can be duplicated in secondary cities. Reading the restaurant reviews in New York City, Las Vegas, Los Angeles, Chicago, Washington, D.C., or San Francisco may give the impression that unusual restaurants can be replicated in Des Moines, Kansas City, or Main Town, USA. Because of demographics, these high-style or ethnic restaurants will not click in small cities and towns.

5- Will go for training from the bottom up and cover all areas of the restaurant's operation Franchising involves the least financial risk in that the restaurant format, including building design, menu, and marketing plans, already have been tested in the marketplace. Franchise restaurants are less likely to go belly up than independent restaurants. The reason is that the concept is proven and the operating procedures are established with all (or most) of the kinks worked out. Training is provided, and marketing and management support are available. The increased likelihood of success does not come cheap, however.

There is a franchising fee, a royalty fee, advertising royalty, and requirements of substantial personal net worth. For those lacking substantial restaurant experience, franchising may be a way to get into the restaurant business-providing they are prepared to start at the bottom and take a crash training course. Restaurant franchisees are entrepreneurs who prefer to own, operate, develop, and extend an existing business concept through a form of contractual business arrangement called franchising.1 Several franchises have ended up with multiple stores and made the big time. Naturally, most aspiring restaurateurs want to do their own thing-they have a concept in mind and can't wait to go for it.

Here are samples of the costs involved in franchising:

1- A Miami Subs traditional restaurant has a $30,000 fee, a royalty of 4.5 percent, and requires at least five years' experience as a multi-unit operator, a personal/business equity of $1 million, and a personal/business net worth of $5 million.

2- Chili's requires a monthly fee based on the restaurant's sales performance (currently a service fee of 4 percent of monthly sales) plus the greater of (a) monthly base rent or (b) percentage rent that is at least 8.5 percent of monthly sales.

3- McDonald's requires $200,000 of nonborrowed personal resources and an initial fee of $45,000, plus a monthly service fee based on the restaurant's sales performance (about 4 percent) and rent, which is a monthly base rent or a percentage of monthly sales. Equipment and preopening costs range from $461,000 to $788,500.

4- Pizza Factory Express Units (200 to 999 square feet) require a $5,000 franchise fee, a royalty of 5 percent, and an advertising fee of 2 percent. Equipment costs range from $25,000 to $90,000, with miscellaneous costs of $3,200 to $9,000 and opening inventory of $6,000.

5- Earl of Sandwich has options for one unit with a net worth requirement of $750,000 and liquidity of $300,000; for 5 units, a net worth of $1 million and liquidity of $500,000 is required; for 10 units, net worth of $2 million and liquidity of $800,000. The franchise fee is $25,000 per location, and the royalty is 6 percent.

What do you get for all this money? Franchisors will provide:

1- Help with site selection and a review of any proposed sites 2- Assistance with the design and building preparation 3- Help with preparation for opening 4- Training of managers and staff 5- Planning and implementation of pre-opening marketing strategies 6- Unit visits and ongoing operating advice

There are hundreds of restaurant franchise concepts, and they are not without risks. The restaurant owned or leased by a franchisee may fail even though it is part of a well-known chain that is highly successful. Franchisers also fail. A case in point is the highly touted Boston Market, which was based in Golden, Colorado. In 1993, when the company's stock was first offered to the public at $20 per share, it was eagerly bought, increasing the price to a high of $50 a share. In 1999, after the company declared bankruptcy, the share price sank to 75 cents. The contents of many of its stores were auctioned off at a fraction of their cost.7 Fortunes were made and lost. One group that did not lose was the investment bankers who put together and sold the stock offering and received a sizable fee for services.

The offering group also did well; they were able to sell their shares while the stocks were high. Quick-service food chains as well-known as Hardee's and Carl's Jr. have also gone through periods of red ink. Both companies, now under one owner called CKE, experienced periods as long as four years when real earnings, as a company, were negative. (Individual stores, company owned or franchised, however, may have done well during the down periods.) There is no assurance that a franchised chain will prosper.

At one time in the mid-1970s, A&W Restaurants, Inc., of Farmington Hills, Michigan, had 2,400 units. In 1995, the chain numbered a few more than 600. After a buyout that year, the chain expanded by 400 stores. Some of the expansions took place in nontraditional locations, such as kiosks, truck stops, colleges, and convenience stores, where the full-service restaurant experience is not important. A restaurant concept may do well in one region but not in another. The style of operation may be highly compatible with the personality of one operator and not another.

Most franchised operations call for a lot of hard work and long hours, which many people perceive as drudgery. If the franchisee lacks sufficient capital and leases a building or land, there is the risk of paying more for the lease than the business can support. Relations between franchisers and the franchisees are often strained, even in the largest companies. The goals of each usually differ; franchisers want maximum fees, while franchisees want maximum support in marketing and franchised service such as employee training. At times, franchise chains get involved in litigation with their franchisees.

As franchise companies have set up hundreds of franchises across America, some regions are saturated: More franchised units were built than the area can support. Current franchise holders complain that adding more franchises serves only to reduce sales of existing stores. Pizza Hut, for example, stopped selling franchises except to well-heeled buyers who can take on a number of units. Overseas markets constitute a large source of the income of several quick-service chains. As might be expected, McDonald's has been the leader in overseas expansions, with units in 119 countries.

With its roughly 30,000 restaurants serving some 50 million customers daily, about half of the company's profits come from outside the United States. A number of other quick-service chains also have large numbers of franchised units abroad.While the beginning restaurateur quite rightly concentrates on being successful here and now, many bright, ambitious, and energetic restaurateurs think of future possibilities abroad. Once a concept is established, the entrepreneur may sell out to a franchiser or, with a lot of guidance, take the format overseas via the franchise. (It is folly to build or buy in a foreign country without a partner who is financially secure and well versed in the local laws and culture.).

The McDonald's success story in the United States and abroad illustrates the importance of adaptability to local conditions. The company opens units in unlikely locations and closes those that do not do well. Abroad, menus are tailored to fit local customs. In the Indonesia crisis, for example, french fries that had to be imported were taken off the menu, and rice was substituted. Reading the life stories of big franchise winners may suggest that once a franchise is well established, the way is clear sailing. Thomas Monaghan, founder of Domino Pizza, tells a different story. At one time, the chain had accumulated a debt of $500 million. Monaghan, a devout Catholic, said that he changed his life by renouncing his greatest sin, pride, and rededicating his life to ''God, family, and pizza.''

A meeting with Pope John Paul II had changed his life and his feeling about good and evil as ''personal and abiding.'' Fortunately, in Mr. Monaghan's case, the rededication worked well. There are 7,096 Domino Pizza outlets worldwide, with sales of about $3.78 billion a year. Monaghan sold most of his interest in the company for a reported $1 billion and announced that he would use his fortune to further Catholic church causes. In the recent past, most food-service millionaires have been franchisers, yet a large number of would-be restaurateurs, especially those enrolled in university degree courses in hotel and restaurant management, are not very excited about being a quick-service franchisee.

They prefer owning or managing a full-service restaurant. Prospective franchisees should review their food experience and their access to money and decide which franchise would be appropriate for them. If they have little or no food experience, they can consider starting their restaurant career with a less expensive franchise, one that provides start-up training. For those with some experience who want a proven concept, the Friendly's chain, which began franchising in 1999, may be a good choice. The chain has more than 700 units. The restaurants are considered family dining and feature ice cream specialties, sandwiches, soups, and quickservice meals.

Let's emphasize this point again: Work in a restaurant you enjoy and perhaps would like to emulate in your own restaurant. If you have enough experience and money, you can strike out on your own. Better yet, work in a successful restaurant where a partnership or proprietorship might be possible or where the owner is thinking about retiring and, for tax or other reasons, may be willing to take payments over time. Franchisees are, in effect, entrepreneurs, many of whom create chains within chains.

McDonald's had the highest system-wide sales of a quick-service chain, followed by Burger King. Wendy's, Taco Bell, Pizza Hut, and KFC came next. Subway, as one among hundreds of franchisers, gained total sales of $3.9 billion. There is no doubt that 10 years from now, a listing of the companies with the highest sales will be different. Some of the current leaders will experience sales declines, and some will merge with or be bought out by other companies-some of which may be financial giants not previously engaged in the restaurant business.

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wineanddinosaur · 6 years ago

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Your Local Irish Pub, From Dublin to Dubai, Proves You Can Prefab Authenticity

“The first time I went into Donegan’s, I felt as though this was a pub that really belonged there, like it had been in its current form for years,” Alex Conyngham, co-founder of Slane Irish Whiskey, says of a quaintly furnished bar in Collen, Ireland. Slane operates out of Conyngham’s family castle in neighboring County Meath, and Donegan’s is a popular option in the area.

“It’s the quality of service, the convivial atmosphere,” Conyngham says, noting how the interior “feels like an authentic, heritage Irish pub you would typically find in rural Ireland.”

The only thing is, Donegan’s rather recently debuted this look, Conyngham says. It’s one of thousands of bars worldwide that work with designers and consultants to create the illusion of a centuries-old Irish pub, complete with tarnished tin signs, worn wooden stools, and yellowing photos of rolling fields. Specialized firms like The Irish Pub Company (IPC) and ÓL Irish Pubs Ltd., both based in Dublin and backed by Guinness, along with smaller, more locally focused outfits like Love Irish Pubs, have helped install prefab pubs everywhere from small-town Ireland to Lagos, Nigeria.

Drinking in these retrofitted spaces is oddly comforting, akin to visiting Colonial Williamsburg or MGM Studios in Orlando. Fake-real pubs have unusual, undeniable appeal: They are grounded in something tangible and knowable, yet they exist apart from reality, and free from chaos and uncertainty.

Can these artificial Irish pubs be everything we want them to be? (Yes, of course they can. That’s the point.)

Alex Conyngham, co-founder of Slane Irish Whiskey, says the interior of Donegan’s “feels like an authentic, heritage Irish pub you would typically find in rural Ireland.” Credit: Doneganspub.com

In 1973, a Dublin architecture student named Mel McNally took a deep dive into Irish pub aesthetics for a school project. He titled it, “Best Designs within Dublin Pubs.”

McNally soon realized he was onto something, and what began as academic study became his career. By the 1980s, McNally and a team of designers were masterminding pub interiors throughout the U.K. and Ireland.

In 1990, McNally’s Irish Pub Company teamed up with Guinness and, together, they embarked on a journey that would span 1,600-plus projects in more than 57 countries, from Atlanta to Moscow and back again. While IPC is not the only player in the prefab pub game, it’s the industry’s undisputed pioneer.

“The story, as he tells it, his professor thought it was a bit of a joke,” Darren Fagan, contracts manager and business developer for The Irish Pub Company, and the main overseer of the organization’s North American operations, says. “However, as Mel started to go through his project, the professor realized it was a very serious thing, a solid project. He was able to look at all of the things that made an Irish pub unique versus any other kind of pub and recreate that to the best of his ability.

“During the early ’90s when I started with them, it was just gangbusters across Europe. Every week it was a different pub — it was just a phenomenal experience.”

Today, IPC runs a pretty tight ship. It offers prospective bar owners six thematic options: modern gastropub, classic Victorian, country cottage, “shop style” (which translates loosely to a vintage general store or apothecary), a brewery look inspired by Guinness’s iconic St. James’s Gate brewery, and a more abstract “Celtic style” that draws on traditional Gaelic music and art.

“It’s a very romantic idea to open up not only your own pub, but an Irish pub,” Fagan says. “But for them to be successful, we have to kind of hand-hold, talk with our clients and see if it’s really the right idea for them. We’ll give them a couple of cues and really force them to think about their business plan. And if they don’t have the answers, well then, we don’t continue the conversation because we’d never get anywhere. You don’t want to own this for the rest of your life and always be paying it off.”

The key element to evoking fake-real magic, as any enthusiast knows, is the narrative. You can stockpile all the antique harps and mounted copper whiskey thieves you want, but without a cohesive origin story, it’s just bric-a-brac with a side of beer.

“Once we’ve figured that their location is right and they’re serious about it, then we talk about the story. ‘What is the story, the backstory for the pub?’” says Fagan. “They may have generations of family from Ireland, there might be another connection to a town, and so on. We create the backstory for the pub, and then we build a bespoke design around that.”

Each composition is tweaked to reflect the client’s vision. In the early days, IPC might enhance the tale with one-of-a-kind furnishings salvaged from shuttered pubs around Ireland. Nowadays, according to Fagan, much of that trade has dried up. Demand outgrew natural supply, and so a thriving reproduction industry has since risen in its wake. IPC now sources the bulk of its material from manufacturers, each of which peddles individual specialties.

“A lot of the artifacts, for many years, were original antiques,” he says. “But now, I’d say 99 percent of the pubs are all new productions. A lot of the suppliers have generated business around the Irish pub, whether it’s specialty glass, light fixtures, floor finishes, and so on, and they’re very efficient, very effective. What appears custom on paper is actually a combination of a lot of things that these guys already have on hand.”

Fadó, an IPC creation in Chicago, was installed in 1997 and renovated in 2015. Credit: Fadoirishpub.com

As luck would have it, my newly adopted city, Chicago, happens to be home to a groundbreaking member of IPC’s 100-strong U.S. portfolio. I went to check it out immediately.

Fadó has stood on the corner of Clark and Grand in the buzzy River North district since 1997. It’s the third installment in what later became a multi-state chain overseen by an Irish-born accountant-turned-publican, Kieran McGill.

The tri-level pub is a testament to IPC’s own growth and evolution. The upstairs, original to 1997, features a stunning, 150-year-old bar brought over part and parcel from The Potkey Kitchen in Dublin. It joins a stone fireplace, rustic bar stools, and a cozy snug, tucked away beneath heavy curtains. The mezzanine and the first level, by contrast, were renovated with help from IPC in 2014 and sport a more contemporary feel, with sleek high tops, dark wood, leather banquets, and a grand, central horseshoe bar lined with sparkling silver taps.

“When we opened up here in 1997, we were trying to bring what Irish pubs were looking like to America at that point,” Fadó regional manager Kieran Aherne, a Limerick native, tells me on a mind-numbingly cold Tuesday afternoon. “There were tons of Irish bars around, but they were really American bars with a shamrock in the window, to be honest. There wasn’t a ton of pubs, and a lot of it was to do with the expense.”

“This was a $3 million build-out and that was unheard of. But that was part of the commitment, so that you walk in and you’re going, ‘Oh my gosh, this is just like being in Ireland,’” Aherne says.

Twenty years later, however, Chicagoans and Dubliners alike wanted something else from their bars. And so Fadó renovated portions of its space.

“They’re a bit more contemporary — you have clean lines, good furniture,” Aherne says. “We wanted to be able to go, ‘This is Ireland of yesteryear, which we love, and down here’s what it looks a bit more like today.’ And we did. 2015 ended up being the best year we’ve ever had, and it’s been really good every since.”

I’ve only lived in Chicago for three months, but I can confidently say that this city takes its drinking very seriously. There are gritty old dives that reek of history, where, if you crack a door at 10:30 a.m., you’ll reveal a string of lifers downing cans of Hamm’s or Old Style while staring at Bears highlights. Music spills out of beautiful jazz bars once frequented by Prohibition-era gangsters. There are dozens of taprooms where you can share pints with brewers, and fancy cocktail bars touting obscure rums, mezcals, and whiskeys.

Amid this sea of boozy authenticity, Fadó, in all its fake-real glory, is making a killing. It’s not just because it’s one of the few spots in the Chicagoland area with a Six Nations rugby cable package, though that helps.

“We wear a lot of hats — we do a pub quiz on Wednesday nights, we do lunch, happy hour, parties, and we’re the No. 1 European sports pub in the city,” Aherne says. “People are looking for an experience. That’s something we’re constantly looking for, training our staff with respect to service, engaging and trying to connect with people. If you come in and sit at the bar here, somebody’s going to extend a hand and introduce themselves. That’s important for us.”

Fadó’s continued success in a hard-drinking city like Chicago speaks to IPC’s masterful aesthetics, the kinds of business owners it attracts, and the social environments it creates. The decorative bronze oil lamp displayed in Fadó’s upstairs snug may have been fabricated in a 21st-century warehouse in Dublin, or it may have been picked up at a little old lass’s estate sale. Who can say? What matters more is the tone it sets, the warm, familiar glow it casts on the bartenders’ faces as they pull another velvety pint.

IPC’s pubs produce a sense of comfort and stability, whether you’re sipping your whiskey at a faux brewpub in Antibes, France, a Moscow storefront apothecary, an indoor casino in Las Vegas, or before catching a flight out of JFK. You know exactly what you’re getting, and it greets you in a lilting brogue.

“When you walk into a pub, there’s certain expectations. It’s not very pretentious, you can go in and be yourself, and that’s the idea. You don’t have on be on alert,” Fagan says. “And if you can give that a little bit more of a touch, a little bit of cuteness, you can tell a story. It’s all about personality — know the story, know exactly why you’re an Irish pub over an English pub or an Italian, and so on … I think people feel very comfortable in pubs, particularly Irish pubs, because the expectations on them are ordinarily quite low.”

The Irish Pub Company has 1,600-plus projects in more than 57 countries. Credit: Irishpubcompany.com

I stopped into Donegan’s on a trip to Ireland last September and got to see the bar’s retro makeover firsthand. I spent the evening, as one does, alternating between pints of Guinness and drams of whiskey with a handful of Irish-born companions, including Slane’s Conyngham. Townies rubbed elbows with tourists and transplants over stouts, lagers, and locally distilled whiskey, ushering in each new round with an increasingly enthusiastic, “Sláinte!”

At one point, a red-nosed older gentleman stood up, made his way to the door and, unprompted, began belting out the first few lines of “Wild Mountain Thyme.” The entire bar sang him out with a resounding, “Will you go, lassie, go!” It was the perfect close to an authentic Irish evening.

Fake-Real Irish Pubs Around the World

Next time you find yourself hankering for a strangely familiar bar experience, here are a few notable Irish Pub Company projects.

Lagos Irish Pub at the Eko Hotel, Lagos, Nigeria

This ornate Victorian-style operation features cozy booths, stained glass partitions, chandelier lighting, an outdoor patio, and a stage for live music.

Mandy’s Apothecary, Moscow

Built in 2016 and decorated to resemble a 19th-century Irish pharmacy, this rustic outpost claims to have the longest bar in Russia, at a whopping 16 meters (approximately 52 feet).

The Irish Village, Dubai

This massive tourist attraction is more of a theme park than a standalone pub, with cobblestone paths, stylized storefronts, a giant stage for performances, and plenty of spots to eat and drink.

The Hop Store, Antibes, France

This brewery-style pub was constructed in 1995 and modeled after an 18th-century brewpub, complete with a vaulted ceiling, repurposed copper brew kettles, and other period paraphernalia.

Kilkenny Irish Pub, Berlin

Opened in 1992, this three-time Guinness Irish Pub of the Year winner is located inside the Hackescher Markt S-Bahn station, making it a prime after-work destination. The main bar has an intriguing cavernous vibe while the other two rooms reflect different period styles.

Fadó Chicago, Chicago

Each of Fadó’s 11 locations was designed in partnership with the Irish Pub Company, and this laid-back River North addition, known for its antique bar and other traditional touches, has been drawing crowds since 1997.

Kinsale Irish Pub, Nettuno, Italy

Touted to be the largest Irish pub in Europe, this 1995 iteration was inspired by a historic town in County Cork. The building’s facade was made to look like an old street and features fake storefronts, including a post office, haberdashery, candy store, and tackle shop.

The article Your Local Irish Pub, From Dublin to Dubai, Proves You Can Prefab Authenticity appeared first on VinePair.

source https://vinepair.com/articles/fake-irish-pub/

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desleutelbloem · 7 years ago

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CHRIS WILLE: A staggering amount of data, analytics in real estate world

The legion of data sources covering the real estate market regularly publish reams of sometimes overlapping trend reports, sales figures, economic analytics, commercial forecasts — all crammed with statistics delineated in pie charts, bar graphs and comparison indexes.

These dense reports come fast and furious — annually, quarterly, monthly and whenever insights surface. This is all great stuff for real estate insiders, investors, market watchers and others.

Here are highlights from this week’s stack of diverse documents.

ATTOM Data Solutions

Last quarter was a good one to sell a house. Home sellers enjoyed a banner fourth quarter in 2017 with an average profit of $54,000 over the purchase price — reaching the highest mark since the third quarter of 2007, according to ATTOM, the curator of the nation’s largest multi-sourced property database.

That profit represents an average 29.7 percent return on investment compared to the original purchase price, the company reported today in its Year-End and Q4 2017 U.S. Home Sales Report. That’s also up by almost three percentage points from the fourth quarter of 2016.

Oddly enough, the increase in sales profits and home appreciation did not encourage a rush to market as the average homeownership tenure rose to a new record of 8.18 years in 2017′s fourth quarter.

“It’s the most profitable time to sell a home in more than 10 years yet homeowners are staying put longer than we’ve ever seen,” Daren Blomquist, ATTOM senior vice president, said in the report.

Among the 155 metropolitan statistical areas with enough historical data, the North Port-Sarasota-Bradenton MSA ranked 51st in the year-over-year increase in the median sales price with a 6.6 percent rise to $236,325. Ocala took top place with a 14.3 percent jump, to $128,000.

In other significant statistics, over the past five years the Sarasota-Manatee median home sale price soared by 63 percent. This MSA’s peak median price reached $257,500 in 2006, but plunged to its lowest mark in 2011 — at $130,000.

Nationally, conservative political leanings and the residential real estate market appear to have something of a symbiotic relationship today. Big cities in red states recorded the strongest home price appreciation last year, ATTOM reported.

“While home sellers on the West Coast are realizing the biggest profits,” Blomquist said, “rapid home price appreciation in red state markets is rivaling that of the high-flying coastal markets and producing sizable profits for home sellers in those middle-American markets as well.”

In the red-hot red state housing markets, four of the five major metros (population 1 million or more) with the strongest home price appreciation since the bottom of the housing market in 2012 were in politically red states that President Trump won in the 2016 election: Detroit (up 127.8 percent); Atlanta (up 90.0 percent); Miami (up 88.5 percent); and Austin, Texas (up 88.2 percent). The lone blue state market in that top five was Las Vegas (up 100.0 percent).

Three of the top five major metros with the strongest year-over-year home price appreciation in 2017 were in politically red states: Kansas City (up 13.4 percent), Nashville (up 12.5 percent), and Salt Lake City (up 10.9 percent). The other two cities in the top five were San Jose (up 13.3 percent); and Las Vegas (up 12.3 percent).

S&P CoreLogic Case-Shiller

Home prices across the country increased by a slim margin in November, rising 6.2 percent compared with October’s 6.1 percent. But Standard & Poor’s also reported that its S&P CoreLogic Case-Shiller national home price index has logged year-over-year increases of 5 percent or more for 16 months.

Tampa, one of the 20 major metropolitan areas broken out in a composite index, saw home prices rise 1.0 percent in November, reaching a 7.1 percent increase over the prior year. That ranks as the fifth highest price gain among those cities.

“Home prices continue to rise three times faster than the rate of inflation,” says David M. Blitzer, managing director and chairman of the Index Committee at S&P Dow Jones Indices. “Given slow population and income growth since the financial crisis, demand is not the primary factor in rising home prices.”

Construction costs rebounded after the financial crisis, he said, but that does not explain all of the home price gains. For the past eight years, construction of single family homes slowed. “Without more supply, home prices may continue to substantially outpace inflation,” Blitzer said.

Reis Inc.

Reis, which maintains a commercial property database and provides market analytics and research, this week published First Glance reports that preview 2017′s fourth-quarter trends and findings across the apartment, office, retail and industrial sectors, and for construction activity. These insights and projections come from various Reis economists.

Retail: The sector continued to withstand the closings of a number of stores in the fourth quarter. Expanding retailers absorbed space to balance the closing stores, keeping the neighborhood and community shopping center vacancy rate flat at 10.0 percent at the end of 2017.

Most of the year-end same-store sales announcements from major retailers were positive and above expectations. In short, the sales and employment numbers reinforce the property market statistics that defy the doom-and-gloom reports in the media on the retail sector. More retailers are expanding into retail spaces than are closing shop. All indications are that this will continue.

Industrial: Every market indicator that impacts the industrial sector saw robust growth at the end of 2017. Indications reinforce the sentiment that the industrial sector is poised for further growth in 2018.

The biggest driver for this sector may be improved economies in Asia and Europe that will continue to drive up trade. The recent tax bill will also boost the economy in the short run as it delivers higher retained profits for many companies and improve consumer confidence that should register in increased retail/e-commerce sales in 2018-2019.

Construction: While declines in new project completions were observed in all three major sectors, the implied conclusions vary by each sector’s long-run trend. Despite the decline from the previous quarter, the apartment sector has remained strong since the Great Recession, while the office sector has remained flat and the retail sector has continued to dip lower. Despite these long-run trends, submarket fundamentals remain key to understanding the economic impacts from external factor changes.

Apartment: While headwinds from high supply growth — historic highs for several markets — continue to act as a drag on multifamily fundamentals, there is no evidence that demand for apartment rentals has declined in any significant way. There are some positive signs from the for-sale single-family housing market, but it doesn’t appear that renters are converting into buyers in droves. Rosier projections for economic growth in 2018 should support demand for apartment rentals.

Office: Given lackluster demand, we may see vacancies rise even more over the next two years unless office leasing really picks up. Businesses may feel renewed confidence as the recently

passed Tax Bill should return more profits to businesses’ bottom lines. This could foster more robust leasing activity. If this happens, rent growth will likely increase as well, but given typical timings of when leases are signed, we may not see any impact on office fundamentals until late 2018 or so.

CoreLogic

This real estate research firm produces monthly MarketPulse reports that focus on housing and mortgage metrics. One analysis in the January edition indicates the challenges prospective homebuyers face with mortgages and affordability.

Research analyst Andrew LePage shows the 6.3 percent rise in home prices in 2017 only addresses one factor in affordability as the typical mortgage payment jumped 12.1 percent as home loan rates rose by more than 0.4 percent over the year.

The “typical mortgage payment” is defined as a measurement of the impact of inflation, mortgages rates and home prices on affordability. The monthly loan payment is calculated on each month’s median home price and Freddie Mac’s average rate on a 30-year fixed mortgage.

That typical mortgage payment reached a record high in June 2006 at $1,259 and sank to its lowest level in February 2012 at $550. The October 2017 payment rose to $803 and is projected to hit $891 in October 2018 as mortgage rates and home prices increase.

“We expect a 5 percent increase in housing starts in 2018,” LePage writes. “While this will help, we need an even larger increase in home building to alleviate the erosion of affordability, especially in high-cost areas.”

Our take on a possible solution to the affordability crisis: Income levels need to rise.

Source Article

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kayakingcrazy · 7 years ago

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Senior Housing Finance Activity: Ziegler, Ensign Group

Ziegler Closes $17.63 Million Valley Vista Care Corporation Financing

Chicago-based investment firm Ziegler has provided $17,630,000 in series 2017A&B financing for Valley Vista Care Corporation.

Valley Vista Care Corporation and Valley Community Housing Corporation are Idaho-based not-for-profit corporations and are the sole members of the Obligated Group. The Obligated Group operates 147 skilled nursing and skilled behavioral care beds, 59 assisted living units and 35 units for residents with mental illness and developmental disabilities.

The Obligated Group will utilizes the funds from the sale of the series 2017A bonds and other available funds to refund the prior bonds; fund improvements to the Sandpoint and St. Maries assisted living campuses; fund the reserve fund established under the bond indenture; and pay incurred expenses related with the issuance of the bonds.

In addition, Valley Vista will use the proceeds from the sale of the Series 2017B bonds and other available funds to refinance the prior loan and pay certain expenses incurred related to the issuance of the bonds.

Love Funding Provides $7.9 Million in Bridge Financing for Las Vegas Memory Care Center

Chicago-based Love Funding, a provider of healthcare, Federal Housing Administration (FHA) multi-family and affordable financing, has provided $7.9 million in bridge loan financing to build a new 46-bed memory care center in Las Vegas.

The new facility will be built close to Welbrook Transitional Rehabilitation in the Centennial Hills community. The existing facility offers rehabilitation services and overnight care for those recovering from an injury, planned surgery or illness. The new facility will assist the borrower in meeting the need for memory care.

Love Funding Senior Director Leonard A. Lucas of the firm’s Boston office obtained the bridge loan from Love Funding’s parent company, Midland States Bank.

The bridge financing was required by the company in light of the FHA construction financing not fitting the borrower’s development timeframe.

KeyBank Finances $57.7 Million for Pennsylvania-based Senior Housing Properties

KeyBank Real Estate Capital, the real estate investment arm of Cleveland-based KeyBank, has arranged $57.7 million in FHA financing for a regional owner and operator of healthcare facilities located in the northeastern U.S. The financing is secured by two seniors housing facilities based in Pennsylvania.

The properties include a 180-bed skilled nursing facility, and a 120-bed skilled nursing facility, that also has a 73-bed assisted living/independent living wing.

John Randolph of Key’s Commercial Mortgage Group arranged the permanent financing through the FHA 232/223(f) mortgage insurance program. Henry Alonso and Brandon Taseff of Key’s Healthcare Group structured the original bridge loan for the sponsor. The FHA refinance loan proceeds were used to pay down a portion of the existing KeyBank bridge loan which funded the initial acquisition, and subsequent recapitalization, of a pool of healthcare facilities located in the northeast.

The Ensign Group Closes on HUD-Insured Loan Portfolio

The Ensign Group, Inc. (Nasdaq:ENSG) has announced that several of its subsidiaries have recently completed a $112 million portfolio financing with low, fixed-rate loans amortized over 30- or 35-year terms, and secured by mortgages on 17 of the 63 properties owned by Ensign subsidiaries.

The loans were arranged by Lancaster Pollard Mortgage Company, LLC, and insured by the Department of Housing and Urban Development (HUD). The loan will be used to pay down previously drawn amounts on Ensign’s revolving line of credit, as well as fund acquisitions, renovate and upgrade existing facilities and future facilities and cover working capital needs for other business use.

Based in Mission Viejo, California, the Ensign Group is the parent company of the Ensign brand of skilled nursing, rehabilitative care services, home health care, hospice care and assisted living companies.

Navion Senior Solutions & NorthView Partners Close Deal to Develop 152-Unit Senior Housing Community in Apex

Raleigh-Durham, North Carolina-based Navion Senior Solutions and NorthView Partners have closed financing for the development of The Reserve at Mills Farm, which will offer a 152-unit continuum of senior care options including independent living, assisted living and memory care.

The Reserve at Mills Farm is developed in partnership with health care real estate investment trust (REIT) Welltower, Inc (NYSE: HCN). In addition to Welltower, the community is being developed in partnership with investors who have longstanding ties to the real estate industry in North Carolina.

Validus Senior Living Closes $117.5 Million Revolving Credit Facility with SunTrust

Validus Senior Living, a Tampa-based operator of independent living, assisted living, memory care and skilled nursing facilities has closed a five-year, $117.5 million syndicated revolving line of credit with Atlanta-based investment and banking firm SunTrust Robinson Humphrey.

The funds are supporting the acquisitions of two new Inspired Living communities: Inspired Living at Ocoee in Florida and Inspired Living at Kenner in Louisiana. Inspired Living communities is Validus’ brand of senior living communities. Both locations will offer assisted living and memory care.

A third community, Inspired Living at Alpharetta, in Alpharetta, Georgia, is expected to close in the coming weeks. SunTrust Robinson Humphrey served as the lead arranger and bookrunner for the deal, while SunTrust Bank acted as the lead participant and administrative agent.

The two initial acquisitions will add more than 250 units to Validus’ existing portfolio in Florida and Louisiana, with more growth expected in Atlanta, Houston, and Lewisville, Texas.

Through these acquisitions, the company expects to add more than 200 associates. Each future acquisition will employ an additional 100 associates.

New in the resource center

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Learn More At: http://www.kayakingcrazy.com/senior-housing-finance-activity-ziegler-ensign-group/

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halalho3-blog · 8 years ago

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Canyon-Johnson Urban Funds and Struever Bros. Eccles & Rouse Break Ground on Mixed-Use Development in Baltimore: 'Magic' Johnson and Partners Invest in Community around Johns Hopkins University

BALTIMORE--Canyon-Johnson Urban Funds is investing in Baltimore for the first time through a partnership with local developer Struever Bros. Eccles & Rouse on a $90 million urban in-fill development near Johns Hopkins University. Today, Canyon-Johnson officials, including co-founder Earvin "Magic" Johnson, joined Baltimore Mayor Martin O'Malley and students from a nearby school to break ground on the residential and retail project. Called Village Commons, the mixed-use development in Baltimore's Charles Village neighborhood will contain, between its two phases, approximately 170 new condominiums for sale, more than 30,000 sq. ft. of ground-floor retail and more than 600 structured parking spaces. The development of Village Commons is a public-private partnership that is integral to the community-endorsed master plan for Charles Village. Convenient to downtown Baltimore and Interstate 83, the area is home to Johns Hopkins University's undergraduate campus and Union Memorial Hospital. It is anticipated that restaurants, fashion boutiques, coffee shops and other community-serving merchants will occupy the development's retail space. Village Commons' major equity investor, the Canyon-Johnson Urban Fund II (CJUF II), is a joint venture between Canyon Capital Realty Advisors and basketball-legend-turned-urban-entrepreneur "Magic" Johnson. Based in the Los Angeles area, the Canyon-Johnson funds are the largest private real estate funds focused on the development of urban properties in underserved U.S. neighborhoods. Struever Bros. Eccles & Rouse (SBER) is a Baltimore-based developer and general contractor with more than 30 years' experience revitalizing urban neighborhoods. Citibank Community Development, a member of Citigroup, is providing construction financing and a permanent loan for the project. "We welcome the Canyon-Johnson Urban Funds to our great city, and we're very pleased that Earvin Johnson and Bobby Turner BELIEVE in Baltimore and are working with one of the city's finest real estate development companies, Struever Bros. Eccles & Rouse," said Mayor O'Malley. "Once complete, Village Commons will bring a wealth of new residential and retail opportunities to the Charles Village community." A public garage at Village Commons is being made possible by financing from the City of Baltimore, which, along with the Charles Village Civic Association, has been very supportive of the Village Commons project. Public financing is also funding streetscaping of the project along the 3100, 3200 and 3300 blocks of St. Paul Street and environs. Wide sidewalks, distinctive street-lighting fixtures and trees will knit the new development together with the existing business district. "I've worked with a lot of cities, their mayors and other officials," Johnson said, "and few have Mayor O'Malley's vision and his gift for bringing people together. The Mayor and the City stepped up. With Struever Brothers and the Charles Village community, we believe we can make a positive impact in this neighborhood." CJUF Managing Partner and Baltimore native Bobby Turner said, "Earvin, our partners and I are believers in Baltimore. Our investment in Village Commons is consistent with our approach to fund value-oriented opportunities in urban America, a largely overlooked segment of the real estate market." As part of today's community celebration, the developers of Village Commons are replacing damaged windows at the nearby Barclay School, a public elementary/middle school serving Charles Village and other city neighborhoods. Johnson and Mayor O'Malley visited with students on campus before leading the school's chorus to the construction site for the groundbreaking celebration. "Along with Canyon-Johnson, all of us at Struever Bros. believe that business leaders have a responsibility to help make our communities the best they can be--in Baltimore and in cities around the country," said SBER President and CEO Bill Struever. "We are tremendously pleased to celebrate the official groundbreaking for Village Commons. This is a great day for all of Charles Village, and when we gather again for the grand opening celebration in time for the holidays in 2006, I am sure you'll agree that the transformation will be dazzling." Construction is underway on Village Commons' first phase, called Village Lofts--a five-story building with 68 for-sale lofts, more than 12,000 sq. ft. of retail and underground parking. Units should be available for new residents in Fall 2006. In Spring 2006, construction is slated to begin on the second phase, called Village West--a 10-story building with approximately 100 for-sale condos atop nearly 20,000 sq. ft. retail, and the bulk of the public parking for Village Commons. Representing Citibank Community Development at today's groundbreaking was Harry Goff, CEO of CitiFinancial, a member of the Citigroup family of companies headquartered in Baltimore. Said Goff, "Citibank Community Development is very pleased to be part of the partnership that is making Village Commons possible and to provide financing for the project. It reflects our commitment to revitalize communities by creating new homeownership opportunities and retail outlets, as well as our commitment to help make communities where we do business better places to live and work." The architects for Village Commons are the Baltimore firms Hord Coplan Macht, Inc. (Village Lofts) and Ayers/Saint/Gross (Village West). Across from Village Commons, SBER is also constructing Charles Commons for Johns Hopkins University, which will include a 620-bed dormitory for Johns Hopkins students, a university dining hall and a 25,000 sq. ft. campus bookstore run by Barnes & Noble. About Canyon-Johnson Urban Funds The Canyon-Johnson Urban Funds (CJUF) are the country's largest private real estate funds focused on the development of urban properties in underserved neighborhoods. A joint venture between Canyon Capital Realty Advisors and Earvin "Magic" Johnson's Johnson Development Corporation, the funds were formed to identify, enhance and capture value through the development and redevelopment of real estate in densely populated, ethnically diverse urban communities. The Funds' objectives are to seek current income and capital appreciation and, in addition to meeting investment goals, the funds are committed to providing for and fostering economic opportunities for the residents of the urban neighborhoods in which CJUF invests. With nearly $1 billion in committed equity capital, the funds are positioned to facilitate more than $4 billion in development and revitalization in major U.S. metropolitan areas. To date, projects have been undertaken in Atlanta, Baltimore, Brooklyn, Chicago, Cleveland Heights, Las Vegas, Los Angeles, Miami, Milwaukee and San Diego. About Struever Bros. Eccles & Rouse Struever Bros. Eccles & Rouse, Inc. (SBER) has been restoring urban landmarks and preserving the infrastructure that defines America's traditional downtown centers since 1974. SBER has a long-standing and prestigious record of success as an unequalled urban development and construction company. Nationally recognized for conquering challenging locations and complicated projects as a multi-role developer, builder and construction manager, the firm has an intentional focus on urban transformation, adaptive reuse and mixed-use redevelopments. With more than $2.3 billion in total investment in Baltimore, SBER has developed more than 18 million sq. ft. of commercial, residential and retail space for some of the nation's corporate leaders including Morgan Stanley, Brown Advisory Group and Johns Hopkins. While the company's projects populate Baltimore, its recognition for quality has reached communities in Delaware, Rhode Island, Pennsylvania, North Carolina, Massachusetts, New York and Tennessee. Struever Bros. Eccles & Rouse prides itself in discovering hidden value where no one else sees it--revitalizing urban American neighborhoods as it builds an international reputation for excellence through quality, creativity and commitment to the community through its double-bottom-line approach to business. Canyon-Johnson Urban Funds