NEW MARKET — Not all artists paint.

Jon Henry, a social practice artist, said he once made art selling chicken eggs.

Before earning a master’s degree in art from New York University and James Madison University, Henry was a self-proclaimed “huckster.” To pay for expensive art manuals, Henry took produce from his family’s farm to sell closer to big cities like Washington, DC.

Henry worked to get the best price for each product and to find the price “sweet spot” to sell: what customers would pay for a given product that would bring Henry the most money.

In 2019 Henry, who grew up in a farming family in Rappahannock County, said he wanted to explore labels such as “Pasture Raised”, “Predator Friendly” and “Carbon Neutral”.

He set out to stock up on chicken eggs with all possible labels. He eventually found eggs that were certified as “locally-grazed, organic, soy-free, non-GMO, predator-friendly, cruelty-free and carbon-neutral,” and they were sold in compostable, recycled cartons.

He knew how many eggs usually sold and he knew which labels were the most desirable, but wanted to explore what it would be like to take the labels to extremes.

The resulting eggs featured Henry’s signature atop each and were included in an installation for the Valley Arts Council in Harrisonburg. The resulting price, for work done in all certifications, was approximately $13 per dozen eggs.

“Even my roadside stand in suburban DC couldn’t handle egg prices over $3,” Henry wrote in an article that detailed the project.

In the 2021 book, “The New Farmer’s Almanac, Volume V: Grand Land Plan,” published by grassroots modern farming group Greenhorns, Henry wrote about the intersection of being an artist and his latest attempt at open a grocery store and gift shop in the new downtown market.

The Jon Henry General Store opened in 2018 in the historic Abbie Henkel House on North Congress Street, across from the Shenandoah Valley Battlefields Foundation building, which also houses the New Market Area Chamber of Commerce.

The store, which emphasizes local and fair trade products, occupies the entire ground floor of the historic building.

Narrow, red double doors open into the wallpaper-covered main hall, which connects to the left and right rooms. Built like a typical home, the space was once used as a dry goods store in its history, according to the Jon Henry General Store website.

A passageway lit by wall sconces leads straight to the store’s cooler space, which features Virginia meat, dairy, eggs, seafood, and fresh and frozen produce. Much of the store’s meat, fresh produce and other products come from Jumpin Run Farm in Mount Jackson. Jumpin Run is Henry’s family farm.

To the left of the main lobby is a grocery space, with Heritage Virginia Mills stone-ground cereals, baked goods, fresh produce, and vegan dairy alternatives.

To the right of the carved wooden banister, past the green-carpeted staircase, is a section that offers freebies, vegan snacks, beverages, and other Virginia-made sauces, honey, and preserves.

Some of the brands it offers are Virginia Chutney Co., part of Rappahannock County-based Turner Foods, and products bearing the Virginia’s Finest check mark. It also offers Copernicus Toys and Gifts, a STEM toy wholesale business in Charlottesville.

Henry, 32, wears glasses, a blue Carhartt zip-up jacket with the Jon Henry General Store logo and hiking boots. A towering figure in a low voice, Henry fills the main aisle of the store.

In a garishly carpeted storage area in the building next door, which was recently purchased by Henry and his family, he sits down to talk.

The long rectangular room is mostly empty and shrouded in darkness by thick red curtains covering a semicircle of windows. These were left over from the space’s previous use as a place for funeral services.

In a woven chair in front of the windows, Henry described how he struggled to marry as an artist and as a shop owner before the COVID-19 pandemic hit in 2020.

When he started in 2018, Henry had a lot to learn about running a full-time business, he said.

“When we opened, it seemed cool to have an old-fashioned cash register,” Henry said. “And then it’s like, ‘Oh wait, we’re running a business.’ I need a [point-of-sale system] where I can find out what’s going on and create reports. »

As the pandemic took hold, Henry said his shop allowed him to stay engaged on social issues such as poverty and access to food, and to maintain the critical, conservative eye of an artist.

“They say the first five years of owning a business are the hardest,” Henry said. “Your first five years, part of which is two years of the pandemic, are very stressful.”

For Henry, the start of the pandemic coincided with opportunities to start accepting SNAP and EBT cards.

“Coincidentally, going into the pandemic, it was a pretty good business decision, but also a good community decision,” Henry said. “Where everyone’s life was turned upside down.”

Henry, who is passionate about more equitable access to nutritious food, said having a SNAP program has increased demand for his store, which has grown from primarily a gift shop to primarily a grocery store with a large gift offer.

Jon Henry General Store is one of the few Commonwealth grocery stores to be part of the Virginia Fresh Match program, which evolved from the SNAP offering.

A federally funded program, the Virginia Fresh Match program doubles the value of SNAP benefits when used to purchase fresh Virginia fruits and vegetables, seeds and food-growing plants.

“You’ll never find us at a Kroger,” said Elizabeth Borst, co-head of Virginia Fresh Match.

The program started with farmers’ markets and expanded to a few grocery stores, including the Friendly City Food Co-op in Harrisonburg.

Henry said offering Virginia Fresh Match has allowed him to tie his business to social good because he can offer people with limited resources a more nutritious “hit” for every dollar of SNAP benefits.

“It’s a win-win situation where the farmers get more money for their produce and the consumer gets healthier food,” Henry said. “It’s an incentive to stop people from just buying candy, soda and chips, [which are usually cheaper].”

Henry’s business has contact with many local farmers, including Matthew Knicely from outside Harrisonburg, who supplies wholesale honey. Henry created the marketing of honey and sells it.

“I wrap it up and [Henry] markets it,” Knicely said. “It created a new source of income, but [the honey] is a very small company right now.

Henry also has a community supported agriculture program, which he calls a “food box program.” The program allows community members to purchase fresh bounties from local farms, receiving boxes of whatever grows in season.

“It solves a lot of problems for a lot of different people,” Henry said. “It supports small businesses and keeps local money.”

It’s called the food box program instead of a CSA because Henry said the acronym would be confusing in New Market, which has strong ties to the Civil War and where the CSA might be assumed. refer to the Confederate States of America.

“Everyone was confused because they thought it was something to do with the battlefield,” Henry said. “People thought we were selling like Civil War-themed food. The civil war is much more talked about [here].”

Henry said the historical information inspired him to dig deeper into the history of the region and how it affects people with different identities in his works.

“As an artist, I say to myself, wait, let’s pull this string a little more. What does it mean that the first Jewish person died in the Civil War [in New Market] and what side were they fighting on, and how does that complicate matters? said Henry.

Curating different brands in his store is another way Henry says his artistic side is emerging in the store. When a product isn’t chosen because it’s from Virginia, it’s because it’s related to another Henry cause, like fair trade or waste reduction. Some products, like the store’s huge selection of crazy socks, are just for fun.

The store, which is approaching its fourth anniversary, hasn’t quite reached the end of the dreaded first five years mentioned by Henry. Even with two of the first four years into the pandemic, Henry said the crisis helped him decide what the business would stand for.

Inventory, meanwhile, more than doubled, and Henry said he was developing business acumen to match his artistic abilities.

GLACE BAY, NS –

A family-run gift shop in Cape Breton is permanently closing after struggling to stay open during the pandemic.

Arlie’s Gifts has been a staple for years on Commercial Street in Glace Bay, Nova Scotia.

The mom-and-pop style boutique had three locations in the Cape Breton Regional Municipality before COVID-19 hit. Two others have already closed and now the flagship store in Glace Bay, where it all started, will soon be closing.

“We blame the pandemic. It’s really killed business for the last three years,” said store owner Earl Morgan.

“Lately, people have followed the rules. They just don’t come shopping. »

Some employees have been around almost as long as the store itself.

“It’s sad to see it closed. I enjoyed my job,” Joan McCormick said.

“Our loyal customers, many of them passed away, then online shopping didn’t help any, but I’m ready to retire.”

Arlie’s closure is the latest in a long list of stores along Glace Bay’s main thoroughfare to close during the COVID-19 pandemic.

“We’ve probably lost 15 companies in the last 10 years,” Morgan said.

“It’s kind of sad that I think we’re the last womenswear in downtown Cape Breton.”

For Morgan, it’s the end of a long career that began by ringing up customers at a store run by his parents 70 years ago. For now, he’s enjoying the crowds who’ve come for one last bargain.

“The last five days have been unreal,” Morgan said.

“Just steady at the cash register all the time. People are expressing their condolences that we are leaving and they will miss it.”

As Colorado Springs prepares to become the most populous city in the state, a movement is brewing to intentionally shape that growth and ensure the city retains its best social good characteristics.

A new model that unites 10 powerful grantmaking foundations under one roof is underway, to match like-minded minds with the money that can fund innovative projects.

The Philanthropy Collective is owned and operated by a group of six investors as 315 Collective LLC.

The latter is run by the John and Margo Lane Foundation, which funds “high-impact projects,” according to its website, including Children’s Hospital Colorado, the Cheyenne Mountain Zoo and Colorado College’s Colorado Springs Fine Arts Center.

315 Collective purchased the property at 315 E. Pikes Peak Ave. for $2.2 million and is spending an undisclosed amount to remodel the art deco-inspired building, which over the years has housed a bus depot, auto repair shop, juice bar and other businesses .

Now, 10 independent foundations are moving their offices from elsewhere in the city to half of the nearly 15,000 square foot building, and a public food hall and bar are being built in the front section.

“Historically, across the country, foundations and nonprofits talk about collaboration,” said Tony Rosendo, CEO of Spur Philanthropy, which advises the Lane Foundation and other funders.

The intention is to focus on large-scale mission-related community development that occurs in tandem with the economic development of the city.

Think affordable housing and equitable education projects that go beyond the box, say the founders.

“315 means something; it has an ethic, a sense of morality and community,” Rosendo said.

The Philanthropy Collective, undertaken by the Pikes Peak Community Foundation, has been planned since 2019 but has been delayed by the COVID-19 pandemic.

Residents got a taste of what such collaboration can look like during the pandemic, Sabin said, when individuals, businesses and charitable foundations donated $1.9 million to the city’s emergency relief fund. Pikes Peak Community Foundation to benefit non-profit organizations in El Paso and Teller counties.

With a mix of old wood, exposed brick and ductwork, and new glass, metal and artwork, the renovated building at the southeast corner of East Pikes Peak Avenue and Weber Street creates a environment that the founders hope will nurture the creativity needed to delve into the unexplored. charitable enterprises.

“You’ll see a variety of workspaces – individual, conference-style, shared and flexible offices,” Rosendo said.

Hot desks are workstations with electronic plug-ins for people who show up and need a small professional space to get things done.

The building opens to outdoor patios to “capitalize on Colorado” and inspire “casual sharing” throughout, Rosendo said.

Some of the 65 people who have settled there moved in last month.

Ben Ralston, president of the Sachs Foundation, which provides educational opportunities for black residents of Colorado, has an office on the second floor.

“As an organization that is focused on community impact, it made a lot of sense to be surrounded by other organizations that have community impact,” he said. “I think we can continue our mission by being here.”

Says Claire Swinford, executive director of the Bee Vradenburg Foundation, which invests in the arts: “It’s about the convergence of many minds who are largely focused on the same common goals and who have the chance to bounce off each other. others.”

Each participating foundation has a different scope and retains its own board, mission and established work, Rosendo said.

“Fostering the kinds of ideas, collaborations and support mechanisms that occur when a small group of community-minded investors share space and come together both formally and informally is truly exciting to see” , said Susan Edmondson, President and CEO of the Downtown Partnership. of Colorado Springs.

The vision goes like this: “People start talking about their families, and the conversation leads to how to make the city accessible to families,” Rosendo said. “It’s work rooted in experience.”

It’s also work that should spur change, said Leslie Sabin, vice president of finance and operations for the Pikes Peak Community Foundation.

Foundations invest money in stocks, bonds and other financial products to build the basis of their wealth. The Internal Revenue Service requires that at least 5% of assets be donated annually.

However, “a lot of these foundations don’t know how the money is being used,” Sabin said. “Usually they are only interested in the return on investment.”

Investors in 315 Collective LLC are looking more for a social return, Sabin said.

The Gazette Charities Foundation, an affiliate of the Anschutz Foundation that supports more than 200 nonprofit organizations in El Paso and Teller counties, is one of the foundations joining the group.

Construction crews are finishing transforming the west side of the building into The Well, which will feature four food vendors, a large centralized bar, indoor and outdoor seating, large opening windows, a fire pit , a meeting space and a room for live music.

Italian, Asian, Mexican and American dishes will be available for purchase from the in-house kitchens, an effort led by local restaurateur Russ Ware.

The venue is set to open in the first quarter of this year, with food and drink available from morning until night.

“It’s an all-weather place that’s truly Colorado,” said Justin Anderson of Simpatico Hospitality, the consultant.

The operation is for-profit, with revenue supporting restaurateurs also being reinvested into the collaboration, Sabin said.

Edmondson of the Downtown Partnership predicts The Well will become “a bustling community center and, truly, a center of gravity.”

By Tyler W. McCoy, Chief Engineer at JR Automation

Leverage advancements in warehouse automation – including advanced robotics – to create flexible and robust supply chains that meet growing customer demands. A radical change in consumer behavior accelerated by the COVID-19 pandemic has exponentially widened the wide-scale adoption of e-commerce and online shopping. As consumers increasingly shop online for standard items like groceries and household supplies, this shift is likely to become permanent, creating a significant impact on warehouse operations and creating new opportunities. innovation.

So far, the first winners in this business environment have been early tech users such as Amazon and Ocado who have innovated with robotics and software to create more efficient and sustainable supply chains. However, there is room in this space for everyone who is ready to embrace warehouse automation and robotics. Those who do not participate in this breakthrough innovation are likely to fall behind.

Adapt to warehouse challenges with intelligent robotics

Traditionally, robotics has applied stationary and repeatable applications such as those in automotive assembly lines. Today, artificial intelligence (AI) and the Internet of Things (IoT) are enabling breakthroughs in perception and complex decision-making in real time. This allows robotic technologies to operate efficiently in more complex and unstructured environments such as warehouses and distribution networks.

Due to the modularity and scalability inherent in robotic picking, sorting and palletizing systems, organizations of all sizes can reap the benefits of these innovations while making warehouse operations efficient, profitable and safe. The ability to add solutions with a high return on investment (ROI) coupled with manual processes makes them ideal candidates for investing in existing manual installations.

Hitachi

Embracing Warehouse Automation Today

The rise of e-commerce has pushed existing parcel and distribution networks to their limits. Faced with a huge need for efficiency and increased capacity that warehouse automation can fill, a new generation of intelligent robotic solutions has started to take hold. The scalability of these solutions makes them ideal for a still predominantly manual industry, and they are a logical next step. For many businesses, the adoption of warehouse automation is lagging far behind or absent altogether. According to DHL research, 80% of warehouses remain manually operated.¹ Another recent survey indicates that the biggest investments to date are in transportation (63%), while robotic palletizing and picking is still very low (15% and 8%, respectively).²

Large e-commerce companies know that agile and automated supply chains are essential to meet demand and stay ahead of the competition. To keep pace with these major players, smaller and emerging e-commerce companies need to take the right steps to automate their warehouse supply chains.

When every season is high season

Before the pandemic, e-commerce and logistics were geared towards peak season (early November to January). Distribution networks would ramp up for peak and then grapple with underutilized capacity for the remaining nine months. In 2020, the peak started in mid-March and has not slowed down. The challenge for many small businesses today is to innovate and grow in a cutting edge environment that never abates. Businesses no longer have the luxury of downtime to upgrade facilities to increase capacity and incorporate new technology.

E-commerce giants find it easier to integrate new technology organically because their technology stacks are already built. Small businesses must work to bridge this chasm. One of the advantages of advanced robotics is that it can be integrated into operations without taking a system or facility out of service. Robotics can be added bit by bit, in a modular fashion, without major disruption.

There is a significant need among both types of companies for a partner and an integrator capable of developing, producing and evolving solutions across the entire distribution network.

Hitachi

Integration expertise meets technology

Together, Hitachi and JR Automation (which was acquired by Hitachi in 2019) work with customers to co-create the products and robotics they need to solve vendor problems, then bring an entire team to scale up. . This is achievable for large companies as well as for small players in the industry.

Together, Hitachi and JR Automation bring deep cross-industry expertise in integrating fundamental robotic technologies into a variety of use cases, including e-commerce warehouse operations. JR Automation succeeds in executing hundreds of vision-based robotic solutions in the warehouse and logistics space. Vision-based solutions recognize and adapt to the high mix of materials to be handled and make real-time decisions on appropriate picking strategies.

By leveraging their scale, JR Automation and Hitachi have developed a separate high-volume deployment business and are now uniquely positioned to develop and refine initial system designs while deploying at scale. For one client, we deployed over 150 robotic solutions in a warehouse environment over two years.

Putting warehouse robotics at the service of businesses

The challenge for every business is to make these technologies work to meet the specific needs of the business. By combining JR Automation’s operational technology expertise with Hitachi’s core strengths in cloud infrastructure, data analytics and IT, we provide a digital thread that allows you to analyze your resource planning. enterprise (ERP) for your entire supply chain. With this analysis, you can accurately understand inventory, supply chain risks, and optimize warehouse operational technology to meet your needs.

Your starting point is where you are. You don’t need to have all the answers. We can craft the right problem statement and the best solution for you, so you can start your robotic journey early and define your best first moves. We help you create a holistic, customized solution that addresses your challenges and provides insight across your entire IT and warehousing infrastructure so you can make continuous improvements.

Hitachi

Robust supply chains are critical infrastructures. The COVID-19 pandemic has made this clear. Every country must have a ready-to-use supply chain that meets daily needs, capable of responding quickly to any emergency. Hitachi’s goal as a technology provider and integrator is to contribute to the social well-being of the world by helping companies set up these types of supply chains so that they are well prepared to face any situation. Robotics technology is the future of warehouse and logistics automation supply chains. Now your business can be supply chain ready.

Learn more about Hitachi’s role in JR Automation and warehouse logistics and automation.

This post was created by Hitachi with Insider Studios.

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¹“Warehouse automation: the rise of warehouse robots ”, Logistics IQ, 2019

²Bridget McCrea, “Annual Warehouse and Distribution Center Automation Survey: More Automation, Please”, Logistics Management, May 15, 2019

SAN FRANCISCO, CA – Officials at the San Francisco-Marino food bank said Monday their organization is urgently seeking funds as it continues to face challenges due to the COVID-19 pandemic.

Labor shortage issues, rising transportation costs and food prices, and food shortage have intensified over the past year, hampering the organization’s ability to deliver products. groceries to those in need, food bank officials said.

Faced with higher spending, the food bank hopes to raise 60 percent of its annual budget by the end of the year.

“We need to increase 60% of our annual budget in the last few days of the year to meet the financial goals required to meet the needs of our community,” said Tanis Crosby, executive director of the San Francisco-Marin food bank. , in a press release.

“We are struggling to keep up with rising food prices due to supply chain issues, but all of this is straining our financial resources, making year-end donations more critical, and With the Omicron variant soaring, we are deeply concerned that the need for food aid will continue to grow through a significant part of 2022. We call on all members of the community to come together and give everything they can and join us in ending hunger, ”she said.

Currently, the food bank distributes approximately one million meals to over 50,000 households. Before this pandemic, the organization served much less to 32,000 households per week.

Food bank beneficiaries are enrolled through the state’s CalFresh program, the organization providing home deliveries of groceries, including fresh fruits and vegetables, officials from the organization said.

To donate or volunteer, visit www.sfmfoodbank.org.

Copyright © 2021 Bay City News, Inc. All rights reserved. Republication, redistribution, or redistribution without the express written consent of Bay City News, Inc. is prohibited. Bay City News is a 24/7 news service covering the Greater Bay Area.

Patch has partnered with Feeding America to help educate the millions of Americans facing hunger. Feeding America, which supports 200 food banks across the country, estimates that by 2021 more than 42 million Americans will not have enough nutritious food to eat due to the effects of the coronavirus pandemic. This is a Patch Social Good Project; Feeding America receives 100 percent of donations. Donate to Feeding America

Investors and health startups are at the center of the annual INVEST conference in Chicago from March 28 to 30, 2022. Ahead of the conference, we are conducting a series of interviews with investors on their approach to startups through four tracks of the pitch competition, INVEST Pitch Perfect: pharmaceutical technology; Diagnostic; coordination of care and values-based care; and remote patient monitoring and smart devices.

The finalists for each of the tracks will be reviewed by judges who will also ask questions about the startup’s activities. The prize for the winner of each track is a profile in MedCity News.

The deadline for Pitch Perfect submissions is January 15th. To apply, Click here.

Ling wong is a general partner at Sea Lane Ventures and senior advisor to Lightspeed Venture Partners. In response to emailed questions, she shared her take on startups in the diagnostic and remote patient monitoring industries.

Which companies have impressed you in these spaces in recent years and why?

We are living a watershed moment in digital healthcare access solutions, driven in large part by the next generation of diagnostics and new solutions for remote patient monitoring and interaction. While there are many impressive players in this space, there are two that stand out particularly in my mind – both of which are companies that Lightspeed Venture Partners has invested in. One of these companies, Health guardian, focuses on developing breakthrough diagnostic technologies that can turn cancer from a silent killer into a manageable disease. Using a simple blood test, their product enables rapid analysis of a patient’s current cancer genomics to better inform treatment decisions. In a relatively short period of time, this company has grown into one of the established leaders in the field of liquid biopsy. The other is Wheel, who created a virtual care platform that enables the delivery of the highest quality care in an affordable and sustainable way. Wheel’s commitment to moving the healthcare industry forward with clinicians, organizations and patients all playing a vital role is fundamentally changing the way healthcare works, enabling any provider to become a telemedicine provider. I think Wheel is a great example of a company providing a digital solution that solves issues of access – and, ultimately, equity – by lowering some important barriers to care.

What are some exciting developments you’ve seen in this industry over the past 18 months in terms of technology development, implementation, clinical study data?

The Covid-19 pandemic has had such a dramatic effect on countless areas of our society, and access to healthcare is no exception. Against this backdrop, over the past 18 months we have witnessed a huge acceleration in the adoption of digital solutions such as virtual care, which in turn have significantly enabled new models of care. While this shift in use was driven by the needs of a public health emergency, the promise of digital solutions (such as Wheel) is now wider than it even has been, and now we see how. they can be the key to improving health. equity and accessibility – in particular, meeting the diverse needs of a range of patient populations by potentially reducing or eliminating barriers to care based on location. The defining characteristic of a growing set of digital health solutions and therapies is the power to personalize care and services to meet the health needs of diverse populations and improve access. I love this idea and am passionate about the goal.

How do you support small startups upstream? Have / would you ever have made smaller pre-seed and seed relationship investments, just to be on the cap table and not run out later?

My philosophy is that if I see an inspiring solution to a pervasive societal problem in healthcare, I want to build those mission-driven relationships that take those early ideas to the finish line – and if that actually provides a solution that benefits the company in a big way, you are going to see returns. An example of how the Lightspeed team approaches small upstream startups is illustrated by our investment in Health Soda. Soda is a company that faces long-standing challenges in securing reimbursement for goods and services essential to achieving and maintaining good health, but which are not supported by traditional medical claims. Because we saw the huge need and potential for Soda’s healthcare-centric payment and related solutions, Lightspeed co-led the $ 6 million round of funding, and we continue to provide close support. at Soda Health today. The compassion, industry experience and innovative spirit of the founding team were certainly key reasons to support their ambitious mission. But most importantly, it’s the impact of what they do – allowing consumers to have easier access to their benefits, giving health plans a technological platform that can administer those benefits cost-effectively, and throw away the foundations for improving overall health in all communities – which further validates our decision to invest until the end. Yes, it is important to invest early in companies that promise returns later. However, the early recognition of ideas that address fundamental issues and inequalities in health care is arguably even more crucial. Social good is good business.

How do you rate the founders?

In short, I’m inspired by founders with a vision to bring customization and scale to solve the problems that exist in healthcare today. So many of the barriers we see have everything to do with unmet challenges in diversity and access. This focus, which is reflected in my approach to investing, resonates throughout the healthcare ecosystem, from therapeutics to healthcare delivery. When you meet founders who see these issues, who recognize these societal inequalities, and who understand how these needs can be a common thread for investing in health, it’s easy to see how much their missions deserve to be supported. I want to be part of this solution because I look forward to a world where our technology, both digital and therapeutic, can ensure the best possible level of health for everyone.

To apply for the Pitch Perfect INVEST and know the criteria, Click here.

Photo: sdecoret, Getty Images

In the early months of the COVID-19 pandemic and the resulting social distancing measures, music producer Eom Hong-hyeon may well have been depressed. The CEO of EMK Musical Company, although previously optimistic and outgoing, remembers spending much of his days in despair.

It was not without reason. Right before the pandemic hit, Eom had planned to launch an office in the United States, after being frustrated and disappointed after meeting with renowned music producers in the United States and the United Kingdom. Eom recalled their unanimously pessimistic responses, which left him with the feeling that as someone from an Asian country with less than 30 years of history in the industry, it would be incredibly difficult, if not impossible, for him to become a senior producer on Broadway. or the West End.

Rather than being discouraged by these returns, Eom returned to Korea, galvanized in his determination to establish himself in the West with his own production company in the United States. Due to the pandemic, he had unfortunately been forced to put these plans on hold.

As soon as the pandemic ends, Eom plans to revert to this plan, ironically with more confidence due to COVID-19.

Eom believes the past two years have given theaters across the country a chance to continue to grow and close the gap with Western theater stages.

Unlike many Western theaters, which have been closed for months, South Korea’s musical theaters have only closed for six weeks in the past two years, thanks to strict social distancing rules for audiences, which mandated the wearing of masks at all times and prohibited eating and drinking inside theaters.

Thinking of the hardest-hit theater communities across the globe, Eom said, “Many actors and theater crews have been forced off the stage and these long pandemic shutdowns have been long enough to hurt them in several ways.”

“The past two years, I think, have been very fortunate and valuable for the Korean actors and music crew, despite the theaters functioning less than usual,” Eom told the Korea Herald in an interview. December 13.

Beyond this, the global expansion of the Korean musical theater industry will also benefit from the growing popularity of K-culture, as evidenced by the success of “Parasite”, “Squid Game” and BTS.

Eom said the Korean music industry could benefit from increased interest from non-Korean audiences.

“Even before the pandemic, many fans from many Asian countries traveled to Korea specifically to see musicals. I can’t wait to see this trend spread to global K-pop fans once the borders open again, ”noted Eom.

Although Eom is now one of Korea’s most successful producers, he’s no stranger to being an outsider. Growing up in a small community with little live theater, Eom had only worked on musicals before the age of 30. It was only after Eom fell in love with this multidisciplinary art later in his life that he became a music producer.

Even after the spectacular failure of his first musical, “Dracula,” in 2006, which left his then-newly founded company, EMK, some 1.8 billion won ($ 1.5 million) in debt, Eom was was able to stage a remarkable comeback with the 2009 hit musical “Mozart!” which featured former TVXQ member Kim Jun-su. This role not only launched Kim’s career as a musical actor, as he went on to star in over 10 musicals, but also introduced a trend for K-pop idols to turn into musicals.

“Mozart! Remains one of EMK’s most successful productions, having been reproduced several times. EMK has many other titles on its roster, including a number of successful European musicals, such as “Rebecca” and “Elisabeth”, which Eom brought to Korea in an attempt to distinguish its company from the competition. He also ventured into the development of original content including “The Man Who Laughs”, “Xcalibur” and “Mata Hari”. Significantly, these also share storylines drawn from non-Korean sources that are familiar to global audiences.

In his role as a producer, he called on global talent, including world-renowned composer Frank Wildhorn and music director Robert Johanson to create the original EMK productions. His decision to collaborate with renowned overseas creators has drawn criticism from Korean audiences, who believe that such involvement of foreign talent prevents his original productions from being genuinely Korean.

These creative relationships with Western industry leaders did not come about by accident, but rather Eom’s strategy to create world-class production.

“Culture no longer exists in a national vacuum. The productions don’t have to be 100% Korean to get the “Korean” label. If you create the best production in the world, you can work with the best songwriters in the world, the best actors in the world, the best in the world, regardless of nationality, ”said Eom.

Eom is eager to expand beyond the confines of the Asian market, in part due to the size of the Korean music industry. Although musicals account for over 70% of the country’s theater revenue as of 2020, this industry will not be able to sustain its growth by relying solely on Korea’s population of 60 million. South, according to Eom.

“Although I don’t think the South Korean market is saturated yet, it would take an audience of around 150 million people to achieve this kind of stable growth,” he said.

Eom hopes that his next production, another original piece called “Beethoven”, will solve these problems.

He works again with the beloved musical duo, Hungarian composer Sylvester Levay and German lyricist Michael Kunze, who are the originators of “Mozart! “Elisabeth”, “Marie-Antoinette” and “Rebecca. With this winning combination of talents, Eom hopes that “Beethoven” will be the one to launch Korean musicals onto the world stage.

“Before the pandemic, I only dreamed of casting established Western actors in any Korean musical that could make it to Broadway or the West End. But now I’m hoping to launch V from BTS, which I’ve heard has a keen interest in musicals. If we manage to make it a reality, it would attract a global audience to Korean musicals, ”he said.

Through it all, Eom has his eyes on the future. “Whatever I do as a producer, I am very keen to pave the way for future generations of producers.”

By Park Ga-young ([email protected])

South Africans should prepare for an increase in medical aid rates in 2022 as inflation and other factors kick in, said Alexia Graham, director of Hippo Advisory Services.

Graham said medical aides are basing their rate hikes on a combination of the expected and the unexpected. Inflation, for example, is an expected factor, with the South African Reserve Bank (SARB) setting the Consumer Price Index (CPI) at 5.0%.

“The private healthcare sector in South Africa has come under pressure in recent years due to factors such as the regulatory environment, the state of the economy and the impact of the Covid-19 pandemic Graham said. “Medical plans that demonstrate clear growth, stable reserves and good governance are better prepared for loss volatility.

“The sustainability of a medical plan depends in large part on its ability to increase the number of its members with young and healthy lives. The Council for Medical Schemes also requires plans to achieve minimum solvency levels of 25%, which is difficult in highly regulated environments and exposed to uncontrollable factors. “

It is precisely these uncontrollable factors that are causing the rate hike in 2022, Graham said.

She added that the potential implementation of NHI as a competitor to private-sector healthcare in the future could also put smaller plans under the pressure of long-term survival, which could lead to a consolidation of the market. industry. However, it may take a while to have an effect, she said.

Impact of Covid-19

Graham said the biggest uncontrollable factor for medical assistants is still Covid-19.

“The pandemic is a perfect example of an unexpected and inevitable crisis affecting the health sector and risk management, access to appropriate care and the structuring of the benefits of medical aid schemes.

“The annual increase in the price of a medical aid product is influenced by members’ claims experience on that product and the expected spending for the upcoming benefit year. “

The pandemic challenges programs to manage associated treatment costs, as well as to prepare for the impact of associated co-morbidities and lingering effects of Covid-19, Graham said.

“Although we have seen a sharp increase in the cost of a Covid hospital admission compared to a standard hospital admission during the pandemic, plans have seen a reduction in standard admissions due to the postponement. planned procedures.

“The resulting unexpected claims dynamic with each wave creates a pricing challenge for all medical aid plans. Members are experiencing changes in the way physician assistants typically manage their annual adjustments, with plans postponing their rate increases until later in the year. While this may provide temporary relief, a price increase is inevitable. “

For medical plans, these challenges are compounded by the need to stay competitive, which is why some have introduced new product options aimed at younger, healthier families, she said.

Costs

What does all of this mean for South African consumers?

Hippo has provided the following table which shows the premium costs for single members and for small families (member plus dependent adult plus child) in entry-level offerings of five major South African free market medical plans.

“Given the state of flux in the market and the inconsistency in timing of increases in the industry, it is important to remember that we are cashing rand and not percentages, so it is extremely important to compare products and prices. Graham said.

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Read: The hidden cost of getting Covid-19 in South Africa: the boss of medical aid

Governor Janet Mills today announced that the Maine Technology Institute (MTI) is now accept applications for Phase 1 of the Forestry Recovery Initiative, a multi-phase grant program designed to support Maine’s forest products industry and the people it employs, create and maintain jobs in rural Maine and to strengthen the state economy.

The governor announced the creation of a $ 20 million grant program as part of her Maine Jobs and Stimulus plan earlier this month. MTI is offering $ 10 million in Phase 1 and Phase 2 grants to provide immediate financial assistance to companies in the forest products industry that have suffered the negative impacts of the COVID-19 pandemic to help them maintain the viability of their business.

This new Maine Jobs & Recovery Plan builds on the Mills Administration’s commitment to the Maine forest products industry. The administration has awarded $ 9.4 million in Maine economic stimulus grants to support businesses in the forest economy.

“For generations, hard-working men and women across Maine have carved out their livelihoods in our forests. While the products we make from Maine lumber have changed over time, the importance of the industry has not changed ”, Governor Janet Mills said. “Our forest products industry employs tens of thousands of people in well-paying jobs and generates billions of dollars for our economy every year. It’s the lifeblood of our rural communities, and that’s why I want to make sure we preserve these jobs for generations to come. Maintaining these businesses and supporting new and innovative products will open up new markets, diversify this important industry, create jobs and strengthen the rural economy. I encourage all eligible forest products companies in Maine to take advantage of this opportunity.

“The forest industry is not only the key to Maine’s economy, but also supports our rural communities while our working forest lands play an important role in achieving our climate goals,” said Commissioners Amanda Beal and Heather Johnson. “As part of the Maine Jobs and Recovery program, this investment will directly support existing businesses that have been affected by COVID and help drive the development of innovative products and new markets for Maine’s forest assets. “

“These grants will allow the state to support as many timber-related forestry companies as possible and provide the capital needed to stabilize and assist in the recovery of Maine’s $ 8.5 billion forestry economy,” said Brian Whitney, president of the Maine Technology Institute. “The funding will help us move forward and adapt to meet new market demands for the long-term sustainability of this traditional industry. “

Specifically, eligible uses of Phase 1 grant funds may include, but are not limited to:

• staff costs and expenses;
• rent or mortgage payments for commercial facilities (unless otherwise agreed by the lessor or lender);
• utility payments;
• purchase of personal protective equipment required by the company;
• business related equipment;
• investments that strengthen the company’s ability to mitigate market disruptions associated with the pandemic;
• expenses incurred to replenish stocks or other necessary reopening expenses;
• necessary operating expenses.

The deadline to apply is January 31, 2022.

Phase 2 will be a competitive grant program aimed at improving market opportunities for timber from Maine, which has suffered severe declines due to market disruptions from the pandemic. The funding will support forward-looking projects that meet new market demands, provide new sustainable products, or advance the long-term stability of the industry, helping to create and maintain jobs in rural Maine and to strengthen Maine’s economy. Phase 2 funds can also be used for infrastructure upgrades that strengthen the supply chain and help companies move to new products and markets.

Phase 2 is expected to launch in early 2022 and the remaining $ 10 million out of a total of $ 20 million will be rolled out in subsequent phases in late 2022 or early 2023.

The design of the Forest Recovery Initiative is the result of community and stakeholder engagement, including meetings with members of the industry to explore the impact of the pandemic and discuss the types of support needed. .

For more information, please visit MTI website.

The Maine Jobs & Recovery Plan is the governor’s plan, approved by the legislature, to invest nearly $ 1 billion in Federal American Rescue Plan funds to achieve three goals: immediate economic recovery from the pandemic; long-term economic growth for Maine; and the revitalization of infrastructure.

It draws heavily on the recommendations of the governor’s economic recovery committee and the state’s 10-year economic development strategy, turning them into concrete actions to improve the lives of Maine residents and strengthen the economy.